Pay-for-Performance Design & Implementation
This organization had a long history of limited or suspended merit pay budgets, peanut butter bonus awards and a very generic approach to differentiating the performance of its managers and employees. As a result, their top performers were losing incentive to continually excel and managers were lacking useful tools for holding non-performers accountable. In addition, the new CEO wanted a way to stem the sense of entitlement that had set in over the years. We designed and implemented a new rewards and performance management strategy, process and tools as well as the management and employee training, communications and on-going support needed to begin moving them to a more performance-accountability-based culture.