Employee motivation with bonus systems: Employer branding per salary?


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Bonus systems are commonly considered to be an effective method of rewarding employees because of performance. And they are considered motivational No 1. Lately, however, the Criticism louder and louder at the performance bonuses. How can companies enforce a fair salary. Employee motivation with bonus systems: employer branding by salary? Employee motivation with bonus systems: employer branding by salary?


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Here writes for you:

Gunther Wolf, a graduate economist and graduate psychologist, is an expert in performance management, success-oriented management and organic growth strategies.

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Bonus systems wisely

One of the main points of the critics: bonuses would drive employees to the achievement, instead of intrinsically motivated to work, they would soon however pure chord work deliver. And it is difficult for tasks that require a lot of transfer performance.

But bonus systems can be advantageous for both parties. The transition to such a system should, however, be gradual and well thought-out.

How does performance-based pay help?

Performance Fee should help to improve services as well as strengthen motivation, ownership and leadership skills. H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H?

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Also in private Company H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H H zwischen H H H zwischen H H H zwischen H H H H H H? However, because private companies are in competition, efficiency, flexibility, quality, productivity and innovation goals are added.

Bonus payments can be additional motivator

In addition, the benefits of performance remunerations as a corporate management and management tool are also emphasized in addition - especially in the replacement of out-of-date piecework, commissions and bonus systems.

As a result of the changes in the labor market, another aspect has come to the fore in the recent past: Strong performance-based pay systems show that benefits in this company are not only perceived but also rewarded. This has a particularly positive effect on the whereabouts of the service providers in the company.

How recruiting benefits from bonus payments

Recruitment also benefits from this: Applicants who are willing to work send their documents primarily to companies that offer a high performance fee. This method teaches you how to successfully implement an appropriate pay system.

If you are entrusted with this task as an internal project manager, you should be well networked in the company. They should have experience in the field of change management and have an affinity to key performance indicators as well as knowledge of personnel management and leadership.

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The 4 levels of bonus introduction

For the introduction of performance-related pay systems, a four-step process has proven to be particularly useful in practice:

  1. Analyze the prerequisites
  2. Designing the benefit payment system
  3. Support rollout and implementation
  4. Check and improve the performance control system

First of all, you are dealing with the human and technical prerequisites for the design of the service fee as a superior. In the concept phase (level 2), you develop the company-specific system for determining the performance fee and prepare the necessary processes and instruments. In stage 3 you ensure the necessary know-how and the acceptance of the workforce. This is because it is up to the managers and their employees to implement the new performance remuneration system in a targeted manner. As project manager, you are responsible for monitoring and monitoring the implementation. The process of continuous modernization of the power charging system is in step 4.

Analyze the prerequisites

I would like to clarify the first step in more detail and explain it step by step. The human, system and technical prerequisites for the design of the power control system are examined and possibly achieved. This includes

  • the determination of the initial position,
  • the information gathering,
  • the analysis and their evaluation
  • as well as a first rough planning of the procedure.

1. Communicate with superiors and employees

In order for you as a superior to master the introduction of the performance fee, you must first of all clarify which successes are expected of you. Since performance management systems can make it much easier to control the company, you will first ask the top decision maker. The following four questions may be useful:

Forward to the future:
  • What are your objectives with the introduction or update of the performance-based pay system?
  • What negative consequences must be avoided?
Focusing on present and past:
  • What are the current problems?
  • What currently positive aspects should not be changed?

If you are planning one-to-one meetings with the managing directors, expect about 45 to 60 minutes per call.

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Make sure that you remain the questioner and that your counterpart gives concrete answers and examples. Record the statements and repeat them at the end of the conversation. In this context, ask your interlocutor to prioritize the points.

These questions are known as the four elements of SWOT analysis: Strengths, Weaknesses, Opportunities and Threats. From the answers of the management, you derive the key success criteria for the project. If you have held one-on-one interviews, reflect the result back to the entire management, with a request for final approval of the success criteria.

2. Document the process

Document the current status in the success criteria approved by the company management for your later project and change controlling. Determine suitable measures for the project success objectives: the Key Performance Indicators (KPI). Adhere to their definitions and associated measurement procedures for your safety.

With such a controversial topic as changing the pay system, you should put an external charge expert or fee consultant next to you as a project leader: you as an internal bring in company-specific knowledge and your internal network. The external person complements this with experience and expertise in the field of benefits. He will take over tasks that you should not perform because of your internal links or where you as a prophet in your own country are difficult to progress. He must be empathetic and yet powerful in the project management.

The extent to which he or she can work for you is a matter of your budget. You should at least hire him to take the decisive steps, ie at levels 1 to 3 one to two days each.

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3. Focus the goals

After the survey of the company's management, you should organize a focus workshop with the key personnel: personnel managers, controllers, personnel / works councils, managers, and last but not least, members of the target group for which the performance fee is to be applied later. Your main occupation is asking and listening. By means of the SWOT questions you can uncover the intentions, attitudes and perspectives of these persons.

If you mention the core questions in the invitation, the participants are prepared and will bring along some points. Keep track of your tasks and questions, including possible solutions, but move the decision to the 2 concept level.


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