For example, in order to boost sales, URSA Eurasia, one of the largest manufacturers of building heat and sound insulation materials, linke 20% of variable payments to employees to the implementation of the overall sales plan. “Previously, only the bonuses of sales managers depende on the volume of sales,” says Svetlana Buga, HR Director of URSA Eurasia. “But then we thought that their work should be supporte to some extent by all employees of the company.” But the flexibility of performance-base payment schemes can play.
A Trick On A Company Many Systems
For example, by setting a bonus for overfulfillment of the plan, you can “forget” about quality, material savings, etc. says Dmitry Goltweger. “Many companies have France WhatsApp Number List enough such “zones”. Premium product – pros and cons Bonus for current activities + ease of accrual, effective control of the work of grass-roots personnel – insufficient incentives for employees of profit centers Design schemes + visibility, logic, simplicity – limite scope use only for groups working on projects.
Of This Kind Are Overly Complex And Fragmente
Managers Bonus Schemes + dependence of individual remuneration on the results of the work of the entire company, visibility – low efficiency, the complexity of assessing the KOB Directory contribution creating a sense of commitment to the company – lack of strict principles of accrual Payment by result, bonuses in the management system by goals + compliance of payments with the achievements of each employee, effective incentives for specialists working “for results” – complexity, high cost of development and implementation.
