Mike Stromsoe replied to the last tip with an interesting question …
“Should any incentives or other motivational tools be used in any of these processes? If so, how?”
For newcomers, the last tip started a discussion about how to get your team to actually follow procedures.
I began with team involvement and buy-in via consistent objectives & reasoning and explaining “the why” of your processes. You can see the whole tip at http://freedomthroughsystems.com/2010/01/11/getting-them-to-do-it/.
And now to Mike’s question about incentives and motivational tools …
This is a tough one, for sure. My knee-jerk reaction is to say no, because…
… it’s difficult to imagine giving someone a DIRECT incentive for following a procedure, isn’t it? After all, isn’t that the job you pay for?
But let’s take a more general approach to Mike’s question and see where it leads.
First, you must make it everyone’s responsibility to follow your procedures PLUS provide feedback and ideas to improve them.
Blindly following procedures that don’t work is no better than not following them in the first place.
So, your entire team MUST participate in Systems Improvement. It’s the only way to a Systems Culture.
Second, add those responsibilities to their position descriptions. Put it in writing, so they know you’re serious.
Third, add them to your reviews. Does team member follow documented procedures? Does team member contribute to systems improvements?
Positive or negative ratings on these items should have a major impact on any compensation adjustment.
With that said, when we come back to incentives for following specific procedures, I still have to come back to my first reaction – which is no.
I believe incentives should always be tied to results, and …
Your processes should always be designed to maximize results, and …
Your team’s goal should always be to improve processes to achieve better results.
So, if the reward is for following the procedure, then the results become secondary. Not good.
Instead … if, by following a documented procedure, your team achieves a desired result, reward them for that – and ask …
How can we improve the process to do even better?
Thanks to Mike for the great question. Made me think. I’d love to hear your thoughts. You can comment below.
Next time we’ll continue with ways to get your team to actually follow your procedures.
January 26, 2010 at 10:22 am |
I believe also that incentives should be tied to results that increase revenue, production, persistency, or some measure. And, staff should be sold on the idea that if by following and helping to improve procedures they are able to achieve greater results (above some baseline) then an incentive is in order. In fact, the incentive should be tied to “increase in net revenue”.
January 26, 2010 at 4:16 pm |
Well said, Phil. Thanks for chiming in.
One thing I left out of my original thoughts is that not all incentives need to be monetary … but they should still be tied to desired results.