NonCommission Sales Compensation - Is this Blasphemy?
By Michelle Malay Carter on August 24, 2009
Show Me the Logic
Should sales people be held accountable for their effectiveness (which includes output as one input) but their managers ultimately accountable for their output. This is the standard of accountability that I have proposed be used for all employees. If we held sales people accountable to the same standard as all employees, does it make [...]
Filed Under Accountability, Employee Engagement, Felt Fair Compensation, Requisite Organization, Strategy, Talent Management | 6 Comments
How to Avoid Scapegoat Syndrome - Understand Work Levels
By Michelle Malay Carter on August 14, 2009
Scenario: A safety violation occurs at work on the front line. Who is accountable? Understanding work levels can answer this question.
Bye Bye Employee Engagement
Holding the wrong person accountable reduces trust and fairness, and these are two precursors to engagement.
Work Level 1 Accountability - The Front Line Employee
Work to procedures and training. To produce an output [...]
Filed Under Accountability, Employee Engagement, Executive Leadership, Organization Design, Requisite Organization, Work Levels | 5 Comments
Performance Review or Effectivness Appraisal - Be Mindful of What Your Systems Communicate!
By Michelle Malay Carter on August 5, 2009
I worked with a client this week conducting requisite role analysis and writing job descriptions. Although this project is not about performance review, we recognize that these job descriptions will then become the basis for performance review.
Be INTENTIONAL Please
Systems drive behavior so the systemic implications for the way the performance review is designed, and its stated strategic intent are HUGE.
Geary Rummler [...]
Filed Under Accountability, Corporate Values, Organization Design, Requisite Organization, Talent Management | 2 Comments
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