>In Ref. LO3140 Wayne Cox said some things which triggered thoughts
>For myself, the notion of performance-based pay makes sense, but I have
>embraced a more fundamental approach towards pay in a LO environment -
>that pay and recognition embrace learning and development itself.
When we were implementing a Deming based transformation in one region of a
large governement department we were horrifed to find that the department
as a whole had decided to 'introduce' performance pay!!!
We had made some progress in 'transforming' the focus of the appraisal
system away from judgement of past performance towards internal feedback
and development. We had been working on internal customer suplier
relations and an appreciation of the cooperation needed to make the system
work - Martin (as RD) had changed his system of performance reviews away
from a competitive study of the numbers towards a business discussion
around the issues facing the unit.... We were to introduce a system of
individual numbers based performance contracts!!!!
We took as our anology Dos and Windows - the region was using windows and
the organisation Dos - better if stuff were written in windows - but dos
stuff could be transformed - so we put a cross functional/ cross grade
team to work on how can we satify the minimum requirements of HO and
ensure that this new system does not damage the culture we were
They came up with a no numbers, development, contributuion to team system
which started from the common purpose of the region-office-team and had
teams work together on what everyone's contribution could be in learning
and development/strategic terms this could then form the basis of
'performance contracts' which were open and teams could discuss how they
had delivered (PDCA) Not ideal but then it was written in Dos!!
>Has anyone seen a compensation model such as the one I am visualizing?
Is this close to what you were thinking of??
-- Julie Beedon VISTA Associates - consulting for a better future firstname.lastname@example.org