I agree with Rol's comments on reward systems. The reward systems
themselves aren't the problem. A change in reward system will only
work for a year of so if nothing else changes. It's probably why so
many different reward systems are in place. Everyone says... this one
has got to be better than the old one. After a year of two they agree
its not working so let's revamp again. It's a continuous cycle never
addressing the real problems in the organization. Far easier to
revamp a reward system than tackle the challenges that Rol relates:
> Providing a challenging environment with clear goals, proper tools,
> a collaborative environment, and a sincere thank you for a job
> well-done can -- and do -- become the more valued rewards.
A better (more difficult but in the long term more rewarding) task to
ask is how can you recreate your environment to do the above. And we
get back to creating the Learning Organization.
> If you can say to a new employee that they will learn to do things
> they never thought they could do, they will succeed and be
> recognized for it in ways that are gratifying and unexpected, that
> they will be eminently employable elsewhere in the company or other
> companies if they work for you for two years, that they will respect
> their boss, they will enjoy their co-workers, then they will be
> happy. No question about it.
How many employees coming into a job is told they will become very
employable in the company or elsewhere? I've just had another staff
leave for a new position after getting all the training and
development he needed here. Since we didn't have a position for him
to grow into, he had to move companies. He is still very committed to
our company and will return if the opportunity for his skills and
growth comes around.
Helping people help themselves
Learning-org -- An Internet Dialog on Learning Organizations For info: <firstname.lastname@example.org> -or- <http://world.std.com/~lo/>