Because alone the mission is a success and provides a revenue or value proposition. The preceding activities are success-oriented services, but represent no value in itself. If the incentive is used exclusively on the outer layer of the Wolfschen onion, the actual success of size, intake, could evolve even declining due to the focus of workers on this activity. Success metrics in variable compensation systems when alone, however, the order intake is used as output and performance indicator for measuring the variable remuneration, sometimes very it hard workers with targets on the basis of the external influences acting for her difficult assess. Employee representatives often complain that then mostly good luck or bad luck decides the amount of the variable remuneration: “will be published a” Earning more than one that has great all year and visited customers, just because this no significant turnover are reached? field, which marry two big jobs with little use ” The employer interests supported by the idea of win-win stand on the other side: “about one, to the little or no profit for the company plays, yet receive a variable remuneration?” Here it is to show the influence of the workers on the success.
Staff should be encouraged by the success-oriented variable remuneration system, inter alia, ideas to develop measures to reduce harmful foreign influences or even to use? Measure combinations in variable compensation systems the respective advantages of performance metrics and success measures can be siphoned off through combination and linking the two types of measure. The performance-related variable remuneration taken into account on the one hand targeted, results-oriented services and on the other hand the achieved success. The former are represented by success-oriented performance measures (eLMG), the latter through the performance indicator. variable-verguetung.de /…