Incentive Programs to enhance performance
Recently, I commented on demonstrating value to stakeholders; otherwise, they won't approve your program.
Some behind-the-scenes concept thinking will help you set up your program.
1. First and foremost, we need to ensure that the incentive program has value to the people, and if it does, then and only then will we have a chance to build a credible and sustainable ROI to be approved.
2. Incentive programs are enhancers of performance; they are not the complete solution for a lousy environment, operational gaps, hiring, coaching, training, and lack of governance, so my recommendation is first to make sure these elements are predominantly solid and then enhance with an incentive program
3. The key is to incentivize, not de-incentivize; I see so many programs focusing too much on top performers, so you end up de-incentivizing perhaps 85% of the population. The best programs are balanced, but they predominantly focus on everyone's collaborative effort; I always say that a team's authentic 100% can never be reached only by top performers.
4. Incentive programs are only effective when they have a positive and measurable impact on people, performance, and finance.
5. Effectively explain in detail to the operation the problem and its impact on our organization (it's always ours) because everyone must recognize and understand there is a problem to solve.
6. The office has no answers, so go out there and ask! Build your program with the help of people's feedback; ask people what they think is causing the problem, how they would solve it, what is more, valuable to them, and very importantly, what is a fair trade-off considering everything you have explained previously, If you do this you will be amazed by the participation level.
7. Focus on linking the incentives to the main drivers that lead to the goal you wish to achieve, and in doing so, this will create a sustainable approach towards operational excellence.
Only linking the Incentive to the end result can lead to bad habits. You link Incentive to overall Csat 90%; people can reach that by avoiding specific calls, miss coding, giving refunds, and providing false expectations, and you can say well, we can create dis-qualifiers for all those activities, and you end up having a policy with ten disqualifiers which leads to believe that you don't even want to pay the Incentive and it s a failure.
On the other hand, if the RCA and the feedback from the people are well executed, you can direct the incentives to the main driver and support the habit; for example, let’s say clear expectations on return policies are the number one reason for low Csat, then you incentivize the score of that section in QA. You add coaching on return policies and provide clear expectations, and this will encourage people to read return policies.
People will notice that you are investing for them to earn the Incentive, a different perception story, a different result.
Best!
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