tag:blogger.com,1999:blog-7686742259258701545.post6281825327699184658..comments2024-03-28T09:29:23.550+00:00Comments on Strategic Human Capital Management (HCM) Blog: Reward systems and behavioural HRJon Inghamhttp://www.blogger.com/profile/05553537200734270043noreply@blogger.comBlogger4125tag:blogger.com,1999:blog-7686742259258701545.post-11566267580671006052009-08-05T14:40:40.912+01:002009-08-05T14:40:40.912+01:00Thanks again Derek.
(I'm less of a fan of Ste...Thanks again Derek.<br /><br />(I'm less of a fan of Steve Kerr's book though: http://strategic-hcm.blogspot.com/2009/05/talking-hr-016-web-20-and-hr-with-book.html.)Jon Inghamhttps://www.blogger.com/profile/05553537200734270043noreply@blogger.comtag:blogger.com,1999:blog-7686742259258701545.post-44284743161839172062009-08-05T13:02:16.164+01:002009-08-05T13:02:16.164+01:00Exactly, Jon. I recently read Steve Kerr's new...Exactly, Jon. I recently read Steve Kerr's new book (Reward Systems: Does Yours Measure Up?)<br /><br />Highlights from a post I wrote about it:<br /><br />Steve’s “definition-measurement-reward” process is based on the principle that “effective reward systems induce organization members to pursue organizational goals for that most reliable of reasons: each person’s conviction that he or she will benefit by doing so.”<br /><br />The process is simple – define your goal, find a way to measure it, then reward successful performance against that metric. Measurement is essential because:<br /><br /> “If something isn’t measured, you can’t give people feedback about it, so they can’t improve. You can’t reward the people who are doing it well, and you can’t improve or admonish people who do it poorly. Measurement also signals that something is important; if no one is tracking it, it will take a backseat to things that are being scrutinized. … Things that aren’t measured can’t be rewarded and they very likely won’t get done.”<br /><br />Full post, here: http://globoforce.blogspot.com/2009/07/measuring-reward-systems-driving-change.htmlDerek Irvinehttps://www.blogger.com/profile/02565283467086029030noreply@blogger.comtag:blogger.com,1999:blog-7686742259258701545.post-44227800808587815602009-08-04T23:21:16.995+01:002009-08-04T23:21:16.995+01:00Hi Derek,
Thanks for your comment.
Yes, the surv...Hi Derek,<br /><br />Thanks for your comment.<br /><br />Yes, the survey took me back to our webinar a couple of months ago (http://strategic-hcm.blogspot.com/2009/05/measuring-reward.html) when I remember saying that poor reward design would no longer be tolerated in the current environment.<br /><br />I posted on the survey because I'm still surprised how much it is.Jon Inghamhttps://www.blogger.com/profile/05553537200734270043noreply@blogger.comtag:blogger.com,1999:blog-7686742259258701545.post-6677192982712819082009-08-04T20:54:15.765+01:002009-08-04T20:54:15.765+01:00Great post, Jon. But I can't say I'm surpr...Great post, Jon. But I can't say I'm surprised. As long as compensation is the primary form of reward (and any reward structure based on cash is compensation - I don't care what the HR leaders want to call it), then leaders will not gain the behaviour or culture change they desire.<br /><br />If you want to manage your culture by changing or directing employee behaviours, then you have to clearly define what those behaviours are (ideally, based on your company values and focused on achieving strategic objectives), how each employee can display those behaviours in their every day tasks, and what this means for company success.<br /><br />The best way to accomplish this? Through strategic recognition -- when an employee displays a desired behaviour, formally recognise him/her, specifically calling out that behaviour. Such positive reinforcement is a powerful way to change behaviours and drive culture management in any organization.<br /><br />Even better, track those recognitions so you can begin to see what values are NOT being recognised and then intervene with targeted training.Derek Irvinehttps://www.blogger.com/profile/02565283467086029030noreply@blogger.com