by Bruce Tulgan
Imagine if your organization’s managers could stop paying people and start buying their results, one by one. What do you think would happen if every manager had the discretion, the ability, the skill and the gumption to start negotiating with employees as if they were outside vendors?
What if they could tie every single reward and detriment solely to measurable instances of —one person at a time, one day at a time?
How can they do that? Give every person the chance to meet the basic expectations of his or her job and then the chance to go above and beyond—and to be rewarded accordingly.
Create trust and confidence through open communication and transparency so every employee knows exactly what to do to earn rewards—no matter how great or small those rewards might be.
Monitor, measure and document the process every step of the way. When employees deliver on their commitments, thei...(register to read more)
- New definition of 'dependent' sparks benefit-law confusion
- Heads up! As layoffs increase, so does resume fraud
- Want to become strategic? Know the 3 projects to tackle
- Review duties, update job descriptions yearly to ensure employees are properly classified
- How to head off race bias lawsuits: Have the hiring manager also handle firing