In my many years as a small business coach, I’ve noticed small business CEOs continuously falling into the trap of graciously giving annual raises to their employees. If you repeatedly raise salaries every year, you will eventually end up paying more than what each employee would be worth in the competitive marketplace.
Additionally, if employees expect annual raises every year without question, there is little incentive for them to work any harder than is absolutely necessary. Pay becomes an entitlement instead of a motivator, and performance stagnates while paychecks increase.
There is another option: performance-based pay. This is a goal-oriented, variable incentive program that motivates our teammates to go above and beyond in the pursuit of bettering themselves and the organization as a whole.
What Is Performance-based Pay?
Performance-based compensation, as the name suggests, is the idea of matching an employee’s compensation with their degree of performance improvement throughout the year. If they go above and beyond to ensure success for their department, they’ll receive a higher level of compensation.
Likewise, if an employee does only average work and does not meet their goals, they do not receive a raise. Leaders need to be tough and objective in these assessments of performance for this to work. Either the employee achieved or they didn’t. You can’t payout for average performance or effort without results to show for it, or the system falls apart.
Performance-based pay works best if there is an annual review process. During this review, you’ll assess the employee’s performance. How did they add value to the business this year? Did they increase sales or get more leads? Did they find a way to significantly reduce budget expenses? Did they take on a leadership role, or complete more projects than their peers?
When done successfully, performance-based pay can motivate employees by making them aware of the role they play in the success of the company as a whole. Rather than waiting for an annual raise, they can take their salaries into their own hands and maximize their compensation through working hard and bringing additional value to the business.
How Does Performance-related Pay Work?
The first step towards implementing performance-based pay is to create a minimum and maximum salary rate for each position, based on extensive market research. When hiring new employees, be very careful to match their starting salary with their actual experience and performance level.
Then, when it’s time for an employee performance evaluation, the CEO should decide the monetary amount the employee is eligible to receive. If it gets to the point where an employee is reaching the top value of what the job is worth, they will have to earn their increase by doing something beyond the norm.
Performance-based pay works better when it is paid out each quarter, or midyear and year-end. This helps employees stay on track and allows you to keep on top of what goals are being achieved throughout the year.
I highly recommend that employees on a performance-based plan be tied to the overall performance of the business. You can’t afford to pay bonuses if the business itself didn’t improve.
Ideally, CEOs should add departmental goals as well. A potential evaluation would include a percentage of payout for meeting the company profit goal, a percentage payout for meeting department goals, and a larger percentage payout for achieving individual goals.
For most businesses, I like 25% of the bonus target objective paid on the achievement of the company profit budget, 25% for exceeding the department goals, and 50% for crushing their individual goals. With that said, every situation is different. What you pay depends on your business structure and the kind of work your employees do.
Is performance-based pay a good idea for your business? If you’re looking to implement this strategy at your organization, a business coach can help. Fill out my contact form for a complimentary video coaching session to discuss how performance-based pay can work for you.
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