To recapitulate, HCM is mainly about the alignment of work with the goals of the company and the strategies, which can be realized close (inter alia) of the effective techniques of acquisition and the conservation of the employees, the incentive and the management of the services, the monitoring of the execution, current management, and the formation. The most progressive companies had of this fact used good-of-multiply technologies of hour and HCM (although those can belong to a broader package of application software packed of the company) to attract, engage, train, motivate, and order their people. The applications of the software obtain more and more sophisticated to help of the companies with these tasks, and while these solutions continue better to evolve/move/movement and to communicate between them, the companies of the user will more have access without seam to the methods and the data to order their employees in all the life cycle of the employees.
Some could plead that HCM turns around better a management of the output and allowance of the employee, since the maximum of the execution and by ensuring the responsibility become two principal goals in one era of deceleration of the economic activity. On the one hand, whereas the rebounds of economy and the wars of the talent intensify, the companies must also traditionally increase evasive technologies of .wages for the execution. who automate successfully and the planning of the compensation of the bond with companies and execution of the employees. Thus, there is a true need for integration much tighter between the management of the output and the compensation, independently of the economic circle, so that exemplary employees can more often be rewarded (and the special one of feeling really to the company). It is in opposition to obsolete annual base, cover-regulated, the general who produces the mediocrity typically.
The management systems of the output often present in or include incentives or management systems of the services in order to distribute just rises in wages deserve-based. Before deploying such a system, the directors usually examination of the employees annually around their date of the hiring, often with the result with whom well-deserve the employees would not obtain with the increase that they deserved simply because the swimming pool of the money available had been already spent before they received their reviews.
Astonishing or not, the compensation represents more than 60 percent of total expenditure of company, however the majority of the 2000 total companies always correctly do not reward their workmen for the high-execution. Indeed, unless personnel of sale, of reward and of execution of employees of motivation by compensation variable remains mainly practice devoted (as if the employees can take a certain time with distance like rewards), in particular in the troop of private sector. However a well-deployed incentive and a system of the management of the output should make sure that the activity and the behavior of the employees of the company are focused. It should also increase the potential of the productivity of the employees and the company, provide more advantageous operations, and increase the probability of a greater value of shareholder.
In other words, when one rewards a person for work for good, that should justify a better work. Reciprocally, when each one is on certain a level of the wages, independently of so of work are concluded badly or exceptionally, such an environment can prove to be a discouragement for the execution-witness by anecdotic proverb by the nonchalents of workmen of old communist countries: . Nobody can pay me as little as I can carry out. . in much of the case, an employee has 'execution discrete of S is ordered only when the company must put fire to people and note their behavior (like the warning necessary), and none of that refers to the alignment of people with the goals of the company, giving them particular lessons about making things well, or to reward them for that.
In other words, by applying an execution of the employees and a process holistic of the management of the services by the company, the strategy of the company can be aligned with the various goals and the goals (and be correctly communicated), by which the true execution against these goals has ramifications on different the compensation and the rewards. This should carry out the behavior and the attitude towards carrying out the strategy of the company, with the satisfaction of the employees and consequently improved fidelity.
For these reasons, much of companies gave up the obsolete practice to put something of the additional expenditure in the envelope of the wages (or to offer even a material mark of appreciation, such as a bottle of wine, if not the 13th ordering of the .allowance.) for its employees at the period of the end of the year of the holidays. Instead of that, the companies try more and more to attach the wages to the measurable execution. Many studies indicated that the number of companies with at least a certain type of plan was connected to the execution of the compensation developed of 47 percent in 1990 with more than 80 percent in the 2000s early. The compensation of the execution, or the pay-for-execution, was a key component a long time to pay the personnel of the sale, but its shift with other sectors of the work place occurred because of the nature more and more of competition of the companies.
More complete systems of the management of the output nowadays include a stronger bond with the increasing goals and goals of the companies, as well as a tighter connection with the rewards, including the wages with the merit; variable incentives in the short run (like rewards of allowance or commission); and longer-term incentives such as the current concessions. The suppliers of the software of a certain HCM offer the software of the planning of the succession which builds on systems of execution and the formation with more identify the probable candidates for the top of work the food chain. Always, the goal is to make to people a competitive advantage, and to ensure the programs which pay people of execution and of reward to achieve the goals which advance the company. These possibilities should help of the users not only to rent more high-quality of the employee, but to also improve the way in which the employee 'execution of S and establish a stronger bond between the execution and the compensation. The companies want to be able to raise the bar for high interpreters, while placing of low interpreters on an improvement of execution consider.
According to the recent research of the management of the report/ratio/report/ratio of the customer of Accenture (CRM), the motivation and people rewarding, a higher service to the customers, a customer of the information of rotation in perspicacity, the attraction and conservation of the people, and the qualifications of the construction of the sale and the service highest have the potential impact of the dollar on the before-tax of benefit $1 billion the units the company (USD). This impact is measured in million dollar-for the example, with $13 million (of USD) coming from the people correctly from the motivation and enriching, and higher service to the customers. These activities carrying out also the assistance these units to move to be average with the high output those.
The incentives of the sales always carry out the way
The remainder of this article will concentrate on the ordered systems of the rewards which were a long time practised (and which was applied the first time) in the sector of the sales and the service by commissions, the participation in the profits, allowances deserve-based, and other incentives. There is no question which any personnel of astute sale is carried out by the plans in an encouraging way, by which more one salesman is sold, plus the rewards are large (in agreement with the balance of .to of concept a carrot before the mule.).
However, the sales and the people of the service of the field are certainly a crowd the astute one to order and to justify them can be valid and instrumental with the success of the company (after all, while bringing the product of the company to the market, they bring to .the the bread. daily newspaper and maintain the share higher of the line [turned over] and the market) of the company, but they can also bring the company to the bottom in the so unhappy and disillusioned multiple ways.
While being strongly mobile and communicative, much of salesmen are not particularly faithful to any mark of the product (at least as much as for higher incomes), which completely does many .incestueuses industries - an good example being the sectors software and hardware. Above the end several years, these sectors saw many sales of people to commutate employers among some wild competitors. Incentives and the compensation the strike poor not only one company 'a result of top of S and, but they also affect the conservation of the workman, in particular with a personnel of sale occupied by the revolving-door. In much of interviews of exit, the salesmen will often quote a lack of a decent system of the compensation of the sales, implying that employing the annoying evaluations and the snail mail to inform the personnel of the sale and of the executives how they make is not the best way.
The people of the sales (as well as the indirect channel of the brokers, the distributors, the retailers, the retailers, etc) are completely naturally vigilant about detecting their commissions awaited, since appearing apart from what they are average due of each month the difference between considering holidays, buying a luxury car, or to pay the invoices simply. What functions at the commission can be one month of rich person or broke the next one, and capacity to calculate personal goals and potential benefit strongly justifies, in particular against the context not to have the income (significant) of a.
On the one hand, the company must make sure that employees of the sales without justification are not overpaid, as some studies indicate that the companies overpay until several percent of total compensation (for example, the search for Gartner and Forrester estimate that, on average, of the organizations surcompensent their professionals of the sales between 3 and 10 percent annually). It is a piece of notable of change, given the indications that more trillion of the US dollars are spent in the whole world annually in sales and variable levels of compensation.
One should not also forget that people of some sales could even envisage to inflate their complaints, in particular in the case of complex and frequent fusions with a consequent lack of order between the disparate systems. Even before the well-known scandal and the bankruptcy of accountancy in 2002, the Worldcom old man supposedly had faced another kind of fraud of accountancy, since less than $4 million (of USD) in the FALSE commissions in sales were empoch. by more than the employees twisted per dozen.
Usual manual execution of so ineffective can and the compensation systems one or the other which it can be necessary for three months or more after the deadline with the sales of the reward and the professionals of the service and the channel, which can lead to the expensive problem of the excessive payment. For example, a company of the satellite communications with a great distribution network often took too much with wages of long time with its distributors the compensation of the sales due to them. Consequently, the company would regularly receive many double offers for the credit of the compensation, and would not lose the relationship with this channel, the company preferred to rather make an error on the side of the excessive payment that underpaying.
But, just as problematic is the under-payment, since if the sales and the professionals of the service clearly do not include/include/understand their structure of the rewards (and consequently, calculate inaccurately their rewards considered), they unpleasant will be astonished to receive less than they had considered. This creates the destruction, dissatisfaction, and disloyalty, and is an important prevention for the productivity, because this takes time to be in the field and of the test to the companies of product.
The exacerbation of the problem is that errors in company 'favour of S are almost always detected by the employees, but of the errors in favour of the employee must be detected by the employer, who is a long effort. The errors are distributed with a line of work, expensive-with-maintain, (or even handbook) the systems adapted to the requirements of customer of the commission which, according to the group of Aberdeen, the companies roughly $1.500 of the cost (of USD) one year to detect and bring back the compensation for a simple person of the sales. If one multiplies this by the number of personnel and channels compensation-based at a bank or an insurance company (read several tens of thousands), one should then obtain an image of the useless administrative costs important to add to go over there from the true budget on commissions.
In any case, this atmosphere of the complex formulas of calculation and the impatient employees leads to the well-known practice of the so-called accountancy of .the of the shade, it. or from the people of the sales in private (because of the widespread culture of mistrust) keeping the trace and calculating their incomes to ensure itself obtain them paid, and often disputing and disputing with the departments of the accountancy and the book of the wages when they feel shortchanged.
In addition to the conflict and dissension, those dispute payments result only in distraction from a more productive work for all the departments. All the scenario is too subsistence of the people of the familiar-sales requiring from where the numbers on their orders come, of finances has difficulties with contests of the advance of the sales, and management still does not know what the changes of the impact of the plans in an encouraging way have on goals of company. It would be thus completely useful if the companies could send the frequent and precise updates to the employees via the Web or of the email, discouraging the accountancy of the shade and a prolonged reconciliation of the accountancy of the shade with the civil servant accountancy-that always, can divert the time of the customers and the prospects for meeting, and can also lead to squabbling between the sales and accountancies.
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