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The more I look into the impact reward has on the work place and how that compares to football (in case you hadn’t notice from my previous blogs) I can’t believe how many similarities have come to light. The next issue which I wanted to cover was performance related pay in the work place and how the impact it has on the work force, but also how this compares to the footballing world.
It can be said that football players earn more than most. There barely seems to be a week that goes by without a new contract being signed, showing footballers to be earning hundreds of thousands of pounds each week, but what impact does that have on performance and how does a similar philosophy work in a business environment?
One of the leading arguments against why footballers earn such high basic salaries has been that if they aren’t performing why should they earn the amounts they do. Certain areas of the football supporting community have been asking for clubs to have more incentivised contract around appearances, goals, assist, saves, clean sheets, etc. To most people that would be a valid argument and would surely incentivise players to perform at a higher level consistently meaning greater results for the team, however would there be an argument that this could make individuals profit and impact a team environment.
Bonuses and performance related pay has been something reward professionals are always looking into as a way to improve the performance of sales employees, however the ways in which the various schemes are introduced and implemented vary depending on company and business sector.
It is commonly accepted that sales focused roles need to have an incentive for successful sales, deals or business development, however as in the footballing world does this make sales staff too selfish and competitive internally at the detriment to the overall company. I have heard of situations where colleagues on the sales floor have been trying to sell to the same client on back to back calls, obviously not leaving a good impression with the client.
So my questions would be, is there a point where rewarding sales and performance starts to negatively impact the business and cause friction between staff? I believe that balancing the need to reward positive sales behaviour and also incorporating strong team ethics is vital for any organisation, that is why the talent of reward professionals and the use of performance related pay is something that will constantly be evolving.
Blog written by: Dean Mottram, Reward Recruitment Consultant at Williams Kent Ltd
1st February 2018
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