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The Top 10 Reasons Incentive Plans Fail . this is what many companies face when they incorrectly design and implement incentive compensation plans. June 3. Employees may become angry with the company because their own expectations for bonuses are not met. focusing solely on profits can be dangerous to a company’s viability. 2013 11:00 AM 7 inShare 0 Comments Get Risk Management In Your Inbox Subscribe The theory behind incentive compensation is money motivates employees to perform well. Unfortunately. Morale is hurt when employees work hard all year. Contractors that genuinely try to reward hard-working employees are frustrated when they realize they unintentionally created a negative company atmosphere. Getting Employees to Do the Right Things Consistently A successful incentive plan must focus on achieving company goals by driving the right behaviors in employees. Long-term success is the end result of doing the right things consistently. if the business aims to secure repeat business and work safely. safe work practices and profitability. many contractors spend a lot of money on employee incentives and receive little value in return. the bonus system should compensate employees for good customer service. customer service and satisfaction. Unfortunately. For instance. While it may seem counterproductive to focus on items besides profits. following best practices and inter-company teamwork) that lead to long-term company success. Bonuses based solely on project and/or company profitability do not drive important behaviors (such as safety. yet the profits of the company still lag because employees are working inefficiently.Competitive AdvantageMore Like This 10 Reasons Incentive Compensation Plans Fail By Tom Kort & Jason Baumgarten Published On: Monday.

g.. For example. The Strategy for the Company is Not Developed One of the biggest failures of incentive compensation programs is they often do not take into account all the key drivers that will make the company successful. simply tell employees that the company is achieving only 75 percent of its profit goal. the bonus should factor in the level of customer satisfaction.  Company objectives that must be achieved before the bonus is paid (e.The reasons incentives plans (additional compensation paid to personnel as a bonus for the successful achievement of specific individual and corporate objectives) fail are common among companies and include the following: 1.000. Best Practices Do Not Exist If the company lacks well-defined “best practices” in the field or does not drive financial performance through strategic or business planning. achieving some threshold of profitability and meeting safety-related goals). productivity processes. a portion of the bonus should be tied to an employee’s individual involvement in boards. 2. and personnel development. and the company’s business strategy will remain flawed. Poor Communication With Employees Poor communication about the plan demoralizes personnel. marketing efforts. If a company is budgeted to make $100. The bottom line is employees may work harder. financial goals. Management is responsible for communicating company performance throughout the year so employees’ expectations for bonuses align with reality. associations. incentive plans risk promoting behaviors that are contradictory to the stated strategy.  The objectives the individual must achieve personally in their position. and other community events.000 pretax profit this month but only makes $75. 3. The best incentive plans promote behaviors that are consistent with the company’s strategic plan. implementing an incentive plan alone will change little. If the company’s strategic goal is to be involved in the local community. high margin. They will continue to install work unproductively. Management must communicate the following directly to each participant in the plan. Examples of best practices that can significantly impact a construction business’ performance include: . Keeping employees informed about company performance does not mean they need to know how much the company is making. Most employees base their perspective on how the company is performing by how hard they personally are working.  The dollar amount of the bonus targeted for that employee with the understanding that it will be paid only if both the employee and company meet all their objectives. value-added work. Without purposeful linkage to the company’s strategy. if the company performs negotiated. but their hard work may not significantly impact profitability.

the company’s best chance of success comes when its people:  work safely.  post-job reviews.  short-interval planning. 5. a zero-injury workplace. 4. and  communicate well with others. and  negotiated work. The Company Has a Poor Employee Performance-Evaluation Process .  a bid-selection process.  satisfy customers.  produce quality work. it is the same as having no processes at all. The Plan is Ineffective at Driving the Right Behaviors If best practices are well defined but employees do not follow them consistently.  motivate subordinates. The ultimate goal is profitability and providing an adequate return on investment to shareholders.  an estimate-review process. Unless the company has a market niche or performs negotiated work that provides extraordinary profitability.  work efficiently by using best practices.  a change-order process.  pre-job planning.  daily crew planning.  people development.

 problem solving. Performance metrics for a foreman may include:  safety (as measured by audits and number of incidents). and  schedule performance (ability to meet the schedule). First.  customer satisfaction (as measured by customer surveys).  quality (as measured by rework and customer surveys). subjective) metrics:  timely financial statements (statements issued by the 10 th of the month). supervisors must write a short summary of a subordinate’s performance on subjective issues that often include:  job knowledge.  timely and accurate work-in-process reports.The employee evaluation process is a painful exercise in many companies.  total cost budget to actual costs incurred (ability to meet the job’s budget).  professionalism. These criteria are subjective and rather meaningless in driving the right behaviors in employees. The performance metrics for a controller may include the following objective (vs.  age of receivables equal to less than 40 days of sales (assures cash flow).  accurate financial statements. and  timely filing and payment of payroll and other tax returns.  labor budget to actual labor costs (ability to meet the labor budget). and  interaction with others. .  motivation.

but free cash flow. Profits are meaningless if a business cannot collect receivables and runs out of cash. Sometimes the best job a field manager can do for his company is to save it from losing a considerable amount of money due to earlier estimating errors or unforeseen problems. Under these plans. it is not always the most complete measurement. customer service. The metrics identified for each position should be meaningful. Free cash flow is the cash generated from business operations less the acquisition costs of new capital assets such as equipment. The worst case is the firm that must borrow money to pay bonuses. Plans that pay bonuses based on the success of individual projects but do not set up any consequences for project losses promote a “me first” mentality at the cost of other projects. 8. In a project-based incentive plan. Then the firm suffers. The Best People May Work on the Worst Jobs In a project-based “beat-the-budget” incentive plan. senior managers may go to extremes to promote their division at the expense of the whole company. this ends up affecting the compensation of the best people because they spend the majority of time on jobs with little or no chance to beat the estimate unless some allowance is made. company-wide performance can promote “me first” behavior. Consider cash flows. none or negative free cash flow. .The evaluation process should tie in with the incentive compensation plan. but may be very profitable because the cost of new fixed assets is allocated over several years on a financial statement. Field managers may fight over the best people and equipment. and developing subordinates are essential to the long-term profitability of the company and often are included as measures of success and performance. quality. However. 9. Performance is Measured by Profitability Alone The common measurement of success is net income reported on a financial statement. Other issues such as safety. then cash should be available. hoarding them without regard to any other projects in the company. The company’s success comes secondary to an individual’s own financial success. 6. 7. Evaluations are of little value unless they are simple to create and provide periodic feedback (at least quarterly) to the employee. Many bonus plans in other industries are not driven by profits. trucks and cars (regardless if they are financed or paid for with cash). The Plan Promotes Divisional vs. A company that consumes most of its cash flow by acquiring new equipment will have little. Costs are Miscoded and Resources are Hoarded There are many different tricks of the trade that field managers can use to make one project look good at the expense of another. the best people may suffer if they are placed on the toughest jobs. An exception is the bonus paid to foremen who save labor hours on a project. Labor hours are the main variable a foreman can control and are the best measurement of field productivity. Corporate Behavior Plans that primarily provide bonuses for division vs. If the company is truly profitable.

when an estimator leaves something out of the estimate. RELATED CREATE AN EFFECTIVE INCENTIVE COMPENSATION PLAN THE EFFECTIVENESS OF INCENTIVE COMPENSATION GEOGRAPHIC EXPANSION AS A MARKET STRATEGY . with some incentive compensation programs. The Incentive Plan Itself Causes Division There is always some tension between estimating and operations. issues about how to split bonuses arise because everyone will not agree on who really contributed to the project’s success. if field managers are moved on and off jobs.10. adding to the tension. Additionally. it affects the project team’s compensation. However.

alumni of the FMI consultant team.Tom Kort Tom Kort.  Outlook 2016: Doing More With Less  Bond Claims: Next-Step Hints for All Parties . organizational development. assisted with content development. Contact: LATEST ARTICLES  Safety and Surety Go Hand in Hand When Managing Risk  Executive Insights From Leaders in Insurance and Surety Bonding  Merchants Bonding Company Congratulates AJ Gallagher Risk Mgmt Services Inc.2011 or by e-mail at jbaumgarten@fminet. and the western consulting group manager. management consultants to the engineering and construction is a principal with FMI. He specializes in strategic planning. Contact: Jason Baumgarten Jason Baumgarten. He may be reached at 813. change management and productivity improvement consulting.

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bankers. FOLLOW US ON GOOGLE PLUS . and National Concrete Masonry Association. and American Council for Construction Education and was active in the Construction Owners Association of America. Her extensive construction and risk management background includes stints as executive director the American Subcontractors Association of Metro Washington and the Surety Information Office. educators. informational brochures. including an award-winning series for the Risk Management Association. directories. and has written books. Marla has educated contractors. legislators. public and private owners. insurers. and reports. subcontractors. She’s the author of more than 100 articles. She also worked for Associated General Contractors of America. and attorneys on contract surety bonding and construction issues.THE EDITOR Marla McIntyre For more than 25 years. National Conference of States on Building Codes & Standards. Association of Major City Building Officials. She served on the boards of the Construction Writers Association.

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