Modern control systems, automation of business processes, technologization management - the whole arsenal of the science of management is aimed at improving the efficiency of the company. Companies are investing heavily in the development of management systems, aiming to build a perfect system. In carrying out projects of one of the most frequently asked questions: "How long does it take to implement the system (budget management, organizational change, process management, strategic management, etc.)?" And the timing of the introduction of concern on the part of the customer is quite clear: it is well known that the time - is money. Competition intensifies, companies receive the benefits that are able to make quick decisions, the most effective in the circumstances.
The answer to this question has to be divided into two parts: the development of the system takes several months, but the start-up ... it usually requires running at least a year, during which requires close attention to key managers and specialists to work designed mechanism. And this time it is very difficult to cut. What is the reason for this gap?
The fact that the organization of the system consists of two subsystems: a "hard" and "soft". Rigid system - a "mechanistic" part of the organization, which quite clearly responds to the impact, improving the rigid system is carried out by changing the composition of its elements and the relationships between them - the restructuring. That we can change it when the design changes in the control system, it can be changed in a matter of months. But it results in action "soft" system - a system whose control response can be predicted only with a certain probability. The basis of the "soft" system is composed of people, and the main mechanism for changing its behavior - education and persuasion.
Motivation - the basic mechanism controlling the behavior of "soft" subsystem, reinforcing the "correct" behavior and punish him for the "wrong" behavior in the organization. We will try to describe the minimum set of requirements for the system of motivation. The ideal system should take into account the motivation of the entire set of existing requirements for workers (as the most well-known models can be used Maslow's pyramid) -, respectively, in the composition of the compensation package (a set of values ??that an employee receives in exchange for labor organizations) should include both tangible (money, gifts etc.) and intangible stimuli (recognition status, etc.). Recently, more and more compensation package is formed on a "menu" when given within the employee can independently configure the structure of the compensation package. But the breadth and scope of needs does not guarantee the effectiveness of the system of motivation.
Still, some employers nourish the illusion that high wages and so-called social package - the basis of motivation, and there are great surprised that the motivation drops. Consider the structure of the system of motivation, considering that the compensation package consists of material and immaterial parts, covering the basic values ??of employees.
The incentive system should ideally consist of three levels: the first is responsible for the attraction and retention of employees, it is based on job responsibilities and relationships in the team, and it is expressed in the constant part of the compensation package. I especially want to emphasize that the constant part of the compensation package anybody to what does not motivate, it is a basis for ensuring a minimum level of protection of the worker, what Herzberg called "hygiene factors".
Encourage the organization needs two things: good behavior and achievement of results. These two levels are a tool and incentives. Typically, the organization promoted or "correct" behavior or achievement of results. The art of designing the system of motivation is to create a variable part of the compensation package that rewards "good behavior", and the bonus part that promotes the achievement of results.
Very often the search for a balance between the promotion and encouragement for the result of the "correct" behavior - not a trivial task. Which of the sales managers better: one that performs all the standards of the organization or one that breaks them, but seeks the maximum amount of sales? How will his initiative on the result of the company in the long term?
In the late 90s there was a tool that transformed the art of constructing a system of incentives to technology. This tool is the Balanced Scorecard (BSC) (Balanced Scorecard). First, the system requires a shift of attention from the "post-mortem" of financial to non-financial indicators in determining financial results. Second, each of the objectives in the map parameters described by the MSP and the resulting form the indicators that are almost ready for the assessment result and the "correct" behavior.
In a short article is unlikely to get a complete description of the technology of construction of the balanced scorecard, but will try to illustrate this with an example, took place in real life.
As an example, consider a mid-sized manufacturing company working in the field of FMCG. At the beginning of the development of the motivation variable part of the compensation package production staff (both managers and workers) was tied to the implementation of the plan in terms of sales. Evaluation of competitive advantage has shown that the goods purchased by consumers for whom the important functional characteristics of the consumer with stable quality. It is clear that the existing system of incentives in no way contributed to the competitiveness of the enterprise market. Quite the contrary - the pursuit of the shaft, resulting in poor quality, and the impact on sales of production could not - the products are manufactured to order. In the course of building a cause-and-effect relations in the map for the following indicators have been identified, in terms of performance of the application, the application performance of the range, providing a stable product quality. See Table 1.
Table 1. Examples of indicators
Goal
The resulting figure
Leading Indicators
Performance of the application in its entirety
Completion percentage by volume in the quarter - 100%
The average of the daily application - 100%
Performance of the application on the range
Performing range for the quarter - 100%
The average of the daily application - 100%
Providing consistent quality products
The number of shifts from ranking point below 9.9 points - 6 shifts
The average ranking point of product quality - 9.9 points
At the beginning of the implementation indicators were: performance of the application in terms of volume - 100%, the range - 84% (ie, increased by an amount of regrading), quality products - 9.1 points (a procedure was developed quality assessment score for the group of indicators ). Leading indicators are used to determine the amount of the monthly premium (up to 70% of the fixed parts), resulting - for the calculation of the quarterly bonus (up to 100% of the monthly fixed parts)
6 months after the introduction of the following results: The application was performed by volume at 100%, the range of the daily average bid was 98-99%, the weighted average ranking point of quality - 9.9 points, the resulting index quality was made in two months of the three bonus has not been credited.
According to information available to me in the third quarter for the first time was accrued bonus for performance indicators on the range. In my view, this is an example of successful use of the MSP approaches to building a system of incentives
Thus, for the construction of an effective incentive system, the following conditions are met:
Availability formal purposes, each of which shall be described using and forming the resulting indicator,
indicators should be assigned to departments and staff,
and forming a resultant indicators must be set up corresponding compensation package elements, the size of the variable should be such that the "wrong" behavior resulting in a significant decrease in values ??and bonus portion should cause the satisfaction of achieving the result.
Such a construction of the motivation system will significantly reduce the time of development and start-up of changes in the management system, and as can be seen from the above example, the period may be reduced to one or two quarters. Compared with the conventional one to three years - a significant time savings.
References
For preparation of this work were used materials from the site http://www.gaap.ru
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