When is a bonus not an incentive?

Teamwork, high performance, productivity… it’s all about motivation, right? And no matter how many fancy theories we dress it up in, motivation comes in two basic flavours: carrot and stick. Offering some kind of bonus, large or small, is one of the most common carrots and there’s an endless variety, from annual cash bonuses for specific achievements to bonuses that reward consistent attendance. But does a bonus scheme really always lead to the performance results you want? A few bonus thoughts Firstly, be aware of why you’re using the bonus in the first


The Logical Approach to Non-Performance

Not so long ago, this blog featured a post entitled, 10 Reasons for Non-Performance, looking at why employees sometimes don’t do something and what a good manager or supervisor can do about that. To continue the theme… this post looks at the manager’s decision-making process when faced with an under-performing employee – how exactly do you decide what the best course of action is? Choose your approach Naturally, there are many ways to analyse a situation

Can your managers manage… performance?

According the CIPD’s latest HR Outlook survey, employees tend to see their leaders as competent when it comes to technical, financial and operational matters but not so much in terms of people and performance management. In fact, 46% see performance management as one of the top five leadership behaviours needed over the next three years. So, that begs the question for all of us: do we need to be better at managing performance? Why bother with performance management?

10 reasons for non-performance – and what to do about it

Sometimes the art of performance management (and the true test for the manager) lies in dealing with an employee who isn’t performing i.e. they’re not doing their job. Now, that message could be delivered simply and without concern for feelings in what used to be called, for some reason, a ‘parental’ style of management (harsh parenting!) But the ‘art’ is in delivering a message that the receiver won’t want to hear in such a way that they not only hear, and understand it, but are motivated to act on it. Keep your calm The technique and process for giving