Como você lida com a insatisfação dos funcionários ou disputas sobre resultados salariais baseados em desempenho?

Report progress regularly in a transparent way. The outcomes of a pay-for-performance system should not be a surprise come payday. If designed correctly, the contributor should understand how they are performing in almost real-time, so they can adjust their approach to maximize outcomes which is the very reason why the system was created in the first place.

Documentation and acknowledgement: It may sound harsh but we humans tend to forget often. So ensure the expectations are documented and acknowledged. Further, it is a good idea to document the periodic feedback. Eventually, Manager will have enough data to justify the assessment and performance based pay.

Involving employees in the design of performance-based pay systems can be a valuable strategy for organizations seeking to improve performance, engagement, and fairness. However, it is important to be aware of the potential challenges and drawbacks and to carefully plan and execute the involvement process to ensure its success.

One thing I have found incredibly helpful in my career is receiving regular feedback. The reason is that as you start working on your objectives/priorities for the year, an early warning from your manager allows you to course correct, if necessary, without as much pain (or cost) as if that conversation only occurs once a year. Do not assume your employees understand all the intricacies that may surround one of their objectives, but always provide them a safe space so that they can validate if their understanding is correct and aligned to the original objective.

Feedback is both timely and specific, while also striking a balance between highlighting strengths and identifying areas for improvement. For example, when a project is completed, it's important to promptly acknowledge the team's effective collaboration as a strength and also pinpoint specific areas for efficiency improvement as areas for development. Objective and verifiable data should always be the basis for feedback, rather than subjective opinions. By encouraging employees to also seek feedback from their peers and stakeholders, a more holistic perspective can be gained. This 2-way communication not only fosters growth, but also helps employees recognize their achievements, identify any gaps,& and plan actionable steps for improvement.

Here are some additional tips for effectively involving employees in performance-based pay design: - Communicate the rationale and objectives clearly. - Use a variety of methods to gather employee input, such as surveys, focus groups, and workshops. - Ensure that all employee voices are heard and considered. - Be transparent about the decision-making process. - Provide regular updates and feedback. - Get buy-in from key stakeholders before implementing the new system.

For most companies, disputes over comp outcomes will be rare which makes it even more important to focus on one thing: consistency. Handling disputes as they come up in an ad hoc manner creates a huge risk of inequitable outcomes. Few employees will ever even consider disputing their compensation outcomes, so you don't want to arbitrarily reward those that do. If this happens, or ideally before it ever happens, have clear guidelines for why you would ever change a reward decision and make sure you apply them equally to everyone.

To address disputes over performance-based pay, we follow a clear process. First, we encourage open communication. Employees can discuss concerns with their manager, focusing on specific metrics or calculations. Managers review these concerns and can adjust evaluations if warranted based on evidence. If an agreement isn't reached, HR gets involved to mediate and ensure a fair review process is followed. For example, a salesperson contesting a low commission due to missed targets might provide data showing unexpected market shifts. Open communication, clear escalation channels, and a focus on evidence help us resolve disputes fairly and maintain trust in our performance-based pay system.

Gathering feedback is always helpful, but it's important to evaluate the outcomes of performance-based pay as objectively as possible. Feedback processes typically are biased toward the "louder" voices. Using quantitative techniques are preferred, identifying changes in outcomes/behaviors based on before/after plan implementation, or finding relationships in plan payment data and other talent outcomes.

During my career in leadership positions, I always found it best to have frequent conversations with my team members so that no surprises hit them at annual review times. Expectations were set, performance results were communicated, and if necessary improvement plans were initiated. Yes, the 360 reviews are also very important. I stressed knowing the upstream and downstream affectors/effectors, since how others do their jobs affects how one can do one’s own job; similarly, how one does their own jobs affects how others can do their jobs. Reaching out to tangential organizations to see how those inputs and outputs can optimize a process is critical.

The root cause of employee dissatisfaction and disputes over compensation and benefits is that employees are unsure of pay equity and the fairness of the process with which the salaries are determined. The key is to create awareness across the organization on how the overall compensation and benefits portfolio works, what are the key metrics, what is criteria based on which pay varies and how are rewards distributed. Employees will never be dissatisfied if they are sure of procedural justice even if the outcome is not as per their expectations.

There is a direct corelation between compensation philosophy & career framework when it comes to performance management. Key areas of focus: 1. Clarity on job levels, job descriptions, compentencies and skills. 2. Market compensation range and internal equity ratio. 3. Career ladder for each job 4. Goal Planning and alignment that ties with the individual and company performance. 5. Performance management process that aligns with goals and outcomes clearly for each individual contributor and the entire business pillar. 6. Culture of shared accountability when it comes to performance metrics tied to company performance. Besides the above, transparency in pay ranges for each job level enables the leaders to address these issues better.