The “team-sharing” system is based on the value created by a team to determine the corresponding bonus package, which is then distributed according to the contribution of the different members of the team。
So how do you design a team-sharing incentive? The core steps are summarized in three steps: targeting, bonus packages, and allocation factors。
(i) targeting
It is to determine which positions are included in the incentive team。
First, the relatively independent, small teams formed to divide the value chain into relatively separate stages according to the production process are the target of incentives for the team-sharing system。
The plethora of posts included in the “teams” inevitably results in the “sniffing bonus” of the “buffpots”; too few jobs are needed to complete the whole job independently, which in turn can affect the team's collaboration with other positions and affect efficiency。
Thus, posts that could be included in a “team” can be selected on the basis of two criteria。
The first criterion: to be able to be fully accountable for an outcome on an independent basis, free from external interference or minimal influence, the team must clearly determine the value of the outcome。
The second criterion is that the contribution of each member of the team should be clearly defined and that relative fairness and fairness should be ensured in the distribution of bonuses when there is more collaboration or support for team work。
For example, our company wants to reward the ministry of engineering for the development of new products, as follows:
Team leader: 1 (ministry of engineering manager)
Core member: 1 (research and development engineer)
Core members: 2 (structure engineer, electronic technician)
Associate member: 1 (procurement clerk)
(ii) award packages
“team-sharing” is a bonus incentive programme for a particular result, which can be a phased, landmark exercise, such as the improvement of a new product, office environment adaptation, etc., or a form of value creation, such as a new product listing, grouping, etc。
The bonus package is different in different ways of working
1. Milestone work
Definition: it is generally the stage work of the organization that is formed on an ad hoc basis or required to be performed by the existing team in order to achieve a more specific objective by a certain point in time。
Incentives: the objectives, cycles and criteria for reaching the objectives of the milestone project should be defined, the value of the project at the current stage should be assessed, and the degree of ease reached should be assessed, and an incentive package should be finalized。
Team delivery performance
Definition: the daily work of the team is to deliver a wide range of results and to be held accountable for the team's operational performance。
Incentives: for this type of work, the performance of the team is used as the basis for accounting for the bonus package。
These are the two more typical forms of job package identification。
(iii) fixed distribution factor
Since it was a team-sharing system, the fair and equitable distribution of bonuses was key to the successful implementation of the team-sharing incentive programme。
Based on two common forms of work, milestone and team performance delivery, the allocation factor can also be defined in two categories。
1. Milestone work: use of team leaders for distribution。
Milestone work can be done in a simple way, with team leaders assigned directly on the basis of the value of the contribution of team members。
Disadvantages: will this subjective way of evaluating distribution create contradictions, affect team members ' collaboration and influence the achievement of objectives? The answer is yes. There must be a risk
Advantages: on the other hand, it must be the project leader who knows the extent of the contribution of the project members, so his subjective assessment can also be considered objective as long as the team leader is impartial
In order to avoid the occurrence of shortcomings, enterprises should put in place mechanisms to guide and safeguard them, and team members should have corresponding performance appraisals, with bonuses allocated on the basis of performance appraisal results。
Team performance delivery: distributed according to established contribution factors。
For team performance delivery, results-based outputs have become regularized, and the roles, functions and contributions of each member within the team are clearly defined, allowing for different distribution ratios or coefficients based on the role and contribution of team members, and the allocation of bonuses through the distribution coefficient where results are achieved。
Distribution can be based on the coefficient of role representation。
The distribution bonus for each role is the sum of the individual role distribution factor/per allocation factor* corresponding to the number of persons multiplied by the total bonus package。
(the formula is the number of allotable bonuses = total bonus package x the individual role allocation factor/thorium (role allocation factor x the corresponding number of persons)
For example, a team of team leaders, core members, cadre members, support members, one, two, five and one, with a distribution factor of 2, 1. 2, 0. 8 and 0. 4, respectively. Assuming a total bonus of $100,000, the bonus available to team leaders is:
2 ÷ (2x1+1. 2x2+0. 8x5+0. 4x1) x $100,000, equal to 22727 yuan。
This distribution ensures that the bonus is fully distributed, and that the distribution process ensures that the overall ratio of bonus distribution among the different players does not vary with the number of people。
This approach also requires attention to the fact that, in team staffing, controls should be rationalized, since the increase or decrease in the number of people in either role will affect the distribution of bonuses for each member, so that the minimum possible number of people in team staffing should be used to achieve the goal, rather than “single each person” to make a real contribution. Min
Summary: the most important premise of the team sharing system is that the value and business results created by the team are clearly and rationally accounted for and that the results achieved are directly and linearly related to the performance of the team members, so that the value created can serve as the basis and basis for the group's incentives。
Performance appraisals for target teams nuclear
When the target, bonus package and allocation factor are set, the corresponding performance appraisal can be developed in conjunction with the target, as shown below:
1. The team targets are:
Team leader: 1 (ministry of engineering manager)
Core member: 1 (research and development engineer)
Core members: 2 (structure engineer, electronic technician)
Associate member: 1 (procurement clerk)
Working methods defined as team performance delivery
3 the distribution factor is determined as follows:
Then develop a performance appraisal that combines the work of the team, the way it works, the distribution factor. Nuclear
The job descriptions and performance appraisals of the team members are collated and communicated with the manager of the ministry of engineering, and what will be the work of the team members when they complete the new items? What are the key performance indicators and what are their weights? Corresponding bonus allocation factors for performance appraisals. The manager of the ministry of engineering will continue to communicate with the members, leading to the corresponding job descriptions and performance appraisal forms for the completion of the project. The second company will also develop a performance appraisal linked to the team's performance. Disbursement of bonuses based on performance appraisals。
For example:
The company and the team set the test: the company's objectives; the completion of three new items and the completion time: between 1 may and 30 october 2022, each new item completed and sold on the market was awarded an award of $100,000, with a total of $300,000 for the completion of three. Examination criteria: new items are listed for sale. No new products were developed beyond the prescribed time, and the bonus was zero, with a deduction for all personnel end-of-year awards。
So the company needs only this period to be tested for successful marketing. If the team develops a new product in june that needs to be tested and tested until the purchase material is produced and sold to the market in august, the team will receive a $100,000 bonus in august。
The team's internal members are evaluated:
Performance appraisals conducted by team leaders with results classified as excellent, good, qualified and unsatisfactory
Excellence: 100 per cent bonus, good grade: 95 per cent bonus, qualifying grade: 60 per cent bonus, unqualified grade: 0 bonus
Other members of the additional bonus will continue to be distributed by coefficient
Example: team leader: 1 person, core member: 1 person, cadre: 2 persons, support member: 1 person
The distribution factors are 2, 1. 2, 0. 8 and 0. 4, respectively, assuming that the total bonus for the completion of a new section is $100,000, the bonus available to team leaders is:
Number of distributed bonuses = total bonus package x personal role allocation factor/single (role allocation factor x corresponding number)
Team leader: 2 ÷ (2 x 1 + 1. 2 + 1 + 0. 8 + 2 + 0. 4 × 1) x $100,000, equal to $38,461。
Performance appraisals
Excellence: $38,461 for the prize
Good grade: award: 38461*95% = 36538
Qualification level: award: 38461*60% = 23077
Unqualified grade: zero bonus
The deductions are distributed according to the coefficients of allocation among persons whose grades of achievement are excellent。
If the performance rating is good, the deduction is: 38461-36538 = $1923. This $1923 is allocated to persons with excellent performance ratings according to the bonus package factor。
The distribution of bonuses among other members of the team is also calculated in the same manner as above。
All right, that's it for today. If you think it's going to help you, remember to pay attention. Thank you
