When promoted to the next level, they continue to perform at their exemplary level. For example, consider an employee who is “A” rated at their current job level. When the rewards given to “A” players are significant, accepting a promotion has added risk. When broad-based stock compensation is the norm, avoiding perverse incentives can be difficult. However, if such rewards become a meaningful portion of “A” player's overall compensation, it can lead to perverse incentives, especially if the rewards of being an “A” player are predictable and recurring, such as a normal part of the annual review process. Welch advises firing "C" players, while encouraging "A" players with rewards such as promotions, bonuses, and stock options. Procrastination is a common trait of "C" players, as well as failure to deliver on promises. They are likely to "enervate" rather than "energize", according to Serge Hovnanian's model. On the other hand, the "C" players are nonproducers. The vital "B" players may not be visionary or the most driven, but are "vital" because they make up the majority of the group.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |