很多时候，我都问过来自不同公司的雇主这个问题：你们中有多少人认为您的公司具有良好的基于​​绩效的奖励系统？

在任何人都能做出回应之前，我提供了这些资格：一种基于绩效的奖励系统，定期为员工提供每周至每月的讨论，以提高改善领域，大量外部奖励（例如，薪水增加，奖金和奖励）和内在的奖励（例如，职业生涯（例如，职业生涯）开发和认可）高性能，仅对低性能的奖励最低。

几百个受众中的两到三个人最多可以证实他们的组织具有同等的系统。然后，其余的观众将想知道公司雇用了这样的幸运人员。两到三个听众的典型反应将是：“我是自雇人士。”

大多数奖励系统的问题在于，系统本身的设计源于关于激励员工的错误假设。今天，大多数公司奖励系统设计出昨天的世界，以及过去的雇主从工作中养成的雇员所希望的。

在帮助组织重新考虑和重新设计其奖励系统时，我发现要求雇主对这些关键问题说明他们的假设非常有用：

• 什么是动机？
• What is performance?
• What is objective measurement?
• 奖励是什么?
• How can an organization motivate high performance with extrinsic and intrinsic rewards?

作为回应，许多雇主从关于他们认为促使工人脱颖而出的过时的假设开始。他们认为所有员工本质上都是相同的，并且通过赚更多的钱而动机。因此，他们只是支付更多的劳动力。但是，一些员工是受到较高薪水以外的奖励的动机。高性能的员工通常会寻找固有的奖励，例如认可。

在与雇主的听众彻底讨论有关奖励系统的假设之后，他们的更新假设变为：

• Employees’ self-worth is based on both internal criteria (e.g., personal identity and self-confidence) and external criteria (e.g., college degrees, job titles and financial net worth).
• 员工的工作生活可以满足自我价值的外部标准，并且可以成为自我表达的重要论坛。
• 工人有不同的自我价值和对外在和内在奖励的需求。
• Organizations should practice open communication when distributing extrinsic rewards, (e.g., promotion), so employees can compare the value of everyone’s contributions.
• 大多数员工都希望为公司捐款，而不是向组织“租用”。
• 只要他们受到尊重，大多数工人对他们的期望从组织那里获得的收益是合理的，并有机会影响可能影响他们的关键决策。
• 员工喜欢受到赞赏。微笑和“谢谢”走了很长一段路。

Based on the audience’s change of heart on how human nature relates to employees’ work-related needs, we can define the characteristics of a practical, performance-based reward system:

1. 首先，组织必须共享统一的奖励政策，以衡量绩效并将基于绩效的奖励分配给员工。这鼓励了一个一致且透明的奖励系统，使员工可以注意到谁获得了基于绩效的奖励以及原因。此外，该政策应要求每个雇主的绩效评级包括评估他或她与雇员进行绩效审查状况的评价。
2. 其次，组织中的每个自治单元，例如全资子公司，都可以根据其个人公司的成功来设计基于绩效的奖励系统。可以分配内部和/或外部人力资源专家，以确保遵守该系统的所有技术准则和法律要求。
3. Third, despite the slight differences between reward systems across the organization’s subsidiaries, there should be an overarching similarity. The key performance indicators (KPI) that determine a worker’s overall productivity should capture the value of their short-term results and long-term contributions. Although there may be slight alterations based on separate units within the organization, there should be a distinct formula for measuring performance. An employee’s performance can be measured through organizational and team assessments across departments, or through quarterly performance reviews that measure a worker’s contributions in decision making.
4. Fourth, employees should be trained on the organization’s expectations for performance goals and should have access to relevant business information across functions (i.e., financial, marketing, manufacturing, human resources, and the like) supported by proper training on how to use this information in meaningful and responsible ways.
5. Lastly, an organization should offer a range of extrinsic and intrinsic rewards to satisfy their employees’ unique motivations. In most cases, a cafeteria-style benefit package is offered to employees so they can adjust their health insurance, life insurance, pension plans and other fringe benefits. The same practice should be used with performance-based rewards. As a part of a performance reward package, organizations can include educational and career development opportunities to high-performing workers.

奖励套餐还可以包括灵活的工作时间和家庭特权。其他示例包括基于技能的工资，以奖励那些获得更多专业知识并发展多风险劳动力的人，基于绩效甚至股票期权的现金奖金，以便员工可以投资自己的组织。

To encourage high performance amongst employees, cash bonuses can be distributed based on individual and team success. Annual bonuses can often be a convincing incentive in a performance-based reward system since they can easily range from zero to 100% of a worker’s salary. Spot bonuses, given for a short burst of effort or a special accomplishment, are excellent reinforcements as well.

当然，对员工绩效的最大动力是彼此提供生活中简单的乐趣：温暖，关怀，体贴，欣赏和友善。为了使雇主与奖励制度保持一致，组织应促进培训微调的人际交往能力performance reviews并以直接但同情心的方式指导会议。

If employees’ performance reviews are determined by the effectiveness of an employer’s counseling and training, it is amazing how far employers will strive to improve the organization’s performance. However, the reward system must be designed with clear expectations and key performance indicators (KPIs) that will satisfy not only the organization’s future needs, but each employee’s unique motivations.