According to the 2012 US Census, from 1978 to 2008 individuals who aged from 18 to 44 held an average number of 11 jobs. Compare that to the industrial age, when you were lucky to have a job. Quite the change.
So what happened?
I guess it was only a question of time before we found out that we are, in fact, an agile appraisal system. Saw the term used one a blog here. Continue reading
Our Summery: On-going reviews provide real-time insights into employee performance and set expectations for desired outcomes. The collective intelligence of the enterprise widens points of inputs and the positive peer recognitions are sources of inspiration for teams.
by Eric Mosley
Originally Published on 6/15/2012
Forty-five percent of human resources (HR) leaders don’t think annual performance reviews are an accurate appraisal for employees’ work. And 42 percent don’t think employees are rewarded fairly for their job performance. Continue reading
Rory Sutherland discusses the importance of perception making the point that it cannot be disconnected from economics. Some important takeaways:
FairShare is the most advanced form of deployment of the FairSetup model. Before discussing FairShare, let’s focus on why people work.
While money is the central component of any business, money is generally not the primary motivator. When do people work best? When they feel that they are treated fairly – when they feel that, if they put in a lot of effort, they are adequately rewarded for their impact. Until now, this sort of mindset was reserved for startups. FairSetup is a new type of compensation: one where a motivated company culture is achieved for by creating a system that fairly rewards all participants for their impact.
What makes people feel like their are being treated fairly? The ultimate form of fairness is a feeling of ownership.
What is ownership? It is 1) the ability to make decisions and 2) ownership of future profits. Most, especially late-stage commodity-type, employees are not interested in making strategic-level decisions. At the same time, they do want to profit from their impact on the company and are willing to take a risk to participate in the upside.
FairShare, the most advanced form of deployment of FairSetup, offers exactly that – if you are an employee who works hard and the company does well, you own some of that tasty future profit. The goal of FairShare is to give employees a sense of ownership so that they work hard and profit when the company does well and share in company’s plight when it doesn’t.
FairShare is an easy-to-understand transparent profit-sharing model. Hiring additional people to grow your team becomes easier – no need to dilute, dilution happens naturally as more people become members in the compensation pool.
What’s even better is that FairShare helps address the necessary transience of high quality employees. For example: let’s say that you need a high quality programmer when building a large system. After the system is built, their involvement is no longer necessary. Under FairShare, the programmer will want to build the system as quickly as possible and then move on to other interesting projects, because most compensation comes from success of the system, not the act of building it.
All in all, FairShare brings entrepreneurship into organizations of any size.
Yesterday we had the pleasure of doing a presentation at NECINA discussing Sales, Marketing and Company Culture. Please feel free to download the powerpoint presentation: Sales, Marketing, Culture PowerPoint
Our Summary: Lee Sheldon of the Indiana University introduced game dynamics into his class. The article doesn’t provide a lot of details on the outcomes, but suggests improved performance and applicability to business environments.