Performance appraisal and coherent subsequent decisions concerning compensation
Category: Staff’s Motivation
Assessment and remuneration
| Effects of the environment : | The three levels of appraisal : | Consequences, in case of positive evaluation : |
|
Assignment |
Personal possibilities : what he (or she) is able to do (aptitudes and skills) |
Promotion (tasks of increased complexity or higher responsibilities) |
|
Working conditions |
||
|
Activity : what the employee does |
Progression (positive evolution of the salary of the employee, to take into consideration the efforts made) | |
|
Circumstances |
||
| Results : what has been produced or achieved during the period | Non-recurrent bonus, as counterpart of the performances, or of a significant improvement |
Which remuneration should be reviewed?
Comparison to the normal or the average:
| HIGHER | SAME | LOWER | |
|
Personal possibilities / Job description |
Not a matter of salary, but of career development |
No (unless a desire to change exists) |
Reassignment |
|
Activities / Requirements of the post |
Increase to adjust salary to match the level of ability to cope with duties |
Incentives |
Training |
|
Results / Previous objectives |
Proposal to grant a bonus |
Define ambitious (and realistic) objectives for progress |
Action plan to improve the situation |
« Differentiation between wages and motivation: the different types of salaries linked to performance ||| Historical pitfalls concerning career management within European banks »