Sometimes you run across a posting or an article that makes you sit back in your chair and say, "whoa," (run best Keanu Reeves impression.)
That happened when I read this post on the Trust Matters blog (a blog from Trusted Advisors) by Charles Green. That post linked to another post on his blog here.
To quote from the first post:
The business world of today is heavily driven by two trends—fragmentation of processes, and globalization of scale. Break everything into tinier and tinier processes, and scale them globally. You get all the benefits listed above, but—what happens if no one has the big picture anymore?
You occasionally get myopic consultants and bankers—for a great example see this blog post from last year.
From the second post referenced:
Every time you break up a function and parcel it out to more people over less time, two things happen. Greater efficiencies—and less relationships.
Repeat infinitely, and you get people who think about business like tinker-toys—models to be constantly assembled and re-assembled.
That way of thinking fosters neither strategic or relationship thinking.
This made me go "whoa" because it dawned on me that the systems that support corporate employee rewards and recognition programs are getting more and more complicated - and getting more "enterprise" in their application. Many companies are installing software that allows many different departments, divisions, managers and supervisors to create and operate their own little program - all connected to a common fulfillment system. This allow the company to take advantage of scale in system and awards spend.
Unfortunately, while the software allows this to happen, the overall focus of the companies direction has a real possibility of getting split into infinite little pieces. What connects those pieces to overall corporate strategy? Software is dumb - meaning it doesn't know if the programs being created are good programs or if the program reinforces the overall company goals and objectives.
So, do you eschew tools that enable faster, more targeted incentives and recognition. No. But you do need to take additional steps to make sure your investment in the software drives the appropriate behaviors.
Incentive System Set Up TO DO List
Here's my list of "to dos" that should be part of any enterprise software roll out supporting incentives (and I would suggest ANY enterprise system that distributes work/input.)
- Before roll out communicate the goal of the initiative. Make sure it is very clear that this is designed to reduce effort and to consolidate information that can be used to drive better programs in the future.
- Communicate the organizational goals, objectives and direction. Connect these points to the system being installed. Show people how a good program looks - and how a bad program looks. Give them examples of what it means to succeed and fail.
- See Above - Lather-Rinse-Repeat - do it at least 10 times through meetings, emails, etc. You can't over-communicate
- Train those that will have responsibility for using the system. Make sure they understand and have learned how to use the software.
- Create a "user group" that provides input and updates as the software is rolled out. Solicit feedback continuously during the startup and launch.
- Sample programs on a regular basis from the system and highlight who's doing what right (and wrong.)
- Meet at least quarterly to review what has been done - determine if it is working - is it reinforcing the objectives? Is it supporting the overall company direction.
Taking these steps will help you ensure that the system you install supports the company objectives and goals. Skipping these steps will lead to a potpourri of programs, each with its own personality and direction - sometimes contrary to the direction of the company.
You've all heard of the saying - "death by a thousand cuts?"
This is a similar problem. Lack of direction by a thousand programs.
