Reward schemes for employees and managers
A previous technical article, 'Reward schemes for employees and managers', discussed the nature of reward schemes and the factors which could affect their effectiveness and their impact on employees’ behaviour.
Objectives of reward schemes
As the previous article highlights, the key objectives of reward schemes include:
- supporting an organisation’s goals, by aligning employees’ goals with these
- ensuring an organisation is able to recruit and retain a sufficient number of employees with the right skills
- motivating employees
- aligning the risk preferences of managers and employees with those of the organisation
- complying with legal regulations
- being ethical
- being affordable and easy to administer.
Conversely, poorly designed reward schemes could create several risks for an organisation, including:
Strategic risk
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Arising from the misalignment of reward strategy to the organisation’s goals. This can lead to the inability to attract and retain the employees needed for success.
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Behavioural risk
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Arising from the misalignment of reward strategy to the required employee behaviours. This can lead to rewarding inappropriate or unproductive activity and behaviour.
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Financial risk
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Arising from inadequate reward cost management. This can lead to poor value for money from the reward scheme, and potentially lower profitability or even cause loss.
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Legal and ethical risk
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Arising from non-compliance with organisational and societal values and legal and regulatory requirements. This can lead to employee claims or regulatory actions, which can have financial and reputational effects on the organisation.
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(Based on: CIPD, 2012)
Assessing reward schemes in your APM exam
In your APM exam, you could be asked to assess an organisation’s existing reward scheme, or compare a proposed reward scheme against the existing one.
A key part of that assessment should be judging how well the reward scheme being described fulfils the objectives of effective reward schemes; in particular, the extent to which the scheme supports the organisation’s goals and helps to align employees’ goals with these.
Equally, an important part of your assessment could involve judging how well a scheme demonstrates the principles of effective standards and reward schemes, as identified in the Building Block model (see later example).
In this article, we will look at two illustrative examples of reward schemes, and we will discuss some of the key issues affecting the appropriateness of those schemes, illustrating the sorts of things you should consider if you are asked to make a similar assessment in your APM exam.
Worked example 1 – Insura
Insura is an insurance company which sells a range of insurance products (eg motor and home insurance) directly to customers. About a quarter of Insura’s sales are made through its website but the majority are made through its contact centre by contact centre agents, who are employees of the company.
The contact centre provides a point for all interactions between customers and the company, including customer service as well as sales. The quality of service provided by contact centre staff, and the amount of time customers have to wait to speak to an agent, are both seen as important factors influencing customer satisfaction. Customer satisfaction levels, in turn, influence a customer’s decision about whether to buy or renew an insurance policy.
Staff turnover rates in Insura’s contact centre have increased significantly in the last two years, with a number of staff saying that they are leaving because they have found better paid jobs with other companies. Insura views the high staff turnover rate as a major cause for concern because the loss of experienced contact centre staff could adversely affect the quality of service it provides customers; for example, because experienced staff could be more knowledgeable in advising customers on products, or in resolving queries, and can therefore do so more effectively than less experienced staff.
Two of the contact centre’s stated goals for the coming year are:
- to increase customer satisfaction, and
- to improve staff retention
To support this, a reward scheme has been proposed for the contact centre, with agents being eligible for a bonus of up to 20% of their salaries, based on their performance against two key targets:
- average call length, and
- customer satisfaction scores.
Customers are asked to complete a short survey at the end of a call giving a satisfaction rating. Insura’s IT systems collect the scores and assign them to the agent handling each call.
The average call length for the last year was 12 minutes. However, the target is for agents’ average call length to be below 10 minutes.
You have been asked to assess how effectively the proposed scheme meets the objectives of reward schemes, specifically how well it supports the contact centre’s goals.
Thinking about the key objectives of reward systems (which were mentioned at the start of this article) could provide a useful framework for your assessment; in particular, whether the proposed scheme supports the contact centre’s goals by aligning employees’ goals with these.
Supporting the call centre’s stated goals
Customer satisfaction
The first of the stated goals is: increasing customer satisfaction. Therefore, to be effective, the reward scheme needs to help improve customer satisfaction.
However, including a target to reduce the length of calls could encourage agents to rush calls, because they are rewarded for doing so. Rushing calls may lead to a decline in customer satisfaction because the agent may not have taken time to explain points clearly to customers, or to answer any questions the customer had.
The notion that ‘What gets measured gets done’ is one that you may have seen elsewhere in your APM studies, but it is relevant in this context too. If agents know they are being assessed on how long their calls are, they are likely to pay greater attention to this – to help ensure they are eligible for their bonus.
Equally, though, reducing the length of calls should enable agents to deal with more customers, and thereby reduce the amount of time a customer has to wait to speak to an agent. This may have a positive effect on the satisfaction as caller will not want to hold on for the next available agent for too long.
Therefore, introducing the reward scheme could potentially lead to two contradictory impacts in relation to the centre’s objective to improve customer satisfaction. However, the risk that it encourages of agents to rush calls should be seen as a significant risk of the proposed scheme.
Staff retention
The centre’s second stated goals is to improve staff retention, so to be effective, the reward scheme needs to help achieve this. (More generally, the impact that a reward scheme has on recruiting and retaining staff is also one of the key objectives of reward schemes, so is an important factor to think about when assessing potential schemes.)
Helping to recruit and retain employees
Although monetary rewards aren’t necessarily sufficient to attract employees to a job, or to retain in it, in this scenario the level of pay does appear to be an important factor in Insura’s problems in retaining agents. A number of agents have left the company because they have found better paid jobs with other companies.
As such, introducing the reward scheme could be seen as a direct response to the objective to improve staff retention. If staff receive their full bonus that would, in effect, increase their pay by 20%.
However, it is important to remember that although staff might be eligible for a bonus of up to 20% there is no guarantee they will get the full bonus. As is the case with any bonus scheme, it is discretionary. Therefore, the prospect of a (guaranteed) higher salary elsewhere might prove more attractive, and still encourage agents to leave for jobs in other companies.
Equally, although 20% might seem quite a generous bonus for operational staff, we don’t know the extent of the pay gap between Insura and the other firms which agents are moving to. If the gap is greater than 20%, the bonus wouldn’t affect the agent’s decision.
Nonetheless, we would expect that, overall, introducing this bonus scheme should help to reduce staff turnover, even if we cannot be sure of the extent.
Targets and rewards: target setting
Another important issue to consider when assessing reward schemes, is the way employees’ performance is assessed, and – consequently – employees’ eligibility for performance-related rewards, such as bonuses.
Here again, the previous technical article, 'Reward schemes for employees and managers', provides some useful context; in particular with reference to the Building Block model (Fitzgerald & Moon, (1996)) and the principles which that model identifies for designing effective standards (targets) and rewards.
Many reward schemes are based on employees achieving pre-determined targets, so when assessing the overall effectiveness of a reward scheme it will often be necessary to consider the targets set, as well as the characteristics of the reward scheme itself.
Principles of effective standards:
- Ownership
- Achievability
- Equity (Fairness)
Principles of effective rewards:
- Clarity
- Controllability
- Motivation