Mckinsey激励机制2

A-0PeopleMotivationandPerformanceManagement–HowHighPerformingCompaniesDoitA-1BestpracticeDetailRightcombinationoffinancialandnon-financialincentivesFinancialincentivesclearlydifferentiatebetweenaverageandhighperformers,arelinkedtohowvalueiscreatedandthelevelofriskindividualsareexpectedtotakeNon-financialrewards(e.g.,opportunities,valuesandbeliefs)playasignificantroleinthetotalrewardsystemsClearlycommunicatedindividualstretchtargetsandgoalsTargetsareextremelyaggressiveandaredocumentedinindividualperformancecontractsAsameasureofstretch,managementoftencannottellinadvancehowtheywillmeettargetsNewtargetsareimmediatelysetoncegoalsareachievedorthesituationchanges–“alwaysanewmountaintoclimb”TargetsandgoalsaretightlylinkedwithcorporateperformanceRigorouspeopleevaluationanddevelopmentprocessesRigoroustalentreviewsforexecutivesandmanagersthroughoutthecompany,activelysupportedbyseniorleadership–“ifyoucareaboutit,yourcalendarreflectsit”Exposuretohigh-impactdevelopmentexperiences(e.g.,leadershipinturnaround)withlittleconsiderationforseniorityTransparentperformancefeedbackPerformanceistransparenttoinducecompetitionandpeerpressurewithintheorganizationRankingsaremadepublicandmarkedaccordingtoperformanceEffectiveconsequencemanagementTopmanagersidentifyunder-performersandtakevisibleactionstoshowwhathappenstoindividualswhodonotmeethighexpectationsLowperformersareeithertrained,movedtootherpositions,terminatedorself-selectoutthroughpeerpressureBESTPRACTICESMOTIVATIONANDPEOPLEPERFORMANCEMANAGEMENTA-2CompanyOpportunitiesValuesandbeliefsFinancialincentivesMicrosoftCorporation(57.7%)EmployeesareabletotakeearlyresponsibilityandhaveahighdegreeoffreedomwithinownareaRiskistolerated,hugemonetaryrewardsforsuccessful“entrepreneurs”Gatesvaluesandbeliefscanbefeltthroughouttheentireorganization;however,thereisalimitedefforttoproactivelycommunicatethosevaluesMicrosoftisahigh-performanceculturevs.aprocessculture,tolerateshighturnoverEmployeesreceivelargepartoftheircompensationbasedonindividualperformanceintheformofbonusesandstockoptionsBasesalaryis50%ofindustrynormOptionsaregiventoallemployeesexceptfortheCEOandExecutiveVP,whotogetherown27%ofMicrosoft’scommonstockGeneralElectric(26.8%)High-potentialemployeesareidentifiedearlyintheircareersandgivengrowthopportunities“Work-out”programthatconsistsofannual2-3dayBU“townhall”meetingswhereemployeesareexpectedtoproposetheirbestideasandsharethemwithmanagementManagersaredrivenbythedevelopmentopportunitiesSeniormanagementbelievesinroleofvaluesasaunifyingtoolGE’svaluesarerigorouslyinstilledinanyacquiredcompany(processusuallytakes2-3years)40-50%ofmanagementcompensationisvariableStockoptionsheldbytop22,000employeesPeoplearenotatGEbecauseofthemoney*1988-98Source:PerformanceEthicFingerprints,BloombergPrimarymotivationleverMOTIVATIONLEVERSOFHIGH-PERFORMINGCOMPANIESpercent,10-yearTRSA-3CompanyOpportunitiesValuesandbeliefsFinancialincentivesHewlett-Packard(23.15%)AlljobopeningsarepostedwithintheentireHPorganizationDecentralizedstructurewithover130BUsenablesbestpeopletobecomeprofitcentermanagersafteronly8-10yearsFormalacceleratedprogramforhigh-potentialmanagersFoundersdeveloped“theHPway”managementprinciples,corporateobjectivesandbusinessvaluesusedtorunthecompanyandgovernemployeesValuescreateastrongsenseofloyaltyandsatisfactionamongemployeesCompensationdoesnotplayaroleinattractingpeopleormotivatingtheirperformanceProfitsharingplanforallemployeesbasedontotalcompanyperformanceJohnson&Johnson(23.15%)Autonomy/trustandahightoleranceforriskandfailureisgiventoemployeesSubsidiarieshaveahighdegreeofautonomyHeavyinvestmentinR&DJ&Jadherestoandusesa308-wordCredocreatedbyfoundersin1935asafoundationforallJ&JbusinessTopmanagersuseCredoinsettingprioritiesandmakingdecisionsValuesarefrequentlycommunicatedandreinforcedusingtheCredoBasesalariesarehigherthanaverage,substantialraisesandstockoptionsforsuccessfulperformanceTopexecutivesreceivecashbonuseswhichtotal30-35%ofbasesalaryStockoptionscanreach2timesbasesalary*1988-98Source:PerformanceEthicFingerprints,BloombergPrimarymotivationleverMOTIVATIONLEVERSOFHOWHIGH-PERFORMINGCOMPANIES(CONTINUED)Percent,10-yearTRSA-4CompanyOpportunitiesValuesandbeliefsFinancialincentivesGillette(20.92%)Strong,high-potentialmanagersgetaseriesofvariedassignments,witheachsuccessiveappointmentinvolvinggreaterriskandresponsibilitiesEmployeesatalllevelsbeinggroomedforincreasinglyresponsiblesituationsSeniormanagerspromoterisk-takingGillettedoesnothaveadistinctivesetofvaluesandbeliefsDirectors,executivesandkeyemployeesparticipateinanESOP,incentivestockoption,stockaward,andstockpurchaseplansEmployeestookadvantageofGillette’sstockoptionandstockpurchaseplans,causinganincreaseinthenumberofoptionsissuedannuallyandanincreaseinstockpriceEmersonElectric(16.5%)SeniormanagersusedevelopmentopportunitiestodrivedevelopmentHighdegreeoffreedomtodivisionmanagers,whocanruntheirbusinesshowevertheywant,oncetheyhavegonethroughtheplanningprocessSetofsharedvaluesthatdrivesmanagementpr