Dear Seniors,
I need a variable pay policy for marketing department.Along with that need an appraisal form based on technical competencies for marketing department.It should consists of the desired and actuals...its really very urgent.Looking for support from seniors....
Regards
Shreyashee
From India, Calcutta
I need a variable pay policy for marketing department.Along with that need an appraisal form based on technical competencies for marketing department.It should consists of the desired and actuals...its really very urgent.Looking for support from seniors....
Regards
Shreyashee
From India, Calcutta
Dear all,
I have couple of questions regarding the Variable Pay (Performance Bonus).
1. What are all the parameters based on which, the organizations calculate Variable Pay (Performance Bonus)?
2. When do the organizations give the Variable Pay (Performance Bonus) i.e Monthly or Quarterly?
Kindly, provide me your valuable suggestions on the same
Awaiting for your quick response
From India, Calcutta
I have couple of questions regarding the Variable Pay (Performance Bonus).
1. What are all the parameters based on which, the organizations calculate Variable Pay (Performance Bonus)?
2. When do the organizations give the Variable Pay (Performance Bonus) i.e Monthly or Quarterly?
Kindly, provide me your valuable suggestions on the same
Awaiting for your quick response
From India, Calcutta
tying compensation to performance varies in different situations.
eg
situation 1: there was a sales person with 10 yr exp.. he was not willing to undertake training of juniors or lead a team or get fresh business.
here the KPIs need to take care of organisation need for having a capable leader at top. either they hv to hire someone from outside or capacity building of an internal one.
other KPIs for this person could be if the org spends 10 million on a product/ service category last year and gave us business worth 0.1 million only. which are unserved segmenbts and how to improve this share.
for a greenhorn, we can follow KPIs like number of sales call/ proposals/ visits made..
however if the same greenhorn lacks integrity n makes dummy visits..
a good indicator would be number of visits/ calls per closed sale..
another eg is sales people brag a lot.
if you ask the entire team to list "top 10 opportunities" for the next 3 months, they will pull each other down and the last list would be shorn of bragging
From India, Delhi
41eg
situation 1: there was a sales person with 10 yr exp.. he was not willing to undertake training of juniors or lead a team or get fresh business.
here the KPIs need to take care of organisation need for having a capable leader at top. either they hv to hire someone from outside or capacity building of an internal one.
other KPIs for this person could be if the org spends 10 million on a product/ service category last year and gave us business worth 0.1 million only. which are unserved segmenbts and how to improve this share.
for a greenhorn, we can follow KPIs like number of sales call/ proposals/ visits made..
however if the same greenhorn lacks integrity n makes dummy visits..
a good indicator would be number of visits/ calls per closed sale..
another eg is sales people brag a lot.
if you ask the entire team to list "top 10 opportunities" for the next 3 months, they will pull each other down and the last list would be shorn of bragging
From India, Delhi
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VARIABLE PAY.doc
More Fixed-To-Variab le Pay HR Trend in Corporate World.pdf