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Representative POMs are described for Rewards and Recognition at each level of maturity.

2Basic

• Practice

  Rewards and recognition for innovation introduced in some parts of the IT organization.

  Outcomes

  • Ways of recognizing innovation behaviour and results begin to be understood as examples from various groups are shared.
  • Leadership galvanizes understanding of the type of innovation desired by IT.
  • Employees start to contribute more of the type of innovation behaviour and output desired by the organization.

  Metrics

  • # innovation awards: use of employee recognition programmes with ‘innovation’ called out.
  • Innovation recognition in Announcements in department meetings.

• Practice

  Performance management starts to incorporate innovation as a criteria for key player identification in some parts of the IT organization.

  Outcome

  Formally tracking performance related to innovation in parts of the organization provides key measures that help organization leaders see the effect of rewarding positive results(e.g. accomplishing innovative deliverables) and showing consequences for negative behaviour or results.

  Metric

  % performance reviews where innovation used to provide performance messages.

3Intermediate

• Practice

  Rewards and recognition for innovation are consistent across the IT organization.

  Outcome

  A healthy competition between groups occurs as innovation recognition by group is compared.

  Metric

  # innovation awards: department-wide innovation award.

• Practices

  • Performance management uses innovation as a criteria for key player identification across the IT organization.
  • Promotion through technical leadership track, rotations, special assignments within organization.

  Outcomes

  • Performance management is a key activity to help employees see how they personally affect innovation goals.
  • Descriptors of the attributes of outstanding performers and of promotability are important to help employees set personal goals.

  Metrics

  • % performance reviews where innovation used to provide performance messages.
  • # of promotions based on innovative criterion.

4Advanced

• Practice

  Rewards and recognition for innovation are consistent across the enterprise.

  Outcomes

  • IT's contribution through innovation is included with peer organizations.
  • The contribution ‘calliper’ of IT innovations increases as visibility of recognition increased.

  Metric

  # innovation awards: enterprise-wide innovation award.

• Practices

  • Performance management incorporates innovation as a criteria for key player identification across the enterprise.
  • Promotion through technical leadership track, rotations, special assignments with other organizations in the enterprise.

  Outcome

  At this level the consistency of the IT organizations innovation related performance management is consistent with the full enterprise — helping to reinforce innovation goals.

  Metrics

  • % performance reviews where innovation used to provide performance messages.
  • #of promotions based on innovative criterion.
  • # of special assignments based on innovation performance.

5Optimized

• Practices

  • Rewards and recognition for innovation shared with external partners.
  • IT organization's innovation rewards and recognition acknowledged and appreciated beyond the enterprise.

  Outcome

  Reputation of IT and the enterprise is enhanced in the industry.

  Metrics

  • # innovation awards: industry level innovation impact awards.
  • # invitations to address Innovation consortia and conferences.

• Practice

  Special assignments with other organizations beyond the enterprise.

  Outcome

  At this level the consistency of the IT organizations innovation related performance management is consistent with the full enterprise — helping to reinforce innovation goals.

  Metrics

  • % promotions where Innovation was called out as a strength.
  • # of promotions based on innovative criterion.
  • # of special assignments based on innovation performance.