Rewards and Incentives
Deploy and oversee a system of remuneration that is appropriate to the policies of the organization and the achievement of the IT strategic plan.
Improvement Planning
Practices-Outcomes-Metrics (POM)
Representative POMs are described for Rewards and Incentives at each level of maturity.
- 3Intermediate
- Practice
- Map decisions on extrinsic rewards (e.g. a raise in salary, a bonus for reaching some quota, or paid time off) to strategic objectives.
- Outcome
- This enables better alignment between efforts expended and achievement of strategic objectives.
- Metrics
- Extent to which strategic objectives are achieved.
- % of staff for whom this linking exercise is performed.
- 4Advanced
- Practice
- Develop a programme of intrinsic rewards (e.g. supporting personal achievement, professional growth, sense of satisfaction, and accomplishment) for use throughout the organization.
- Outcome
- This results in an improvement in the level of trust in IT leadership and a sense of equity among staff.
- Metrics
- Extent to which strategic objectives are achieved.
- Morale of key staff (i.e. as measured via standard qualitative measurement tools).
- # of disputes regarding rewards and incentives that are escalated to management's attention.
- 5Optimized
- Practice
- Periodically (annually) perform a holistic review of the rewards and incentives strategy based on ongoing research, lessons learned, and feedback from the jobs market.
- Outcome
- This enables better alignment of rewards and incentives with the IT and organizational strategic objectives.
- Metrics
- Extent to which strategic objectives are achieved.
- Morale of key staff (i.e. as measured via standard qualitative measurement tools).
- Frequency of rewards and incentives strategy reviews.