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Rewards and Incentives

A3

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.