Randall Bolten and Bob Berry
In our recurring series on the Deadly Sins of Incentive Compensation, so far we’ve focused on the sins of plan delivery – that is, the errors made when documenting, communicating, and administering comp plans. In this post, we return to the sins of plan design – errors resulting from flaws in the way we structure the plans in the first place. Here’s one of my “favorites”:
Deadly Sin #6 – Too many compensation elements...time to simplify and keep your sales people happy.
Well-meaning senior management often tries to motivate by tying compensation throughout the enterprise to the many and varied challenges the enterprise faces. These kitchen-sink comp plans are more likely to crop up in executive bonus and line manager MBO plans. But you sometimes see it in sales compensation plans as well, and especially sales manager plans. Additional comp elements for salespeople in particular might focus on profit margin, customer satisfaction, new-name business, forecast timeliness and accuracy, days sales outstanding, and many other cats-and-dogs considerations.
The approach sounds good in theory, but in practice there can be negative consequences, such as:
Are you creating a comp plan that adds value to the Enterprise & sales people are happy?