Remuneration Incentives – Simple but Ineffective
by
DC Strategy
Groups such as Flight Centre and Michael Hill Jeweller are stand out examples of groups that have underpinned their performance with practical and motivating remuneration incentive structures that are aligned to the performance of the business.
However many rudimentary incentive arrangements are failing to deliver the intended outcomes for both employees and the business. Why? Primarily there are two consistent issues: (1) the lack of identification and alignment with the real drivers of the business performance (2) the size of the incentive proportional to the fixed component of remuneration is insignificant.
The opportunity created by incentives is simple. The objective should be to grow the total size of the pie available and share it according to who created the outcomes, rather than carving up the same size pie in different proportions. The process of committing to a remuneration structure that delivers this outcome requires a solid foundation of understanding, analysis and identification of the business drivers.
The design of a remuneration system needs to reflect the future direction of the business as much as current performance. Anecdotally, the skin in the game in a franchise structure will typically yield revenue increases of 15%-20% in a business unit.
This gives some indication of the remuneration incentive opportunity that is dormant in many businesses at a time where increasing fixed costs continue to place pressure on profitability. How much would you pay for an extra 10% revenue?
27.08.2008
FCA Member
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