Unequal Pay for Unequal Work Pay-for-Performance, Part 2

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Make a commitment to increasing productivity

Individual performance is inextricably connected to the overall productivity of your business. To improve individual performance,explain to employees how their individual actions affect the whole facility. Exploit the power of pride by recognizing outstanding performances.

Explain to your staff that increased productivity is like creeping obesity: It does not result from dramatic changes, but, instead, from small changes practiced consistently. Just as an excess 20 calories a day becomes 2 pounds at the end of a year, so, too, can gains in productivity aggregate to huge increases at the end of the year. Your goal is to get employees to think about doing little things, and doing them better each day. If every employee gives one more tour a day, think of the number of new members you could have at the end of the year.

Eliminate unproductive practices

Now that you know what a productive staff looks like, you need to take no excuses when it comes to unproductive activities. Reinforce time-management skills, and connect it with increased productivity. Teach your employees to get into the habit of subjecting every considered task to a rigorous productivity analysis, asking before doing it, “Does this action contribute to doing my assigned job better?” In other words, “Does it make me more productive?” If the answer is “no,” then they know that the action is a waste of time. Consider having employees keep time logs for three days, recording how they spend the workday in 15-minute increments. For many people, this exercise is a real eye-opener.

Pay the outstanding performers

After you set clear, measurable objectives for each job description, pay employees who perform competently market wages. Outstanding performers, those who exceed the average standard, should be paid more, regardless of their seniority, age, experience or education.

That’s the beauty of the pay-for-performance system. Employees don’t have to be concerned with favoritism, nepotism or any other morale-destroying “ism.” It’s all about the work and how well it’s being done.

From the employer’s point of view, you should have no more frustration over recalcitrant employees who don’t “get the job done,” because you will have told them specifically what you want them to do, and you will reward them for doing it well. This system will help you get what you want for yourfacility and your members.