Evaluation and Remuneration of Staff

Your wealth is where your friends areUncle Scrooge
And Justice For All
‘Ohh, not again’, George thought when he looked at the calendar. A memorandum glazed back at him, saying that the time for determining the monthly salaries and bonuses for the shop assistants of his custody had come.

George was already governor within a few months of one of the six shops of the Big Stone LTD – a company with a reputation and traditions in the sector.
‘How could they always be dissatisfied?’ George thought, ‘and always the same arguments and reasons: who sold what and why someone didn’t sale; who was careless; who didn’t touch the floor-cloth this month, who dealt only with the floor-cloth…’ These unwanted meetings were increasingly looking like the Yalta Conference in 1945: cool politeness, scintillating sparks, demonstration of power and unwillingness for compromise.

After the second month George felt that the squabbles were always around a big basic topic. Which is more important – that was the eternal question: this that someone has sold more than others, this that someone helped his friends or this that someone spent time for the shop maintenance and the articles arrangement, or, we’re citing:
‘I dare not to late every day, to double my breaks, to swell with importance and to leave uncompleted documentation, unlike the so called most successful tradesman. The rules apply to everyone, right?’

After the first collision George tried to collect some EVDs (Especially Valuable Directions) from the governors of the other shops. He received not that valuable D-s:
‘Well… bro, what could I tell you? I try to make it equal to everyone. It’s not like they are not pouting, but they grumble quietly, under their breath.’
‘Aaaah, right now I have clear criteria – there is this very cool chick, she is the best, if you understand what I’m saying. And the others keep mum, ‘cause it’s not that easy to find a job in our town, if you understand what I’m saying.’
‘Please, George, don’t waste my time! You’ll become acquainted over time or you’ll quit!’

George caught himself gazing at the calendar for already ten minutes, grab a pencil and thought:
‘Sooo, let’s say there are three basic things a seller should do: to sell, to take care for clients and to keep the shop and the goods up. Wow, wait! We have also internal rules to keep: working time, breaks, uniforms, badges… And, besides, there is some, say, solidarity and mutual aid…
Let’s say these will be the main criteria for sellers’ evaluation. I will put one more, additional.
Mmmmm… well, when someone tries harder… does things that do not come in his or her duties, gives suggestions… well, let’s call it initiative. I won’t sanction the lack of initiative, but will encourage its appearance. Now, let’s see how I will measure these criteria and which one is the most important… may be a coefficient for each one… some sub-criteria… oh, I guess it will work, but let’s see when will I manage to think it out.’

George’s working day was finished a long time ago, but who cared. Sank his teeth into a pencil, stared at the monitor, he felt he was getting closer to some truth, which, however, didn’t want to give up without a fight.
‘It’ll take a lot of time, there is no other way. But, when I have to discover hot water…’

System of Remuneration and Bonuses

One of the key systems of staff’s management in each company regulates wages and bonuses of employees and managers. The system’s proper functioning maintains a high level of satisfaction, reduces likelihood of conflicts and allows more detailed and accurate planning of the expenses related to salaries and bonuses. The system has a significant role in reducing fluctuation and improving staff motivation.

Required elements of an effective system of reward and motivation are clear and achievable goals for each of the positions in the company; specific criteria for measuring individual and team achievements, transparency and honesty in reporting results. The system of remuneration and bonuses and packages of social benefits offered are adapted to company’s specifics and potential and the interests and needs of employees.