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“Why don’t I get recognized for my hard work?” – Discover the hidden formula for performance and rewards!

푸른하루
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Does your company hear the phrase "I don't know who did a better job"?
It's one of the most common complaints I hear in my HR consulting practice. It's performance review season, and employees are saying, "I worked so hard, but..." and managers are wondering, "How the hell am I supposed to evaluate anyone?" It's a frustrating cycle on both sides.
I remember one IT company in particular where there were two employees doing similar work on the same team, one working around the clock to fix bugs, the other leaving work on time and focusing on improving the user experience. Who should get a higher score on their year-end evaluation?
The old system didn't give us an answer - simply "hours worked" or "workload handled" didn't measure true performance.

Prompt.

복사
# Fair and motivating performance-reward alignment system
## Dimension 1: Multi-faceted performance measures
- Quantitative outcomes: [clearly measurable numbers and goals achieved].
- Qualitative contributions: [quality of teamwork, innovation, and problem solving]
- Future impact: [Contribution to the organization over the long term]
## Dimension 2: Personalized reward design.
* Monetary compensation: [salary, bonus, stock options, etc.]
* Non-monetary rewards: [growth opportunities, recognition, increased autonomy]
* Personalized rewards: [what each person values most]
## Dimension 3: Ensure transparency and fairness
- Upfront disclosure of evaluation criteria: [what and how you evaluate]
- Build feedback loops: [how you show improvement and growth].
- Continuous adjustment mechanisms: [evolution and improvement of the system].
Please build a performance-reward linkage that fits our current [organizational characteristics and work environment] and design a fair evaluation system that everyone can relate to.
When we applied this framework to the IT company, we saw a remarkable transformation. We started by redefining performance: we decided to evaluate the overall contribution to the team's overall goals, rather than just individual task completion rates.
An employee who focused on fixing bugs was recognized for "contributing to system stability" and an employee who focused on improving the user experience was recognized for "contributing to customer satisfaction." The point is, both were integral to the team's success.
We also revamped our reward system: instead of a one-size-fits-all monetary reward, we rewarded individual preferences: one employee was given the opportunity to attend an international conference, while the other was rewarded with a new project leadership opportunity.
The result after six months? Employee satisfaction increased by 35%, turnover was cut in half, and most importantly, there was a trust throughout the organization that "we're really being evaluated fairly."
Most impressively, one team leader said, "I don't dread my appraisal anymore, it's become a valuable time to see my team members grow."
The link between performance and reward isn't just a formula; it's a bridge between people's hearts and the values of the organization.
What message is your organization's performance and reward system sending to your people right now? Why don't we take a look at it together?
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