Pay-per-performance programs can either vastly improve or break a company and its culture. The difference is about thoughtful, well designed incentives. In a recent article published on Smart Customer Service, Kim Williams explains how shifting compensation from tenure to performance leveled the playing field and became a wildly successful model at SaviLinx.
The program was developed by considering the desired outcomes first and then designing incentives based on staff and client considerations to support the employee behaviors that will get you there. Williams talks about the methodology of developing the program, from sourcing ideas from client contracts and measuring agent actions to getting management buy-in and being transparent.