Get access to the exclusive HR Resources you need to succeed in 2018!
Training, policies and tools to help HR prevent and respond to harassment claims.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Ending the base pay increase 'entitlement' rewards goal achievement
Comprehensive variable reward programs emphasize incentive-reward payouts for meeting individual, team and organizationwide goals, and de-emphasize—or eliminate—raising salaries annually to reward performance. And variable pay programs are a growing trend, said John A. Rubino, president of Rubino Consulting Services in Pound Ridge, N.Y.
"Management is finding out that merit-based salary increase programs simply do not work," Rubino said during his concurrent session at the SHRM 2017 Annual Conference & Exposition.
Current salary increase budgets of 3 percent to 3.5 percent are "an amazingly small pot of money at managers' disposal to differentiate annual raises for top performance vs. average performers," Rubino said. The result is that salary-based rewards "aren't motivational; they're demotivating. Employees know that they're not being paid for performance, and their managers know it."
If salary increase programs aren't getting the job done, traditional annual bonus programs have their own drawbacks, Rubino explained. "Annual bonuses often devolve into beauty contests" to reward managers' favorite workers, "with no underpinning of specific performance measures to rationalize incentive payments."
Rubino advised that for a true variable rewards program to be successful:
Variable rewards based on clearly defined target goals at the individual, departmental and organizational level can change employees' mindsets from "this is what I need to do to please my boss so I can get a big raise or bonus" to "this is what I need to do to add value to the company," Rubino said.
For incentive metrics to work, "there must be a performance threshold beneath which no payments are made," he added. "That's why the program is called 'variable.' "
"Take performance out of base pay decisions entirely," he advocated. Changes in salary should be tied solely to market adjustments in the value of the position, with variable pay used to reward performance.
Sample Variable Payout Template
Target Opportunity (% of salary)
0 to 150% of Target
Corporate Goal Weighting
Department Goal Weighting
Team Goal Weighting
0 – 52.5%
0 – 37.5%
0 – 22.5%
0 – 15.0%
0 – 12.0%
Source: Rubino Consulting Services.
Variable rewards should be directly tied to performance-criteria achievement, with a direct line of sight between the target goal and the payout, typically calculated as a percentage of base pay.
Variable reward opportunities must be perceived as substantial enough to motivate performance. "A $5,000 lump sum to a secretary earning $30,000 is substantial. To the CEO, it's not," Rubino pointed out.
Timing of variable reward payments also should be as close as possible to the qualifying event.
Performance criteria in a successful program, he explained, are:
"Redesign reward elements, and introduce new ones that encourage job ownership and engagement and discourage entitlement," Rubino said.
[SHRM members-only toolkit Designing and Managing Incentive Compensation Programs]
A successful variable reward program should work toward self-funding, Rubino explained. It pays for itself by sharing a portion of company profits based on the achievement of success factors. "No success, no payouts," he noted.
Nonprofits and government entities can also use variable rewards, basing target goals, for instance, on achieved efficiencies.
Organizations should be relatively profitable when the program is initiated, and new plans should be designed to guard against windfall payments, he advised. Companies can do this by putting a cap on plan payouts in case, it turns out, target metrics were set too low.
If designed and administered properly, payouts to employees will yield "slices from an expanding financial pie," Rubino said.
Manager and Employee Buy-In
"Middle managers will make or break the variable reward program," Rubino noted. Also, the program must be communicated effectively to employees, emphasizing the opportunities.
"By definition, the program will appeal to top performers who will see a way to reap higher rewards," he pointed out. Average and subaverage employees might resent the loss of an annual raise entitlement and seek to leave. "That's not a bad outcome," Rubino noted.
Variable rewards also are "a good 'sell' to top job candidates, providing a compelling reason to join the company."
Employees and managers should be involved in the plan design, he advised, including identification of performance criteria.
"Even the most elegantly designed variable reward program will not achieve the desired results unless employees and managers understand and, ultimately, buy into the program," Rubino said. When communicating about the program, point out the visible benefits to the employees and to the organization.
Success also depends on regular formal and informal performance feedback so employees understand where they stand on achieving their goals.
Organizations may not want to shift from base pay merit increases to a variable pay rewards program all at once. "Start initially by putting more of the employees' annual pay increase at risk and slowing down the growth of base pay, then move forward with a comprehensive variable pay program that replaces merit-based salary raises," he recommended.
He recommended taking these steps:
"Start with the critical foundation of an effective performance management system and sound management training, and communicate, communicate, communicate," he advised.
No Forced Ranking
Rubino clarified that variable rewards programs are not the same as "forced ranking," a controversial process by which employees are graded against each other instead of judged against performance standards.
"I'm totally opposed to forced ranking," he said. Under that system, for instance, management has the view that "only 15 percent of my employees can be excellent, not 16 percent, because that would be too much excellence for us," Rubino quipped.
"Companies that have forced ranking have no confidence in their managers' ability and in their performance management system," he noted. "It's entirely the wrong message to give your employees."
Related SHRM Article:
Employers Try Better Ways to Measure and Reward Performance,
SHRM Online Compensation, August 2017
Was this article useful? SHRM offers thousands of tools, templates and other exclusive member benefits, including compliance updates, sample policies, HR expert advice, education discounts, a growing online member community and much more. Join/Renew Now and let SHRM help you work smarter.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Your session has expired. Please log in again before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Apply by March 23
SHRM’s HR Vendor Directory contains over 3,200 companies