Compensation

This feature only applies to episodes with transcripts, which is a small number at this time.

Edwin Jansen on how people adopt self-management at Fitzii
..." So at the time, it was myself and one other person who had managerial authority, so there's obviously hiring and firing and performance reviews and compensation-setting, budgeting, strategy... So we just identified a few things that we wanted to start with, then the things that we wanted to tackle next and re...more
...gs that we wanted to tackle next and reorient, and then the things that we would punt until some time in the future, and it was (as you can imagine), compensation that we punted for the future. And then we just started working through all of these practices and the redesign of these practices; we spent a lot o...more
...ming cultures and said, "What did they have in common?" And what they found was that amongst all of these various HR practices, whether it's having a compensation system performance management, that the biggest difference or the biggest driver of a high-performing culture, was how effectively that culture did w...more
...Lisa Gill: And you mentioned self set salaries there - what is the compensation model at Fitzii? And how did you develop that? Edwin Jansen: Yeah, well like I said earlier, we punted on it for a year or so. In retrospect, actuall...more
...meone asked me this the other day, as a parent company is considering which things to do when, I guess the common knowledge is, well, we shouldn't do compensation now. And I just found myself saying actually, it wasn't that hard, I wouldn't even say you need to punt on it because of all of the things we changed...more
...ticlimactic kind of experience where, "Okay, now, I know, that's not a big deal at all". And and then we started doing what we ended up calling the 'Compensation Advice Process' - so anyone who wants to address their compensation would announce. We have the option of doing it each quarter, and they essentially...more
... a big deal at all". And and then we started doing what we ended up calling the 'Compensation Advice Process' - so anyone who wants to address their compensation would announce. We have the option of doing it each quarter, and they essentially answer a number of questions around how they feel about their comp,...more
...out it, that can be very tough to take. So it's actually not a thing that people want to do and I think in the future, we need to figure out what our compensation principles are and guidelines so that we can make it a little bit easier on people. What it ends up being is you get all of these different, what I ...more
...rticular group has at least one person that is past that stage, then at least there's going to be that voice represented in the advice process around compensation or role. And that's what we've noticed. Like Laloux says: "The level of consciousness of the group can only go as high as the level of consciousness ...more

Gary Hamel on busting bureaucracy for good
...rganisation of 70,000 people, and they divided it into 4,000, micro-enterprises - little teams, every one of which has its own P&L. And a lot of your compensation depends on how you do - the profit of that little micro-enterprise. You have enormous freedom. They call it the three freedoms. I may not fully remem...more
...g the leader, and you have the freedom to decide on how you distribute rewards. So that's a lot of freedom. Having said that, more than half of their compensation is at risk. So if you do well as a little unit, you have enormous upside, but if you don't, you don't. And so, I think a lot of us, we kind of like t...more

Bill Fischer and Simone Cicero on Haier and the entrepreneurial organisation

...culture of having everybody at the same level, especially when everybody can engage with the knowledge. And when the knowledge and the ideas and the compensation becomes the most important thing, then everybody is at the same level, everybody can be smart — everybody can engage with smart ideas, everybody can ...more