Just had lunch with Brad Miller, Chairman of Perimeter Internetworking http://www.perimeterusa.com/ and discussed the dilemma of what to do with "B" players who one inherits through acquisition or the job outgrows them.
One challenge is the expectation of an annual increase when one does not increase their output; thus effectively reducing company margin.
But we do need steady people who are OK in the role they play and do not expect significant changes; the example offered by Brad is the accounts payable clerk.
I always give people the benefit of the doubt that in the right job they can be challenged to give more, increase their value through change in role, skill development and inspiring leadership. Is this easy? NO.
But I can not agree to just accept "B" players as they are. We just need to work harder at learning how to better fit people and engage them to become "A" players as a minimal expectation for employment.
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2 comments:
Alan,
Define whjat you mean as a "B" player.
1. Consistently fails to meet standards
2. Meets standards but does not exceed them each year.
Give me a sales rep who always meets 100% of quota, but never exceeds it. Give the rep a raise under most conditions.
Joe,
Good question!
In the context of my conversation with Brad the reference is to managers and others who don't add increasing measurable value year-to-year.
What we did not talk about is individual pay for performance models that are based on what one is expected to deliver, produce, add value around. This assuming that compensation is a motivator and not just a maintainer!
As to your reference to sales reps and their quota, the "best" companies are requiring more than just sales volume but such things as customer retention, customer satisfaction, growth in tarket verticals, etc.
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