Articles

One of the most common questions organizations face when designing a bonus program is surprisingly simple: What should we reward?

For many organizations, bonus plans are a key part of their compensation strategy. These plans are intended to encourage higher performance, reward results, and help attract and retain talented employees. Yet many companies are surprised to discover employees aren’t particularly motivated by the very bonus plans designed to inspire them.

Many organizations spend months designing their incentive plans but only a few minutes deciding what the actual goals should be. This is one of the costliest mistakes a company can make. A well-designed sales goal creates focus, energy, and healthy competition. A poorly designed goal creates frustration, discouragement, and eventually disengagement.

Ask ten executives what their sales incentive plan is designed to accomplish and you’ll likely hear ten different answers. You’ll hear everything from “increase revenue” to “bring in new customers” or “sell higher-margin products.” These answers aren’t wrong. But many incentive plans attempt to reward all of them equally.

A company can have a strong compensation philosophy, competitive ranges, and a well-designed performance process yet still undermine its entire employee value proposition (EVP) because of one overlooked factor: manager behavior. Compensation isn’t only a system; it’s an experience. And managers shape that experience far more than HR or the executive team.

Internal equity issues rarely appear overnight. HR sees the early signs long before executives do: differences in starting salaries, inconsistent merit decisions, uneven title usage, manager-driven exceptions. These patterns create small gaps that widen over time. Eventually, employees begin to notice and everything erupts.

Most organizations treat performance management and compensation as separate processes. One focuses on goals and development; the other on raises and incentives. But the truth HR leaders live every day is this: compensation problems rarely originate in compensation. They originate in performance management. Misalignment in one system inevitably distorts the other.

For decades, location-based pay served as one of the most stable pillars of compensation design. Companies priced jobs by geography, using cost-of-labor differentials to calibrate salary structures. This worked well until hybrid work reshaped how, where, and why people work.

For decades, location-based pay served as one of the most stable pillars of compensation design. Companies priced jobs by geography, using cost-of-labor differentials to calibrate salary structures. This worked well until hybrid work reshaped how, where, and why people work.

Compensation governance is one of the least discussed yet most essential pillars of a healthy pay system. Boards have governance. Finance has governance as do cybersecurity, ethics, and compliance. But compensation? In most organizations, it is a patchwork of informal norms, manager discretion, and loosely enforced guidelines. HR leaders feel the consequences of this every day.