Again, this was not necessarily about fairness – you could argue that the jobs that didn’t get into the core were not treated fairly – but those within the core definitely received a fair reward for their efforts. Everyone was subject to the same rules that then didn’t change for a number of years and people had an equal opportunity to earn money based on the efforts they put in. But with the introduction of the partnership program and the core, every field specialist that was part of the core knew his formula before the start of the season. Previously, the share of the bonus depended on one man, namely the field company director. One of the main differences between the partnership program and the bonus system was the meritocracy. One cannot put peer pressure from headquarters. Bertram commented: “The new system established group control peer pressure. Tractor drivers would hold agronomists accountable for bad decisions (‘You lost my money!’) and vice versa. People began to see money behind their decisions and actions. According to Bertram, after the introduction of the partnership program, the core team became more motivated and developed a true sense of ownership, which translated into increased responsibility and a rational use of resources. Average ROWC for the years 2010-2015 was 21% for the years 2015-2019 was 42% Farms whose employees invested more typically performed better.
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