The Contribution Management Process is a continuous cycle of setting goals, providing feedback, and evaluating progress to enhance employee contributions to business results and align individual efforts with business priorities.
Primary Implication
Every employee in your employ either contributes more than they are paid or they don’t! Those who don’t care to pay their employees more in wages than they contribute to the business use an employee contributions over a performance management process to ensure work contributions exceed pay.
Paying employees more money than they contribute only works during the new hire period while they develop mastery over their job responsibilities. Failure to hold an employee accountable for their actions and connect how an employee’s actions contribute to results or fall short is also a management failure.
Overview
The BusinessCPR™ Contributions Management Process is used to help employees recognize where they are and aren’t contributing. Making these conversations actionable is how you help employees contribute more in the future leading to higher wages for their enlarged contributions. Progressive discipline is used when an employee fails to step up their contributions to either contribute more than they cost to the business or leave the business.
The strategic intent of an employee Contributions Management Process is to facilitate conversations that are not designed to find fault but to develop better talent and, as a result, a better company. Corporate America limits its approach to performance management because it’s easier to rate performance than to connect what the employee does that contributes to business results.
Most employees want to be seen as contributors to the success of a business. They want to do good work that is appreciated and recognized. They are not looking for busy work or work that doesn’t matter. They are open to being shown how to work smarter and more efficiently. Small businesses that use the BusinessCPR™ Contributions Management Process are more interested in helping their people become better contributors to the sales, profits, and cash flow of their company than they are checking any boxes.
The process starts with employees knowing their specific accountabilities through a Job Description or Tasks and Duties Lists. A well-written description of what’s expected of an employee in their job is how you help each employee see how their work contributes to business success. Once this is understood, the next step is fact-driven feedback through scheduled evaluations of their contributions to business results.
A mutually beneficial Contributions Management Process provides management the means to recognize individual contributions to business results and the employee to be recognized for contributing to business results. They do this when supervisors and subordinates openly discuss what they do well and design improvements where areas of contribution are substandard. Evaluating an employee’s contributions to business results is not easy, nor is it always pleasant, especially in unacceptable employee contribution discussions.
The primary responsibility of each supervisor to those reporting to them is to help each employee understand where and how well they contribute to business results. Failure to evaluate and discuss the quality of job contribution on at least a quarterly basis means each employee has to figure out for themselves whether the hours they put in each day, week, and month are contributing to the company’s success or not.
