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This issue is published in two sections: commentary (29-pages; 10,000 words); toolkit (37-pages 13,600 words).
Commentary
We examine some of the key issues arising from our initial analysis as highlighted by the survey. These are:
choice of approach
reason for using pay for performance, competence or contribution (PCC pay)
effectiveness and impact of PCC pay
problems of using PCC pay
deciding on PCC pay increases
areas for development
conditions for success.
But first, Michael Armstrong explains why, in spite of the negative views of many commentators, contingent pay continues to flourish.
Toolkit
Our supplement contains a practical toolkit describing what you need to do in order to develop and implement a contingent pay scheme. It offers a systematic and comprehensive approach for analysing, diagnosing and designing a scheme, highlighting all the key phases involved.
This toolkit includes:
numerous checklists to determine your readiness for contingent pay
some easy-to-digest lessons to help you analyse the conditions most favourable for introducing and operating contingent pay
a seven-step process to help you develop and implement a contingent pay scheme.
For more details see our reviews, published in the 'News' section of e-reward.co.uk, 9 March and 21 April 2004 and the 'Features' section, 20 May 2004.
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