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The problem is that, quite often, the results do not depend solely on the efforts of employees, but instead are influenced by internal and external factors beyond their control. Objectively evaluate performance. For the evaluation to be considered fair, it is advisable to make goals easily measurable, although sometimes numerical indicators don't exist. If they do, they are contaminated by external variables, such as market circumstances or competitor behavior.

The fact that evaluations are carried out by individuals often makes them subjective. Generate the perception of fairness. Fairness is normally based on the idea that the one who contributes more, earns more. But again, subjectivity corrupts the process. After all, what exactly does it mean to contribute more?

Who decides this and why? How can we guarantee that the outcome is the result of efforts made rather than chance? Unless there is a widespread perception that the remuneration scheme is fair and equitable, it is likely to lead to demotivation. Prevent opportunistic behavior. The behavior that a variable remuneration scheme promotes is often unexpected because it is poorly designed or can be manipulated. A typical case of opportunistic behavior would be that of employees who only think of selling at all costs to maximize their commissions, without taking into account other factors such as customer solvency or profitability conditions.

Limitations of Incentives Incentives can also have adverse effects, one being what Maella calls the "buffet effect," whereby initial enthusiasm soon turns into a certain weariness, which means that the effect tends to vanish over time. Other negative consequences include: the "incremental effect," which is when a person needs increasingly more bonuses; "limited efforts," which is to work only until you receive the reward and no more; and the "vicious circle," generated by promoting work only when there are incentives.

Designing a Motivational Scheme Maella suggests some easy and inexpensive ways to create a highly motivated workforce. Establish a fixed remuneration system that is externally competitive and internally equitable. Select people who are qualified, responsible, self-motivated and dedicated to their work. Fire employees who prove to be consistently inefficient. Develop intrinsic motivation: personal development, learning, achievement.

Facilitate transcendent motivation, indicating the usefulness of each position relative to the organization and society. Design jobs with greater autonomy, to facilitate self-realization. Establish clear priorities and address them regularly. Keys to Variable Remuneration Set goals that depend primarily on a person's effort. In other words, encourage behavior rather than just results. Furthermore, it is important to establish incentives that the person will view as being worth the effort required to achieve them.

Otherwise, the entire scheme will fail. It is important to implement a scheme that is simple and easy to apply. The scheme needs to be somewhat temporary and flexible, to ensure that employees are aware that changes can be made, if necessary. Written by Maella, Pablo Published by www. Mereo has acquired Seeker Engage's business unit for people evaluation, what reaffirms its strategy of linking people management to business management. The acquisition represents an important step for Mereo in strengthening its HR management solutions, especially in relation to succession processes, intelligence and HR strategy.

It also represents an important step towards Mereo's internationalization. For current Mereo customers, the acquisition brings significant know-how acquired over 20 years by Seeker, which will represent a more complete solution portfolio to accommodate the most diverse business scenarios. Know more at www.

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Mereo also has an experienced Management team that brings to its customers much more than a management tool, but, rather, relevant solutions for a excellence Results Management Culture. What power there is to be released in Brazil! Custo Brasil — infrastructural and logistical challenges and costs, excessive local, state and federal taxes and fees, absurd banking usury or perhaps legalized larceny, unsupportable employee benefits food, transportation, healthcare, pensions, xxx — all contribute to a non-competitive business condition and culture.

Government policies that took decades to establish will take decades to unwind. The impact? A dismal economy, nearly impossible challenges for business owners and managers profitability is often perceived as the enemy and equated with anti-society theft , and generations of antiquated and impractical personnel regulations, policies and laws. Many most?

Owners neglect government payments that ultimately accumulate to a burdensome cost that compels the retention of non-productive workers who are de-incentivized to perform and whose lack of productivity cannot be challenged despite its cancerous organizational affect. Employees are somehow the farm-hands of today — housed, fed, educated, provided healthcare, transportation and retirement — all by the owner. Of course, the government has neither the resource nor the efficiency to fulfill these needs. It functions through creating basic employment for the masses although it is virtually bankrupt and by handicapping the private sector in the process.

Life has moved to urban areas. But culture largely remains in the past — presuming that the care of the population is the responsibility of the government, who believes itself empowered with the better knowledge of how to command and prudently distribute resource from the private sector to provide the safety, security, healthcare, education and basic comforts and needs of each citizen.

The not so secret dirty secrets are that there is not enough resource and only the form of denial is in question, and that the government is a mess, in policies and efficiency. So how can companies survive when there is so much legal and historic incentive and momentum in favor of inefficiency? One strategy is to encourage each employee to be responsible, self-reliant, and …. Do you know that the county of Bhutan measures citizen happiness annually? Part of the answer is Meritocracy. The best hope for Brazil may be a maturing of a young if, for you like me, 45 can be considered young next generation of traditional and newly created wealth — educated, traveled worldwide with an expanded vision of possibility and life, bright, hard-working, proud, enthusiastic for creating change.

That generation is inheriting the family wealth and beginning to assume positions of power. A hope that this generation will enter with a new work ethic, vision of government and personal responsibility and a desire to serve honorably. Many of this generations are within the ranks of companies nationwide. Maslow, a behavioral psychologist, and Carl Rogers, E. Erickson, Viktor Frankl and so many others have looked long at human drive, freedom and sources of success, happiness and purpose.

The highest level of personal development is self-actualization and purpose — a personal striving for excellence in all aspects of work and life. It is personal - driven by defined values, goals, intent — internal and existential more than external. It encompasses excellence for the sake of excellence, achievement for the sake of achieving and knowing and utilizing abilities and refining skills. That effort brings happiness and satisfaction in life.

Attained goals bring a sense of personal achievement and are satisfaction. The Deli Lama will tell you the same — happiness comes through you, not to you. Create something for yourself and bigger than yourself. Mahatma Ghandi shared the knowledge of personal dignity and value of self, and led hundreds of millions to overthrow the prevailing social structure. Authoritarianism, control, and mis-trust do not work well.

People are intrinsically driven by an altruistic and trusting environment. They respond to being allowed to grow. In sum - from theology, to philosophy to psychology, social theory and sound management theory — meritocracy properly implemented and maintained underlies better results, personal and organizational achievement and success. Not only can we speak of the business benefits of productivity and goal attainment. We can contribute to his development, focus, goal attainment, achievement, excellence and other attributes that define quality life and even happiness and contentment.

We can challenge ourselves to excellence. We can drive the best while enhancing pragmatic business goals. We, as managers, can create an environment where we can push others — hold a mirror, reward, track — to be the best they can be. We, as company executives, can create an environment that promotes and encourages each person towards achievement and goal attainment in work.

These same skills can then be applied by our employees in all life areas. As individuals we can learn to enjoy and benefit from growth, and to take home these learned lessons. In Brazil, in our employment, we can flow with mediocrity, and churning out a predictable and largely inadequate and unsatisfying existence. Or we can avoid the dismal expectations and requirements of legal and cultural structures.

We can define meaning through personal performance and productivity, personal integrity and dignity, within new terms that include personal excellence and personal growth. Practically speaking, employees are one of, or the most important, expense line item in a business.

That investment must be made to perform to generate its most effective result. Simultaneously, that objective can be aligned with contributing to the life and welfare of our employees. The two are aligned — and not contradictory — a healthy workplace should and can be a place of dignity and contribution to fullness of life.

Meritocracy is the right thing to do - for practical reasons for the business — and simultaneously for the welfare of employees and by extension employees and even families and to create a life time of growth. Meritocracy clarifies the expectation and needs of individuals, teams, projects and departments as they also align with the highest priorities of firms during specific time frames. Meritocracy aligns expectations and objectives and leads to results — and highlights underlying individual performance. Meritocracy shares company rewards with those who contribute to that success.

Inherent in the philosophy and practice is a requirement that each individual improve — attitude, focus, drive, knowledge, performance — all personal development points. Mereo is extending its Human Resource and related compensation modules, better identifying performance and skills gaps both for individuals and organizations. Organizational assessments identify cross training and development to prepare next internal managers and directors. Variable compensation functionality aligns high payoff company actions with personal performance results. Meritocracy in action — improving short and long term results of the company — with personal performance alignment.

Better, the organization is better prepared for unknown future challenges. Time to create a break-through corporate culture? In the words of one of the geniuses of engineering at Toyota in the mid-twentieth century, we have the basis of the management system that would come to be widely adopted by the so-called Lean companies. Hence the question, what has changed since then? Is the Lean strategy still the most appropriate to ensure the continued growth of a company? In light of this, we have the concept of Fit company.

After failed experiments of applicating the lean methodology, it was noticed the need to adapt the model. In today's post, we will explore these two types of companies, to understand the best choice for each scenario. Lean Enterprise Lean Manufacturing, developed by Toyota engineers in the s and still currently adopted in the most diverse sectors, aims to achieve the perfect creation process to deliver great customer. Therefore, reducing or eliminating various kinds of wastes in the production line is one of the main guides in the attempt of a productive process without failures.

Among the tools used in the lean process, we have the TPM , for example. To eliminate all the losses and waste, the lean implementation process requires a lot of discipline from the company as a whole, from managers to the operational base. You should specify the value generated by your product, sequence the production chain in the most efficient way and avoid interruptions in the production process.

All of this, in order to generate more value by applying fewer resources. This management model has been very successful, mainly to reduce costs and to conceive, within the companies, the continuous improvement culture. However, many others will find it difficult to apply it, in addition to the need of the organizational culture change, the volume of resources required for the whole process is also significant. Then, not all succeeded in copying Toyota's productive system successfully. In the search for an ideal method to get productive efficiency, companies forget to look at their own internal processes and understand their real needs, based on a standard methodology as an ideal course.

This path can work if your company has Toyota-like features, on the other hand it can be disastrous if your internal resources are not propitious to the changes proposed by lean philosophy. In this sense, it was necessary to rethink what are the changes indeed required and appropriate in an organization, to increase the productive efficiency and create sustainable growth in the company. Fit enterprise To get a better idea of the great difficulty in applying lean methods, let's make a brief analogy.

Can you see this scenario working? Instead of copying Toyota, companies will learn from it. So, which management system is the best? Being a lean or fit company will depend on your availability of internal capabilities and resources. In the end, the key is to understand your problems and then seek the best solution.

In this way, it is possible to envisage a plan of action consistent with its reality, to keep up with the evolution of the improvements and become more agile and competitive. What really matters is investing in efficient management, not only managing processes but also managing people in your organization. People will make the difference. Technology is another essential point, whatever is your type of company. Employees, suppliers and customers are continuously generating useful information to understand and improve existing processes.

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So investing in a platform that tracks this data is crucial. Considering these issues is imperative to guide a team that achieves positive results. Often what is missing for the manager to achieve it, is the right supporting tool. In addition to defining whether your management model will be lean or fit, it is crucial to be able to execute a strategic action plan that achieves the desired results. The answer may be in a good business consulting service that properly directs the profile of your company to a trajectory of success.

At Mereo, we have highly trained consultants to analyze the scope of each company and then outline a strategy that delivers the best results. To know more about our consultants click on the image below or contact us.

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Are you used to give and receive positive or negative feedbacks with relative frequency in your work routine? As a manager, do you believe it's best to remain impartial and "guard yourself" against conflicts? Be careful! From the moment you refuse to give any kind of feedback to your subordinates, being it a compliment or a rebuke, you can end up compromising your entire team's productivity, and, thus to impair the achievement of organizational goals.

In this post, you'll find out the importance of incorporating this return into the work environment, as well as learning some tips to give and to receive positive and negative feedbacks without embarrassing anyone. Check it out next. English word that means "to feed" or to give an answer. Within the corporate universe, the usefulness of this tool goes far beyond recognizing and warning someone for a particular task or conduct. Actually, the feedback, when well executed in an intelligible way, encompasses all aspects that involve the reality of this or that employee, with the function of getting them to develop into better people and collaborators.

In other words, your ability to hit goals, your contribution to the team, your results. The purpose of the feedback is to provide the professional development based on the company's goals. The role of the leader in feedback One of the biggest feedback barriers is regardeed to the maturity and trainning of the leadership. Most leaders are patronizing, coming to neglect data and facts to focus on the subjective aspects of a professional relationship.

Generally, the Leader even knows the points to be developed, but at the feedback time, the "intimacy" with the subordinate prevents him from touching the most critical points. It can be said that a determined leader is good feedback giver when he can focus on the points to be developed ie, negative and comes to generate a wave of acknowledgments from those who receive it. There are in the market some leaders that have such an ability to give feedback, that even when they fire an employee they receive a sincere "thank you". Think about it.

Consequences of poorly given feedback If you've ever had the unpleasantness of passing thru an embarrassing situation regarding feedbacks, you probably already know that this practice, if not executed according to data and arguments and solely for company goals, can trigger totally unnecessary conflicts that often are irreversible. It all begins when the boss announces, among the workstations, the request to an employee to appear immediately at his room, causing fear among the others.

It continues with the boss, in a state of total imbalance, shouting improprieties to the subordinate. And the worst is that it usually ends with the employee extremely resentful, complaining to colleagues that his manager is "chasing", among other terms. Poorly executed feedback like this can, in a short time: Increase turnover rate; Affect the motivation of the team; Deepen the climate of internal dissatisfaction; Delay goals achievement; Rework of tasks and action plans; Difficulty the communication; Loss of focus.

Anyway, how to give and receive positive and negative feedbacks? Well, as you noticed in the topic above, to not give or not to know how to give a feedback may, even indirectly, undermine the goals of your company. And the pressure for the responsible to pass on the feedback is as great as the pressure of who receive it. To help you get most advantage of this practice, here are some tips. Look: Negative feedbacks: Always start with the positive element This is a basic rule.

Exalting the positive points right from the start is a way of predisposing the listener to the negative points, as well as minimizing tension. For some reason, there are no positive elements to emphasize? The simple fact that your interlocutor is interested in what you have to say it already counts.

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What the negative feedbacker can never do is to deceive the listener with false compliments just to get his attention. Get away from any generalization Don't start sentences with "I've heard", "it seems" or "I think". To make the feedback remains in the objective field, it's essential to substantiate the conversation with practical examples of conduct errors that the questioned employee - and not his colleague - has committed. If the employee in question arrives late every day, keep the point card that indicates the exact days when he has made this slip.

Choose an appropriate location Generally, the negative feedback has a context where a leader and the subordinate can chat without interference and no one around. The positive feedback can also be done this way, but the healthy leadership policy recommends to congratulate for the good work in front of the team as a way of stimulate it. Obviously, this praise can not be extravagant, but to recognize in public is positive. Speak, but also listen It is important that the feedback receiver knows how to listen.

Instead of spending energy trying to justify every point of the feedback, it is imperative to listen to and then discuss with who is giving feedback the evidences from each point - if the leader does not present them - and, especially, to discuss development actions, because the Feedback has the purpose of development, and to develop it is not enough just to listen, but to work hard for changes and improvements.

It doesn't matter how high your hierarchical level is. Feedbacks require a humble position to be understood in the right way by both, the giver and the receiver. To start this private conversation by accusing his interlocutor of numerous errors will only make him resent himself, to the point of not wanting to reveal anything - afraid of being recorded and that his speech may be used against him.

Mark the duration of the meeting Feedback meetings tend to drag on for hours, not to mention that, often, they turn into other subjects. To avoid such friction, stipulate a duration for the conversation and, if possible, combine the points you will speak, always setting the topics according to the interests and goals of the company. Thus, you will have more autonomy to complete the meeting and to pass item by item of what has been agreed upon. After all, feedbacks have to be the first and foremost constructive, so that they have an effect on skills development and at the overcoming of deficiencies, don't you agree?

But even if after these 5 tips you do not feel safe enough to give a feedback, bet on platforms that can systematize this process, as well as follow the evolution and development of people in a concrete way, totally based on facts and data. Another good option is the specialized consultancy , specialized to support the structuring of the process, together with training and leadership capacitation.

No more subjectivity and embarrassment at the time of feedback! So, what did you think of this article? Are you feeling a little more confident about giving positive and negative feedbacks at work? Do you still have doubts? Leave your comment below and help us deepen this discussion. We are already at least three years in this world of weak economic performance scenario, affected largely by the cooling of the European economy.

Translated into the financial language of business, we are talking about falling revenues sales. Note that I am separating the concept of costs and expenses, an item that many managers still do not differentiate. Basically and again in a simplified way, costs are all costs directly related to the main proceedings of the company in the case of a factory, for example, would be the expenses related to the production process while expenses are the expenses related to the areas of support main process of the company, in addition to expenses related to the sales area.

The term "spent" refers to a indistintivamente cost or expense. But you may be wondering: why the need for separation between these two types of expenses? Because being of different natures, the approach for reduction must also be different. It is very common in crisis scenarios, out of desperation, senior management requires a reduction of general expenses. Without specific analytical approach, the reduction of expenditures required may have even worse effects than existing crisis.

As clear examples of approaches disastrous resulting in a simplistic attitude are the widespread cuts staff: usually these processes is lost accumulated technical knowledge and people who actually were working and generating value for the company. A careful analysis could demonstrate by example that there are areas with excess personnel and areas with personnel missing, suggesting a reuse of people who would otherwise be exempt. An efficient analysis could also demonstrate a historic increase in the amount of overtime performed due to a temporary increase in demand.

Would not it be more advantageous to hire temporary in this period, for example? Another point of extreme importance in the understanding and development of an analytical approach to cost reduction is to understand that spending is always formed by the multiplication of two components: quantity and price. This separation is important because if we can not possibly work on reducing the amount of average daily made annually, we can get to work in the average price of hosting through actions such as agreements with hotel chains, establishment of booking patterns, readjustment requirements, etc.

Usually a careful analysis will show opportunities both in price and quantity vectors, multiplying the potential savings. A detailed analysis of expenditures will require a thorough understanding of all types of spending, separated by similarity the concept of financial accounts and for each type, fully understand its nature and its components.

Many organizations will be surprised to learn that the problem is not overstaffed but lack in small daily actions that generate unnecessary use of company resources and the environment. Finally, it should be understood that regardless of any existing crisis scenario, the question of cost-cutting in the enterprise should be included and stimulated constantly in the company culture I mean the company indistintivamente the private or public sector so that everyone is thinking at all times, on how to generate more using fewer resources.

To avoid exaggeration, should always be done in a very analytical way and be adopted almost like an obsession. Only in this way will have an efficient organization, sustainable and showing genuine interest in the nation's future. This is perhaps the most difficult part of being implemented because culture must come from a strong leader and not having the stress scenario as a stimulus, the natural tendency of accommodation of human beings will always give the impression that "spend this little bit more this time good will do some damage.

The Total Productive Maintenance, better known by the English acronym TPM, came up with the aim of eliminating the losses involved in the production process and thus to prevent failures during the process. With the intensification of the globalization process and with the arise of Total Quality Management, the configurations of what we know today as TPM were formatted by the Japanese through the adaptation of preventive maintenance techniques, maintenance of the production system and the so-called " reliability engineering.

The results related to the performance of these mechanisms are monitored by performance indicators or KPIs , that will be useful at the decisions making process. Applicability Applying the " TPM " effectively requires much more than repairing equipment, machines and tools. It is necessary to keep the means of production available for the end-to-end operation, reducing the likelihood of interruptions in the process. This is done by adopting a new perspective in three related areas: 1 — Production: Operators become co-responsible for maintenance activities inspection, adjustments, cleaning, exchange of components.

According to Estanqueiro and Lima at this stage are the main difficulties that are related to the shortage of human and financial resources. In addition, there is also a cultural change in the organization with training, attribution of responsibilities and monitoring of results. With the search for a productive process without failure, productivity is the first element to be positively impacted by the TPM, significantly increasing the profitability of the company and the satisfaction of its employees and customers.

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The 5S methodology was developed in Japan after World War II in order to assist in the restructuring process of the country and to reorganize the japanese industries. During this period the american principles of quality control were improved in Japan, boosting the development of Japanese industry and forming what became known as Quality in Japanese style or Total Quality Control TQC which consists in the control of processes to ensure the quality of the final product. The 5S techniques were expanded rapidly by Western industries once it is an extremely simple tool and easy to apply.

At first, it was focused on avoiding waste and resolving the effects of the war, but with the evolution of information technology the amount of data in companies has increased dramatically and the 5S methodology is now applied into new environments, proving to be very useful in the organizational context, in schools and also in personal life. The performance matrix and potential 9 grid with squares is one of the most used in succession planning and development tools.

Can be a valuable tool for anyone working in talent management, or for any leader. For some reason, however, seems to be covered by a veil of secrecy, leaving those who want to learn how to use it with little guidance. The performance matrix and potential is a simple but effective tool used to evaluate the talent in organizations. Evaluates individuals in two dimensions - its past performance and future potential.

The X axis horizontal line 3 Box evaluates the performance of leadership and Y axis 3 Box vertical line evaluates the potential for leadership. A combination of the X-axis and Y comprises a box within the grid which is the position of the leader. The beauty of the tool is in its simplicity and ease of use. With a little explanation and initial facilitation, managers can usually pick up the technique very quickly. Excessive emphasis on current performance; Overconfidence in a single view; The lack of evaluation criteria, or inconsistent criteria.

There are people usually engineers attempting to complicate it by adding more boxes with settings for each box, and many others pendants. It almost never improves the process and often diverts the general purpose. A catalyst for robust dialogue. It's not about filling the grid - is about the discussion. It is critical to keep this in front of you. Managers generally are not very skilled when it comes to evaluating talent and are very hesitant to discuss with other managers, or listen to feedback about yourself.

This tool helps you to provide a structured way to have these conversations in a professional and productive manner. Even if you do not have clear and consistent performance settings and potential as a review of talent, using this tool, will greatly facilitate the process. If it is a fact, for many of the managers in the room, which is the first time they hear the expectations of their own bosses, then you will see them discreetly take notes and reviews of themselves.

The accuracy of assessing the performance and potential improvement with various points of views. Managers often have blind spots of their own employees, and are not aware of how they are perceived by others. These discussions can help by light on superstars and poor performances. The tool is best used by a team and facilitated by someone who has experience with the process.

This could be an HR person, organizational development consultant or someone responsible for leadership development or succession planning. Once the team has used this a few times, usually managers can do it themselves, but also helps to have someone facilitating dialogue, taking notes, etc If you are a practitioner of talent management, has the shadow of someone with experience, hire someone to guide you in the first time, or at least work with someone to prepare it. You must present the tool and the process for the team to make sure that everyone understands and buy the idea and the process.

Do not underestimate the anxiety, if a team has never done anything like this before. It is best to decide in advance how performance will be evaluated and the potential will be evaluated. This is the time to establish ground rules, especially on behavior and confidentiality. Ask each manager fill a grid for their own employees, then the facilitator collects them and consolidates them.

You can also ask any other relevant information such as years in current position, among others. It is easier to get someone in 1A box highest performance and potential where you think there might be little disagreement. Ask the sponsor manager to explain the reasons for the evaluation. Ask many whys, then invite everyone else to comment.

Do not rush, the benefit of this process is in the discussion. After everything has been heard, if there is agreement, then you have a 1A reference for comparison benchmark , with others. If there is a discrepancy in perception, ask the sponsor manager if he want? Change your thinking based on feedback - usually they do - but if not, leave it.

Choose another name until you establish a person to benchmark. You can then discuss the rest of the names on 1A box, then move on to the boundary boxes 1B and 2A. Then move to the 3C box, and again, facilitate a dialogue to establish another benchmark. Continuing the discussion for each person, or as many as time permits.

If you have time, or more likely in a follow-up meeting, the team can then discuss development plans for each leader. For succession planning, the focus should be on the boxes from the top right 1A, 1B, 2A - this is your high potential area. Human Resource Directors are the best coordinator of creating, maintaining, and re-creating the vibrant culture of meritocracy that underlies the culture of success. Mereo Consulting provides the confidence, knowledge, processes, technology and the change management measurements that regulate and sustain the path to success.

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Underlying success are some necessary pre-requisites. There are four basic and critical elements that if neglected, result in failure. Nearly daily review of results to tweak expectations and performance actions through all levels of the organization. Daily performance measurement and accountability underlie organizational success in a dynamic environment. The thoughtful coordination of the right drill down goals assures best practice organizational performance. With the proper processes and rewards, team members will rise to achieve objectives.

On occasion mis-stated objectives can sent the organization to the wrong destination or crossed inter-departmental conflicts. Third, measurement. Frequent reviews of goal attainment and variances creates the awareness needed to define and take timely remedial action. Fourth, rewards and shared benefits of company success directly link company high pay-off goal achievement and individual contribution to that success.

Those rewards include but generally go far beyond compensation payments. Improving organizational focus on the most critical success factors by each member of the firm is not a static process as internal and external events shift and the environment continually changes. An annual review cycle invigorates and drives continuing improvement. A well defined program flexibly harnesses in-house skills releasing talent aligned with the most important organizational needs Meritorcracy — rewarding results and sharing success — appears first in ancient Greece and as a principal of sound organizational best practice since.

During the past fifty years an increasing body of evidence validates the underlying performance improvements and personal satisfaction found in firms and organizations applying its principals. But the successful adoption of meritocracy requires thoughtful planning, implementation and monitoring. Mereo Consulting is your partner in releasing the power of your workforce to achieve high payoff and sustainable performance. In this great article, Danahy brings back some of his memories with the co-founders and takes a deep dive into the flaws of companies worldwide.

Mereo: a culture of success Mereo articulated one of the key management flaws of companies worldwide. Most board members, executives, and senior managers have a clear knowledge of where their company needs to go. Mereo created a solution. Mereo built a broad software suite supported by related consulting. With these services Mereo drives results in large and mid-sized firms, in multiple languages and even diverse cultural environments.

I have been gifted to watch as the founders practiced what they taught, and grew Mereo painlessly on most days to success both nationally and internationally during the past five years. Mereo extracts only those unique data points that relate to or define, measure, track and control progress and results. Mereo has cut through the complexity, and focused the methodologies and tools that unleash the power of each team members in an organization.

Limited company time and resources - particularly in these lean times - are better focused on what matters most during management cycles. Although productivity and lack of competitiveness is a widely recognized deficiency in Brazil, there are few tools that significantly offer solutions. Internationally, productivity and disruptive tools that improve efficiency are the holy grail of sound management. The philosophies and tools may vary from country to country, but the underlying objectives are the same - improve performance, profits and shareholder value through efficiency and focus on achieving results.

The executive and each level of management can visualize both results and bottlenecks, and is empowered to act immediately with remedial resolution and reinforcement of positive actions. Much of my experience - primarily in the USA - has contributed to the strategic, financial and senior management success of companies that have grown quickly from start-up to planned national leadership and maturity. But whether growing or shrinking, the challenges of change can be easy or painful as people, processes and resources shift, sometimes rapidly, with changing organizational goals and focus.

Knowing when changes will be needed - neither too soon nor too late - can take away much of the organizational pain and cost, and make change easy, fun and rewarding. Mereo understands change and timing and knows what elements affect the shifts. In the USA, the only area of management software that has recently received billions of dollars of investment is that which focuses on seamless financial and operational data. Progress is measured on increased shareholder value and performance results. This may validate the extent of the problem of execution and the importance of its resolution.

ERP systems are complex, take years to implement, and strive to become the brain center of mid and large firms. Mereo pulls and monitors only elements that are critical in driving the most important results Mereo contributes to creating those results sustainably, building a culture of success within changing both goals short and long term.

One of the main reasons for adopting the variable remuneration is linked to reward the efforts made to achieve a certain result. All this effort in search of the result depends specifically on how the organization's objectives are defined, that is an ill-defined by top management objective triggers an unfolding cascade that besides the negative financial effects changes the morale of employees as regards the ability to get results.

A good incentive compensation program allows organizations to maintain the balance between the achievement of planned results and motivation. To maintain this balance organizations should consider factors involving the motivational aspect and the financial aspect. Translation of Strategic Planning in annual goals, with the purpose of seeking challenging goals that motivate all employees.

Disclosure of defined rules, "rules of the game" on the variable remuneration based on the achievement of results. Promoting a healthy competitive environment through the evaluation of the results. Resource allocation of managers in order to provide conditions for employees to search engine results. All these factors are essential to promote a balance between achieving results and motivation, and a company is maintained with motivated people.

This motivation in turn plays an important role in building a sustainable organization generating satisfactory results to stakeholders. Mereo Consulting stands out in the management market because it became a reference in developing projects with focus on results. Mereo Consulting is operating in the market for three years with the Indicators for Result Management platform and with consultancy projects development for national and foreign companies.

The enterprise has a broad expertise in corporate-oriented management models and development of technological platforms. The management consultancy projects focus on the continued improvement of a client's results, through identification and suggestions of solutions in accordance to each company's moment and necessities. The main objective is the constant pursuit of results, which is achievable when the collaborators of the organization being assisted learn the tools and methodology used, in such a way that they may apply them autonomously in the future.

Therefore, contributing to the sustainable growth of the company they work. Mereo Consulting stands out in developing corporate models based on meritocracy by means of assessment of global strategies, unfolding, alignment of goals and definition of rules for the variable remuneration model. The whole process is supported by and experienced and qualified group of advisers. Through these modules, the clients can develop, unfold and manage targets and actions from their Strategic Plan as well as manage meetings and actions, ascertain their employees' Variable Remuneration and carry out team performance assessments on results and competencies.

The meritocratic model developed by Mereo Consulting assists in the definition of short and medium-range goals, in synchrony with the necessary strategy, values and competencies in order for the organization to achieve its objectives. Currently more than 15 thousand people utilize the software developed by Mereo Consulting, which is present in more than 18 countries worldwide. The organization of the event promoted a more dynamic experience. In which each participant choosed the lectures to attend, according to the topics of interest: Strategy and Growth, Leadership and High Performance and Innovation and Technology.

The spatial distribution of Expomanagement also presented novelties and was done through 3 stations: Discoveries, Connections and Insights. HSM's partner since , Mereo was present at the Discoveries station where it's executives presented to the participantes the innovations of the Integrated Management Platform: new modules, integration possibilities and a more dynamic interface that facilitates the management of people in organizations from more than 20 countries.

Among the speakers, Marconi Rocha, Co-founder and partner of Mereo gave a lecture with the theme "Performance evaluation based on facts and data: Use of new technologies and methods for performance evaluation. We believe that the qualification of business leaders is a key factor in putting the country back on the growth path. Check the first minutes of Marconi's speech at Mereo's Facebook page! Many HR directors find it difficult to demonstrate value, and were not exposed to the knowledge base and technical tools that promote their prominence and contributions within the company.

More often seen as a cost center and management burden, the department becomes a target for cuts particularly in these economic down cycles. Simply increase the commitment of employees can contribute up to 3 percentage points in operating margin. Evidence of ROI return on investment is clear and documented in decades of studies. The Mereo brings a deep knowledge of the Meritocracy model for improving business performance. His powerful processes and knowledge can flexibly develop a kit of clear and sustainable tools to address the most important business strategies with organizational alignment at all levels of departments to teams and individuals.

In many companies the Human Talent is one of the most important categories of expenditure, but investment resource or time and focus to release that talent with the goals of the company's high return is often overshadowed. The ability of the Director of Human Resources to articulate the value and benefits of a culture based on meritocracy is often lost in bureaucracy and complacency. The HR Director may impose to go against your challenge. Human Capital directs moral results.

A clear articulation of the most important goals of the company is channeled to the HR Director. The articulation of these goals and KPIs clear linking departments, teams, business partners and each individual generates results. Benchmarks and monitoring performance to ensure results can be quantified, monitored and adapted from the presidency and through every level of the company. A dynamic review system employees can enhance performance and create customized talent development focused on business success both for short and long term. A flexible system of rewards, including variable compensation programs, sharing success while aligning cautiously compensation in a dynamic, competitive and changing environment.

Contact us to find out more about our projects! To implement a management cultura from scratch in any source of organization is always a great challenge. The project aimed to implement a new management model. What is the ideal age to slaughter a chicken? What is the average lifespan of an automobile in the USA vs. The answers for these every-day life questions can be found in milliseconds through a Google search. We live in a world that is flooded with all kinds of information. No longer do we need to go to the newsstand to buy a newspaper to get updated about the events of the day.

We instantaneously acquire new knowledge without having to chase effective learning — it comes to us. The traditional production factors — land, labor and capital — are becoming restrictive more than driving forces. Knowledge in its turn is becoming the critical production factor. In this context, the learning we acquire daily will hardly be enough if our objective is to elevate the result to the next level of success.

In the same way, google can hardly reveal how I could produce my product or execute my service at a lower cost, or improve efficiency or quality. Those who hold this knowledge will possess a differentiating factor indeed! They will continually solve problems and always search for results that are more challenging But the fundamental question that afflicts us in our digital world is: how do we retain deep knowledge if we are continually bombarded with so much new information?

So many sensors, so many sites, so many youtube channels and discussion groups on facebook. Further complicating our age is the effect of combined and often disconnected information that generally ends up being central to solving complex problems and great discoveries. Alexander Fleming exemplifies this. Two basic points are suggested : The application of analytic tools that can transform big data masses into information.

We have a diversity of these tools ranging from currently traditional pivot tables in Excel to the powerful tools of Business Analytics, which are capable of easily manipulating peta-bytes of data. We find some of these tools sold as a service SaaS where we pay an accessible fee for use, without the need to acquire the tools. In other words, they process the large data and complex information allowing us to have the essential information needed to solve the specific problem.

The skill to operate the tools, therefore, is a decisive factor of its value. Learning structured methods to address the problems. All of these offer the same core: an iterative process in which we study the problem in depth with its causes, propose actions directed to address these causes, observe the effects of the actions and in view of the result, we initiate a new cycle deeper this time, because we now bring the learning experience from the first cycle or consider the problem solved and address new challenges.

These methodologies are extremely powerful in two ways: they allow approaching the problem in a systematized and focused manner isolating only the essential data to solve our problems and they are also iterative - in each new cycle the knowledge grows deeper. The domain of a structured methodology of problem solution becomes, therefore, another decisive factor. Craig F.. Feied, was able to understand the essence of the two items above.

The result of his work — a disruptive software known as Amalga, that was acquired by Microsoft in and is currently used in most of the large hospitals in North America. Since the s the Brazilian GDP did not retreated for two consecutive years. When the country's economy goes bad it is common that many companies cease to exist, on the other hand, what a few people notice is that the crisis may also represent the rise of opportunities. And for this to happen it's necessary that organizations and managers pursue together creative solutions, such as the release of economic version of an existing product line or a participation in a new market.

In the same way, we observed the rise of new consumption patterns such as the so called "shared economy". This model encourages transactions without the presence of intermediaries and offers not only extra income to the service providers as it also ensures more affordable prices to its users. Some examples of this trend are Uber and Airbnb.

But, how to have better results in this scenario of uncertainties? It is true that executives have a clear vision of the challenges the company faces, as well as its goals. However, it is in times like this that the "scale" composed of the gains of the organization on one side and its losses on the other one, gets unbalanced.

Through an accurate diagnosis and the identification of the organization's needs, the consulting team initially performs a diagnosis of the company's situation and, from that, the action plans containing measures that aim to mitigate the effects of the crisis and to structure an sustainable business model. The benefits from a outside vision There is no "cake recipe" when it comes to management consultancy, once each company operates in a specific context defined by: location, marketing, billing, among others.

Thus, a specific Project — developed according to the reality of the organization, will be run by a team of experienced and qualified consultants in partnership with its employees. For some cases in which the crisis has not had a profound effect, a traditional consulting Project is developed to generate short-term results through projects focused on cost reduction and cash generation. In other cases there is a need for greater impact solutions, which involves the performance of increased consulting strategic actions, such as the separation between the healthy assets and the unrecoverable ones.

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