Question

During the yearly performance and sales review at an organization, an HR manager realizes that the sales goal and bonus structure could potentially incentivize individuals to move closings from one quarter to the next as needed to meet quarterly sales goals. Leadership, mid-level management, and the salespeople have different bonus structures-annually for leadership, quarterly for mid-level managers, and monthly for salespeople. This has created a disconnect between the different groups and created different motivations.

The HR manager presents an analysis of the data to the CEO. The CEO determines that, while this bonus structure may have worked in the past, it needs to be changed and the bonus structure of the different groups needs to be aligned. She tasks the HR manager with crafting a new bonus structure and implementing it after she has approved it.
Which would be the most effective way to communicate the new plan?

A. Decide on a date that the new plan will go into effect and announce it by e-mail.
B. Meet first with managers and then with individual teams to discuss the new plan and its benefits.
C. Hold a company-wide town hall and announce the changes.
D. Host small gatherings of employees in which the plan is reviewed.

Answer 1

To communicate the new bonus plan, start with individual meetings with managers, followed by team meetings with different groups. This allows for a tailored approach and fosters comprehension and inclusiveness.

Step-by-step explanation:

To effectively communicate the new bonus plan and ensure alignment among leadership, mid-level management, and salespeople, it would be recommended to:

• Firstly, conduct individual meetings with managers to discuss the intricacies and implications of the new plan, gaining their support and understanding.
• Secondly, hold team meetings with different groups to allow for a tailored explanation and addressing specific concerns, fostering a sense of inclusiveness and comprehension at every level of the organization.
• Finally, maintain an open channel for feedback, enabling adaptations to the plan based on practical input from those it affects directly.

This strategy merges direct communication with collaborative input, maximizing clarity and buy-in from the distinct levels within the organization.