Integrate indicator-based team rewards into existing management routines rather than running it separately.
Designing Strategies to Reward Teams Based on Performance Indicators
Turn indicator-based team rewards from a stated policy into a practice your organisation can evidence.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most defects in indicator-based team rewards are designed in long before they are detected. Inspection catches problems in this aspect of quality and productivity management; it does not prevent them. It concentrates on the parts of the practice within quality and productivity management that determine outcomes and treats the rest proportionately. It is written for people who have to make indicator-based team rewards work with the resources they already have. Applied research in quality and productivity management consistently shows that early structure around this area of quality and productivity management reduces downstream rework. Most organisations already have a policy on the quality and productivity management discipline; far fewer can show it working. The outcome is a practitioner who can hold a position on indicator-based team rewards and revise it on evidence. Sessions alternate between guided analysis of the quality and productivity management capability and supervised application. The final module sets out how progress on the practice within quality and productivity management will be evidenced six months later.
Expected Learning Outcomes
Calculate the cost of poor quality attributable to indicator-based team rewards.
Review contracts and agreements for the obligations they create around indicator-based team rewards.
Build a continuous improvement routine around indicator-based team rewards that survives busy periods.
Apply structured problem solving to recurring defects in indicator-based team rewards.
Diagnose whether a problem in indicator-based team rewards is one of design, resourcing or discipline.
Map the process behind indicator-based team rewards as it is actually performed.
Who Should Attend
Quality managers and coordinators responsible for indicator-based team rewards.
Department heads accountable for the results of indicator-based team rewards.
Procurement and contracting staff whose agreements set obligations around indicator-based team rewards.
Department managers accountable for productivity of indicator-based team rewards.
Health, safety and environmental staff whose systems integrate with indicator-based team rewards.
Training officers building problem-solving capability in indicator-based team rewards.
Course Modules
Indicator-based team rewards: control plans, sampling and acceptance
2 sessions · 8 pointsSession 1Sustaining the gain on indicator-based team rewards after the project ends
- Calculate the cost of poor quality attributable to indicator-based team rewards.
- Write down the assumptions underpinning the approach to indicator-based team rewards.
- Train the team handling indicator-based team rewards in the problem-solving method being used.
- Arrange the handover of indicator-based team rewards so capability survives staff changes.
Session 2Control plans for indicator-based team rewards that catch problems early
- Identify non-value-adding steps in indicator-based team rewards and remove them.
- Establish who is informed, consulted and accountable in indicator-based team rewards.
- Rank the weaknesses in indicator-based team rewards by consequence rather than by ease of fixing.
- Map the process behind indicator-based team rewards by walking it, not by describing it.
Indicator-based team rewards: defining quality in measurable terms
2 sessions · 8 pointsSession 1Auditing indicator-based team rewards to improve it, not to pass
- Choose productivity measures for indicator-based team rewards that do not reward shortcuts.
- Build the competence framework that supports indicator-based team rewards.
- Link the improvement in indicator-based team rewards to a financial figure leadership recognises.
- Plan the sequence in which improvements to indicator-based team rewards will be introduced.
Session 2Moving indicator-based team rewards from approval to execution
- Define acceptance criteria for indicator-based team rewards in advance.
- Agree the smallest change to indicator-based team rewards that would be visibly useful.
- Agree what will be standardised in indicator-based team rewards and what will not.
- Record what was learned when indicator-based team rewards did not go as planned.
Indicator-based team rewards: structured problem solving and root cause
2 sessions · 8 pointsSession 1What has to be agreed before work on indicator-based team rewards starts
- Anticipate the objections indicator-based team rewards will raise and prepare the answers.
- Confirm that those complying with indicator-based team rewards understand why it exists.
- Define supplier quality requirements affecting inputs to indicator-based team rewards.
- Identify the few causes responsible for most defects in indicator-based team rewards.
Session 2Making indicator-based team rewards work when resources are constrained
- Record what was tried on indicator-based team rewards and did not work, and why.
- Assign responsibility for keeping documentation of indicator-based team rewards current.
- Confirm that contractual obligations around indicator-based team rewards are understood.
- Set sampling for indicator-based team rewards on statistical grounds, not on habit.
Indicator-based team rewards: internal audit and certification evidence
2 sessions · 8 pointsSession 1Finding the variation that matters in indicator-based team rewards
- Build a control plan for indicator-based team rewards identifying what is checked, when and by whom.
- Assemble certification evidence for indicator-based team rewards as work proceeds, not before the audit.
- Design the internal audit schedule covering indicator-based team rewards.
- Compare the cost of indicator-based team rewards with the cost of its absence.
Session 2Standard work for indicator-based team rewards without deskilling it
- Write standard work for indicator-based team rewards with the people who perform it.
- Set the review cadence that sustains gains in indicator-based team rewards.
- Verify six months later that changes to indicator-based team rewards have held.
- Apply structured root cause analysis to the top defect in indicator-based team rewards.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
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