Creating an Annual Communication Plan


Unless you are in a senior role in the communications group or department you comm plan graphicprobably never had to make an annual communication plan before. Recently I  was asked to help two people (working in mid-sized or small companies) who never had to make an annual communication plan before but were expected to create one now. Perhaps you are also tasked with making one? Or maybe you are asked to comment on one?

The basic idea behind an annual communication plan is to ensure that someone is planning to address targeted communications activities to various groups of people across all the available platforms that are used by the group or organization. The plan should typically include specific mention of dates, details of the intended contents of messages or specific focus areas, and be specific about who is responsible for each of the actions. That way everyone involved in executing activities from the communication plan is aware of his or her role and when deliverables would be due. Planning to communicate is not the hard part of the assignment as most people are quite creative during brainstorming sessions related to what we can do and how to do it. The hard part is to write it all down so that we all know what will actually happen after we leave the meeting or brainstorming session.  And the next hard part is to apply self-discipline to execute according to the plan and update and review the plan on a regular basis.

The Annual Communication Plan template that I am sharing (click on the blue link to open the template), shows various aspects to consider when you look ahead to a year of planned communications. Of course, we know that plans are subject to changes happening around us on the project or changes in the company or in client needs. This means the plan is not static and you should review the plan on a regular basis to add or change items as needed. Remember to share updates you made with other team members who have activities assigned to them.

comms plan first columnThe first column in the template contains a few communication channels to consider as you look at the messages you want to share and the intended target groups that your messages should reach. Ensure that you are using the right communication channels that you know to be in broad use by your intended target group of readers. And each of the headings could have multiple options for example meetings could be global meetings, regional meetings and local meetings where you would like the same message or a different version of the main message to be shared.

coms plan headers left side

The columns across the top of the template are mainly there to document who is doing what by when and when you are ready to publish and have published or delivered the message. This helps you measure progress on planned activities and shows where you may need to apply special focus to avoid delays.

The published date is important, not only to ensure that your intended actions were completed but also to measure the success of your communication activities after the activity has been completed. comms plan measures.JPG

In this simple template, the only measure shown is based on the number of people reached. There are many more ways to measure the outcomes and success of your communication actions including:

  • How many people took a further action after reading or watching (if video) or listening to (if podcast) your message (i.e. liked it, clicked on the button for “more information etc),
  • How many people used it as a reference or highlighted it by linking to it, sharing it or tagging it,
  • How many people visited your website right after you have published or shared a new message?

Add additional columns to your plan (as needed) in order to capture any other important measures that you wish to track per message, date and communication channel.

General tips which may help you as you use this template to create your annual communication plan:

  1. Plan to share the same message in many different ways to optimize the number of times and ways that your intended audiences receive the message during a relatively short timespan.
  2. Not every communication message can be forecasted and planned over a 12-month period but without at least a guideline of topics that you would like to share over a 12-month period, the chances of missing opportunities to impact your intended audiences are bigger. Remember, you can always update and make changes when unplanned events occur while you progress through your plan.
  3. Experiment with a mix of ways to communicate – create messages to be shared face-to-face with credible speakers and follow up with something online and perhaps also a film on your website.
  4. Do use metrics to track results against your goals. It is the best way to know what works and what needs to be improved. Having proven successes also adds credibility to your communication plan and activities.

 

When tasked with creating an Annual Communication Plan, you may never need to become an expert at creating this kind of plan, yet it is still in your best interests to capture your thoughts about planned communication activities, responsibilities, deadlines, and metrics in a concise way. This template is only one way to achieve this. Once you have created the plan in a structured way people can review it, comment on it and manage to it and it ensures alignment within the team as you make progress with your communication objectives.

 

Advertisements

Change Management – Setting the scene with senior leaders


change-mgt-overview-blog-pic

Before any organizational change is launched there has to be meetings with executives and senior leaders to ensure alignment around the reason(s) and main principles of the change initiative. Meeting objectives would also typically include getting their support for executing change activities and to help them understand expectations of them as executives and senior leaders during the change period and beyond.

Resource shared – slides in pdf format

The resource I am sharing is a deck of slides in pdf format. These can be used as a basis for creating your messages to senior leaders and executives. There are slides that help explain how change will likely impact the organization and the people plus slides explaining how leaders can help by being role models and also by actively addressing resistance and other signs of low engagement in those around them. I would suggest using this resource as optional examples to help communicate the specific messages that makes sense for the change management initiative that you may be leading and the meeting participants/audience that you will be facing.

Here are the steps I would suggest you follow:

  1. Be clear on the reasons that your change initiative need to be implemented and how the changes will improve on status quo. (Business case or burning platform)
  2. Did you get executive buy-in from one or more sponsors before your presentation? (Highly recommended – in fact, do not proceed until you have it!)
  3. Consider the presentation you will be doing – who will be there? What do they know and what do you need them to know, understand and do once they leave the presentation?
  4. What impact will the planned changes likely have on the employees at your company and how do you think your targeted audience can help and should act/behave given the change process and desired outcomes?
  5. Review the slides in the resource I am sharing and determine if any of them could help you and support the messages that you would like to communicate to the audience that you will be facing.

Of course these slides are not going to substitute the preparation work you need to do before starting a change initiative, but they may be helpful to use as background or to explain some of the specific change management aspects that may be of particular importance to your audience.

 

How to Motivate employees and Retain them



motivating-and-retaining-employeesWhat motivates your employees?

Every employee has different reasons for showing up at work and there are different ways to motivate each of the people working with you. Since one size does not fit all, it is best to stop guessing and to find out for sure what it is that makes those reporting to you love their jobs. Knowing what motivates your direct reports is also a great way to ensure you retain your direct reports. Of course having a good professional relationship with each of your direct reports goes a long way to ensuring that issues which may demotivate them are brought up early and resolved in open dialogue and discussion.

The exercise below can be used by you to first establish what you believe would be motivational before you ask your direct reports to complete the exercise below. Understanding that, as their supervisor, you are most likely not going to get it right without their input may further instill the practice in you to always check your assumptions before you engage when it comes to understanding what would motivate others.

The list below contain outcomes that could be motivational to your direct reports in their jobs. This means that these outcomes would keep them interested in continuing to work in this role, for you and in this company.

Instructions: Rank the list below in terms of 1 to 14 where 1 means “motivates me the most” to 14 which means “this does not motivate me much.” The ranking is not to say that this is how it is RIGHT NOW, but in the perfect environment, what would be the most vs least motivational to the person doing the ranking.

A. Rank these from 1 to 14

  • Receiving market-aligned compensation for the job I am doing
  • Recognition for my efforts by my supervisor
  • My work is interesting and challenges me in a positive way
  • The company/job comes with excellent benefits (separate from my annual salary)
  • Pleasant working environment (ambiance, set-up)
  • My supervisor is fair in making decisions and communicating them i.e. promotion, recognition, expectations.
  • The knowledge of my colleagues which is shared with me
  • I have all the information I need to have in order to understand what my priorities are and why I am performing the tasks that I am assigned
  • I understand exactly what my supervisor expects from me
  • I have a great feeling of accomplishment in this role/job
  • This role/job provides me with a lot of learning options, which can lead to promotions in the future
  • I have a chance to contribute to discussions and decisions that impact me
  • The people I work with are great people who make me feel included and valued
  • My opinion is often asked for and is valued by my supervisor

B. Level of current motivation

The next step would be to ask the same employees to rate how much they are currently motivated by the same items from above.  Comparing these answers with the answers in A. can help you identify possible ways in which you can improve the motivation of each employee reporting to you. For example, if someone had a high ranking motivator in A. and that same item gets a low score in B. that means you should look for ways to impact that area to motivate and retain that particular employee.

motivation-ranking

Once you have captured the feedback from those who report to you, have individual discussions with each one of them to determine how you can better impact the areas that they scored the highest:

  • How can I, as your supervisor, help you to have a better experience of this item (high ranking items from A. the list above – especially if that same item has a low score in B.)? _____________________________________________________
  • Are there ways in which you feel that I can remove obstacles or improve your experience in this regard? (see highest ranking items with low scores in exercise B.) ______________________
  • Is there anything that you and I need to discuss or resolve to remove any bad feelings or negativity from the past to move forward on a positive note? _________________________
  • Is there anything that I, as your supervisor, can do better to improve your enjoyment of your job/role at the company?

Be sure to mention (as appropriate – be truthful and honest):

  • I want you to know that I value your contribution and you are an important team member to this project/department.
  • I believe we can achieve great accomplishments in this department/team if we work together and communicate openly about what needs to be done and how to support each other in order to have a better overall outcome for the team/department.
  • I hope you will take the time to let me know of any obstacle that you see which may hinder us in achieving our goals. And I hope you will see any feedback from me in the same light – I want you as an individual to enjoy what you are doing (realizing that not all of our jobs are highly enjoyable – some parts are typically repetitive and maybe mainly administrative) and I want your contribution to the team/department to be clear to you in terms of expectations and how things are going.
  • Is there anything else you would like to bring my attention or which you think we should discuss before we end our meeting?

After the meeting you may want to consider reviewing your notes. Some items may be easy to action, simply by you emailing or calling someone in order to set something up. Other items may not be so straight-forward. For example, someone with a performance that does not meet expectations may ask for an increase. Set up a meeting with your HR Business Partner or representative to talk through the items and set priorities. Always make sure you are able to provide direct individual feedback to each employee on the items you discussed in your individual meetings with them.

Employees are motivated by different aspects of their roles/jobs at the company and there are many ways in which you are able to influence these aspects. The professional relationship you have with your direct employees also greatly impacts whether someone chooses to stay or leave the company/their role.

In the end some employees will leave and you will need to fill those roles by promoting existing employees or hiring new employees. Ultimately, the sign of a good leader is the number of great leaders he or she creates. When they feel the need to leave to move up, applaud them, keep contact with them and congratulate yourself when you see them succeed regardless of where they end up as a result of your great coaching and support.

Cross Cultural Communication Exercise


colors-cultureCross cultural awareness and skills in the workplace are vital to companies striving to enter new geographical areas or aiming to build successful operations at international locations. Ineffective cross-cultural collaboration and communication in international teams have caused many global projects to under-perform and fail to reach desired outcomes. Luckily there are quite a number of tools and team interventions available by now to improve results in these areas. Today I am sharing an exercise with materials, which you can use to conduct a cross-cultural exercise with teams or groups of people.

This particular team exercise was developed in such a way that it could be used in many different ways and configurations. For example: you can use a simplified version of this as an ice-breaker during a team-building program or you can use it as a 2 hour-exercise in a full day training program on related topics.

In essence the objectives of using this exercise with teams or groups of people are:

  • To increase cross cultural understanding and awareness by providing experiences and discussions for team exercise participants
  • To prepare someone to enter or engage with another culture – such as those who will start to work with another culture, whereas the person/team previously worked mainly with homogeneous teams (you could make up a small group of people who are selected to receive cross cultural awareness training).
  • To help multi-cultural teams pay more attention to cultural differences which could make it hard to communicate and collaborate effectively.
  • To help team members understand where and how cross cultural communications could possibly end up with unintended outcomes.

Once you have reviewed how the exercise works, I am sure you will be able to come up with additional ways to use it with the teams/groups that you work with.

The exercise can be run with groups as small as 12 and you can also do this with groups of 30 people – should you have enough additional facilitators to support the coordination, support and debriefing portions of the exercise.

The materials needed include:

  • Culture-preparation sheets for different cultures – named after random colors (see below). These sheets are used by “foreigners” to this culture to prepare for interaction. This mimics information that one can typically find online or in books about another culture and which can be studied to prepare oneself before engaging with another culture for the first time.

manifest-culture-for-exercise

  • More comprehensive cultural sheets to help group members of a particular culture (as set up in this exercise) to understand their own culture. This means they are better able to act according to their own culture when they encounter another culture in this exercise. This material goes a bit deeper than surface-level behaviors to explain to some degree WHY this culture would do certain things and how their past beliefs and experiences have shaped them into the culture they present today.

GREEN CULTURE:

green-group-culture-exercise

RED CULTURE:

red-group-culture-exercise

BLUE CULTURE:

blue-group-culture-exercise

YELLOW CULTURE:

yellow-group-culture-exercise

  • Assignment to indicate to each cultural group what they are hoping to accomplish in the upcoming interaction/negotiation meeting with some members of another culture.

culture-exercise-instructions-1

culture-exercise-instructions-2

 

How to set this up:

With groups of less than 20 people I tend to just pick two cultures and not all 4. You may of course go with more than cultures – just remember to add more time to debriefing and discussion sessions after the exercise. Make sure that each cultural group has at least 6 members so that it is easy to divide into 2 cultural delegations of no less than 3 members. For example: If you have a group of 20. Split them into two cultural groups of 10 members each. Make sure each cultural group can meet uninterrupted in a dedicated space to discuss and prepare for their assignments. Imagine you pick the Red and the Blue cultures. Out of the 10 members of the Red culture, 5 will (after preparation) meet with 5 members (which is half of the members of the Blue culture) to work on their assignment. And the other 5 members of the Red culture will meet with the remaining 5 members of the Blue culture. You will have two intercultural meetings taking place between Red and Blue delegations with two different assignments. The Color name called out in the assignment information above refer to the traveling delegation. So in the case of Red and Blue – the delegation from the Red Culture traveling to meet at the Blue culture location will work on the assignment called “Red” and the delegation from the Blue culture that will travel to meet with the Red culture will prepare for the “Blue” assignment. Those remaining at the location to host the traveling delegation will prepare for the discussion that the other cultural team will want to have. (see graphic below for further illustration).

assignment-culture-exercise-example

Before starting the exercise I typically share some slides and have an overview discussion on the topic of how cultural differences can be viewed. There are quite a few models and slides posted online to help you with this part. (see two links below)

Cultural Differences links:

Trompenaar

Cultural Model

Use a basic framework of looking at cultures to set up the exercise portion, which comes next.

Share with the group: We will divide you into different cultures and we will provide materials to help you understand your own culture as well as other cultures that you may need to interact with. Each culture will gather in a different place to prepare for the assignments. When the preparation is done, each cultural group will divide into two parties. One party will “travel to” meet with a delegation from the other culture at their location while a delegation from their culture will “travel to” meet with the remainder of your cultural group at your own location. You will decide in your group who will go to the other location and who will host the visiting delegation at your own location.

  1. Divide the large group into an equal number of smaller cultural groups. (choose to work with two cultures or four cultures in each case pairing two specific cultures) Each culture group should have at least 6 members as they will need to select two small delegations to meet with one other culture. A delegation should have no less than 3 members.
  2. Having separated the different cultural groups (from the exercise) into different areas/corners in the large room or into separate breakout rooms, you hand out the comprehensive cultural sheets to each individual in a particular culture. Do not share this with other cultures. Only members of the group that represent for example the “Red” culture get to read the comprehensive sheet for the Red culture. Allow about 5 minutes for them to read through it.
  3. Now hand out the Culture sheet showing all of the cultures in summary form. Each member of each cultural group gets this handout. At the same time you verbally share with each culture what their assignments are in meeting with a delegation from the other culture. (see assignments above). They know which culture will interact with them. Give each cultural group about 15 minutes to study their assignments and what is shown on the Culture preparation sheets for all cultures vs their own culture in order to prepare how to approach interactions with them.
  4. Half of the first cultural group will “travel” to have a meeting with half of the second culture. Half of the second cultural group will travel to meet with the remainder of the first culture to engage in the assignment. Allow 15 minutes for delegations to engage and execute their assignments with the other culture.
  5. After 15 minutes ask everyone to come back to the large meeting room for a discussion and debriefing session on the exercise.
  6. Cultural group members sit together (both delegations) and discuss the following questions before reporting to the big group:
    1. In what ways did we encounter unexpected behaviors?
    2. How did their way of interacting make it harder for us to succeed?
    3. What would we do differently on this same assignment now that we have experienced the two interactions with the other culture?
  7. Each of the culture groups reports back on those questions to the larger group.
  8. In large group debrief further on learnings from the exercise and how team members may approach some team aspects differently when they are interacting with someone from a different culture then their own? Do they have tips and advice for others who have to regularly communicate or collaborate with those from other cultures?
  9. Bonus debrief points – if you have the time. How did the way women were perceived make a difference in the exercise? Do you think that it mattered whether the delegates were from a different generation? How would you advise others on how to take additional aspects into consideration when it comes to cross cultural communication and collaboration?
  10. Consider an add-on exercise where each participant is asked to jot down the areas where he/she may have had the most difficulty, questions or had the most insights during this exercise. Is there an area that he/she would like to explore further to improve own understanding or skills? This should be captured in the Personal Development Plan of each participant.

Tips

  • Do remember to mention stereotyping and how that can cause hurt feelings and misunderstandings. Avoid doing this trap while facilitating the exercise.
  • Be aware of showing any “funny” videos or clips that depict how cultures misunderstand each other. They are often based on stereotypes and can easily cause upsets. Humor is not universally interpreted in the same way by those from different cultures.
  • Define that in this case (Exercise) culture refers to national cultures, but clarify that there are several subcultures, which can also make collaboration and communication tough. i.e. operations and sales.
  • I recommend that you share the iceberg model, which helps teams appreciate the vast amount of cultural data which is not visible, but which can lead to misunderstandings and misinterpretations with others.

Some explanations:

Workshare – means that more than one office is working on the project. There is typically one office which is in the lead while other offices collaborate on the project. They all have to follow the same project protocols in order to avoid confusion and differences in end results produced.

Existing Team Renewal Exercise – the journey


journey

Existing teams often go through phases of renewal, which requires that new team members and existing members come together to create a new or changed vision and way forward. Elements that can hold the new team back include existing members holding on to the past too strongly and new members not understanding why some things are done in a certain way within the team. Lacking the background and context of the past and a shared vision for the future the team could easily remain divided between the “new comers” and the “old timers” who know everything.

Shared Resource Exercise for renewal of Existing Teams

This exercise has two parts and helps to make the past easier to understand especially in terms of how it may have shaped the current belief system of existing team members – i.e. what they believe works and what does not work. The second part of the exercise helps new teams map out the new way forward together, which helps all team members be a part of what they plan to achieve and do going forward.

Tips/Comments:

  • This exercise does not replace any classic team chartering activities i.e. crafting a new or changed purpose statement, or reviewing/creating new roles and responsibilities going forward or agreeing on key team performance indicators. This exercise forms more of a bridge towards renewing the team and its activities and path forward. This exercise can best be followed by some more classic team chartering activities and exercises.
  • Monitor the communication process closely during the first part of the exercise: the sharing that happens has to remain constructive vs existing team members slipping into defensive behavior and/or new team members being overly critical of the lessons learned from the past.
  • This exercise has also sometimes been used as an ice-breaker to start off a one- or two-day team-building activity. It would be good to schedule this just before a natural break to allow team members to spend unstructured social time together as an aftermath of this exercise.

Leadership and Trust : Training slides


trust4

Trustworthiness is the undisputed main characteristic that we look for in a leader and frankly also in any other person we encounter on a daily basis.  Trust is a topic that is often discussed in a business context after employee satisfaction or engagement survey results are known in organizations. The topic also often comes up when leadership training or development is considered.

Trust and Leadership resource link

The resource that I am sharing here can be used in a few ways:

  • As a quick exercise (about 20 to 30 minutes) with meeting participants where Trust and Leadership is the topic of conversation or discussion. For example: in a meeting to discuss a recent employee survey where trust came up as an area to be addressed.
  • As a sub-section within a leadership training course where Trust and Leadership is an aspect of the course.
  • As a coaching discussion topic where it is important for someone to learn more about actions and behaviors that can contribute to being viewed as more trustworthy.

While these slides won’t teach someone all of the aspects of trust and leadership, they do provide a context for you to explore the topic and you may always choose to follow-up with more exercises or conversations about the topic in future.

(Note that the last “Slide” in the resource is not for display purposes, but for you to print out so that the small groups in the exercise have a way to capture their thoughts while going through the exercise.)

 

 

 

Organizational Strategy Framework


framework final

Setting a strategy for an organization is not a simple process mostly because of the several dependencies from various aspects within and outside of the organization. You analyze the data you can find and then you set your target on where you want to move towards to grow the company, improve your profitability, increase effectiveness or move closer to your vision for the organization. The resource I am sharing can help you align some of the most important internal (to the organization) aspects with your strategy to improve your chances of successfully executing on the strategy.

Most organizations can navigate through the process of setting a strategy and many of them find that execution and implementation of the strategy is the hardest part. I believe this is mostly because they may not have paid enough attention to the various internal aspects that would impact how well the changes (in focus or direction) as required by the strategy, is accepted and implemented in the organization.

Organizational Strategy Framework link

The framework helps you by being a type of checklist to review how you need to engage, involve, inform and consider various internal aspects in terms of your strategy to ensure that every aspect reinforces and helps you move towards implementation of your strategy. There is a question or questions behind each of these areas that you should answer in order to know what to do, change or put in place in order to achieve alignment with the strategy.

The areas to ensure alignment are:

  1. Company values and culture
  2. Leadership (behavior and mindset)
  3. Workforce capability
  4. Organization structure
  5. Organization processes
  6. Systems (Automation)
  7. Performance Management and Metrics

The sequence would always be to first select a strategy you would like to pursue with the organization and then use this resource to plan the implementation portion of the activity.

Setting strategies is often an iterative process as changes from inside or outside of companies require an adjustment in approach. Remember to check the impact of further changes on the same checklist (see above) to ensure you maintain the strategy alignment.

 

 

 

Preparing Managers to participate in a Staff Reduction process


 

1453990358937

It is a critical activity to perform correctly: staff reduction, mass employee lay-offs or a reduction in force. This is the situation where employees are laid off based on a declining workload or business instead of for non-performance reasons etc. Not executing this activity correctly can expose the company to many liabilities and potentially law suits. There are several steps to take in this process and in most countries there are specific requirements which may include employee and/or union consultation and involvement and some steps could also be subject to approvals by governmental organizations. In many countries there are very specific justifications that a company has to be able to provide to show that the process of selecting who to lay off was fair and equitable and that no discrimination took place.

When your staff reduction process calls for a manager or supervisor to conduct the employee notification meeting, this set of slides may be helpful as you seek to orient them to the principles involved, the process to follow and also to raise awareness of the human impact of such a lay-off process. Without proper preparation of the managers/supervisors before the notification meetings they are very likely to make incorrect statements or to forget to make important statements or they may act in ways that could be interpreted as discriminatory. The resource that I share will help you minimize that risk as you first orient managers/supervisors in a group and then have each manager/supervisor work with his/her HR Representative to practice how to conduct the notification meeting correctly during the staff reduction process.

Orientation for Managers to conduct Employee Notification meetings link.

Remember:

  • It is not only the impacted employees who are going to have an emotional reaction to the staff reduction, employees intended to remain at the company may be losing valued friendly connections with peers – even friendships. Be sure to reassure those whom you intend to stay with the company to stop them from looking around for other jobs during the uncertainty that is created in the workforce when a reduction in staff is planned or in progress.
  • It is very important to plan the notification meetings to take place very fast. The shorter the time of uncertainty and people waiting to be called in for a meeting, the better your chances of restoring the morale of the remaining employees and avoid retention risks.
  • During times like these is when your company’s values should drive decision-making and how you talk to employees. Your branding messages can claim honorable conduct and make promises of fair treatment, but it is during staff reductions that you get to prove that you meant it. Employees will remember how you conducted the staff reduction more than they will remember what is written on your posters about company values.
  • (HR/Office Manager) Remember also to check in with the managers and supervisors who conducted the notification meetings. It is tough to tell a number of people that their jobs will go away and watch them have emotional reactions to that.

The staff reduction process is tough on everyone and it is vital that you plan it and conduct it exactly according to the rules and laws of the country where the people are employed. Internally you also need to make sure your planning includes an orientation process for those managers and supervisors who have a role in the notification meetings. And most importantly, check in with those who will remain after the notification meetings are complete to ensure that your business activities can resume soon after.

 

Performance Review and Merit Increases


performance and reward processes

Performance management, salary reviews, desired behavior of leaders and employees and reward and recognition mechanisms are all very much connected and very much over-lapping with each other. Making changes to any one of these areas without considering how the other areas will be impacted would be foolish. People will always adjust their behaviors and efforts to ensure the best personal outcome for themselves. It is up to the company to ensure that these interlinking areas are in harmony with each other in order to reward and drive towards desired behavior and outcomes.

The resource I have here ties a specific overall individual performance review score to a specific range of possible merit increases. Management demand to have a fixed and structured approach for this is easily recognized, but it is also true that more than one aspect should be factored into selecting overall increases for employees. Some additional factors could include what is the budget for increases that year? How did the company perform in the last year (overall)? What is the labor market like at that time – are some jobs in high demand and do you risk retention issues if you do NOT ensure good compensation packages that compare well to the local market?

I would caution anyone to consider unintended outcomes when attempting to standardize and establish rigid structures for considering individual performance and linking that in a fixed way to increase percentages. Be careful what you specify and indirectly require from managers and employees. Your intentions may be good: to reward your best performers for their contributions and to ensure those with lesser performance improve or leave the company. You may end up with people for example not sharing information or not collaborating with others if doing so could hurt their own income potential.

One approach to tying the performance review process directly to the merit increase process is attached here. This example does not take into account some of the considerations highlighted above when it comes to selecting the actual increase percentage and I chose to share this resource anyway, because it does happen that HR is asked for a process like the attached on a regular basis and I want to make an example available to you if you find yourself in that situation. I do suggest you consider ways to incorporate the other aspects as outlined above when you finalize your proposal to implement a more structured approach to tie performance management to compensation review.

Performance Review process linked to Merit Increases resource link.

My main advice is to think it through carefully to ensure your good intentions have the best chance of being reinforced by your performance management and salary (or compensation) review processes. And I would also add that you should remain flexible in working with your documented process. Be ready and willing to adjust and update it as you gather input about how successful your process is in driving desired outcomes – results and behavior that you and the executives would like to see in your pool of employees.