Rolf Baarda (1957) is directeur van Bureau Baarda (www.bureaubaarda.nl), dat bij opdrachtgevers vernieuwende concepten voor belonings- en talentmanagement implementeert.Meer over Rolf Baarda
The Baarda Model
A framework for employee reward managementE-book Epub met watermerkbeveiliging Engels 2021 9789493202092
Nowadays, job positions are not as clearly defined as they used to be. Increasingly, work is carried out in varying roles where the only constant is the employee – but even he or she has to keep growing and adapting. Our current systems of remuneration are the one thing that has not been moving along.
Not only are they unable to keep pace with the dynamics of modern business but they are time consuming and expensive. If you want to abandon them, however, you first have to change the basis for your employees’ salaries. That basis is no longer the job position, but the added value that the individual employee contributes.
'The Baarda Model' shows you how to reward your employees’ added value with a transparent system of assessment. Rolf Baarda has developed a model which allows employees to gain an insight into their problem-solving capacity and shows them how to take it to the next level.
The model describes eight roles that set out who deals with the most difficult problems, who deals with the less challenging ones and who takes on the simplest issues. It not only helps employees develop themselves, but it also increases their engagement and motivation – and happy employees mean happy customers!
This book was written for HR managers and other executives who want to reward their employees in a decent and transparent way and thus increase their job commitment.
Rolf Baarda is chef de mission of Bureau Baarda, innovators in remuneration management. He has more than 25 years’ experience as a consultant and he applied his expertise to devise the Baarda Model, a unique system that precisely maps out employees’ added value.
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1 What is agile remuneration? 10
1.1 Good and bad remuneration systems don’t exist 14
1.2 Objectivity is an illusion 15
1.3 Does more pay make you happier? 17
1.4 Fixed and variable remuneration 18
1.5 Sense of fairness plays an important role 20
1.6 Cools’ atom 24
1.7 The structure of this book 25
2 Added value, a new basis for remuneration 28
2.1 The value of an employee expressed in money 29
2.2 Measure problem-solving capacity 33
3 Performance enhancing instruments 52
3.1 How variable remuneration works 53
3.2 How do you design an effective bonus system? 64
3.3 The right balance 66
4 A fair remuneration package 68
4.1 The organisational culture legitimises the system of remuneration 69
4.2 Apollo: pay the position, not the person 72
4.3 Athena: rewarding the team 76
4.4 Dionysus: rewarding the individual 81
4.5 Zeus: rewarding the group 83
4.6 Remuneration in the future 85
5 For which organisations is agile remuneration best? 90
5.1 Customer value and organisational structures 91
5.2 Operational excellence and the All-Rounder 95
5.3 Operational excellence and the Specialist 97
5.4 Professional services and the Professional 98
5.5 Product leadership and the Generalist 100
5.6 Summary 102
6 Transparent remuneration: the process 106
6.1 Must: designing an effective organisation 109
6.2 Can: place on the pathway 121
6.3 Willing: adding value to the organisation 136
6.4 It’s finished, that’s when it starts 138
About the author 143
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