Outcome-based incentives may backfire when you use them on “new” behaviors.
Often we have a new system we want people to use. We have a new product we want people to sell. We have a new process we want people to adopt. And just as often we put an incentive in place to get people to do those “new” behaviors faster. Why not? We want them to jump in and try it and we reward them for doing so.
But… if we only measure and reward successful outcomes –we may be leaving a lot of motivation on the table and actually hurt our efforts to change behavior.
Read the whole post over at Paul Hebert’s I-2-I (an FOT contributor blog)
Paul Hebert is Vice President of Individual Performance Strategy at Creative Group Inc, writer, speaker and consultant. Paul focuses on influencing behaviors and driving business results through employees, channel partners and consumers. He is dedicated to creating true emotional connections often overlooked in our automated, tech-enabled world. Using proven motivational theory, behavioral economics and social psychology he has driven extraordinary company performance for his clients. Paul is widely considered an expert on motivation, incentives, and engagement.