Staff Incentive Quotes

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Just like married couples, companies can fall into the dissonance trap if they think they’re sending employees one message but those employees hear something very different. CEOs who think their firms are great places to work often are stunned when I tell them their staffs find these companies stifling, unrewarding, unfriendly, or just plain awful. This is a bad situation because it’s an open loop: There’s no feedback to correct the dissonance, so it grows worse over time. The CEO typically grows bitter, decides that “these people are underproductive whiners,” and implements punitive changes that make matters worse. The employees, in turn, grow even more annoyed or angry. Left uncorrected, this can lead to the worst-case scenario of a CEO giving people the least possible incentive to keep them working and those people doing the least they can to just hold onto their jobs, a situation that can bring a company to its knees.
Mark Goulston (Just Listen: Discover the Secret to Getting Through to Absolutely Anyone)
In any case, it is not as if the ‘light’ inspection is in any sense preferable for staff than the heavy one. The inspectors are in the college for the same amount of time as they were under the old system. The fact that there are fewer of them does nothing to alleviate the stress of the inspection, which has far more to do with the extra bureaucratic window-dressing one has to do in anticipation of a possible observation than it has to do with any actual observation itself. The inspection, that is to say, corresponds precisely to Foucault’s account of the virtual nature of surveillance in Discipline And Punish. Foucault famously observes there that there is no need for the place of surveillance to actually be occupied. The effect of not knowing whether you will be observed or not produces an introjection of the surveillance apparatus. You constantly act as if you are always about to be observed. Yet, in the case of school and university inspections, what you will be graded on is not primarily your abilities as a teacher so much as your diligence as a bureaucrat. There are other bizarre effects. Since OFSTED is now observing the college’s self-assessment systems, there is an implicit incentive for the college to grade itself and its teaching lower than it actually deserves. The result is a kind of postmodern capitalist version of Maoist confessionalism, in which workers are required to engage in constant symbolic self-denigration. At one point, when our line manager was extolling the virtues of the new, light inspection system, he told us that the problem with our departmental log-books was that they were not sufficiently self-critical. But don’t worry, he urged, any self-criticisms we make are purely symbolic, and will never be acted upon; as if performing self-flagellation as part of a purely formal exercise in cynical bureaucratic compliance were any less demoralizing.
Mark Fisher (Capitalist Realism: Is There No Alternative?)
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FOCUSING TOO MUCH ON THE NUMBERS In the second example, I managed the team to a set of numbers that did not fully capture what I wanted. I wanted a great product that customers would love with high quality and on time—in that order. Unfortunately, the metrics that I set did not capture those priorities. At a basic level, metrics are incentives. By measuring quality, features, and schedule and discussing them at every staff meeting, my people focused intensely on those metrics to the exclusion of other goals. The metrics did not describe the real goals and I distracted the team as a result. Interestingly, I see this same problem play out in many consumer Internet startups. I often see teams that maniacally focus on their metrics around customer acquisition and retention. This usually works well for customer acquisition, but not so well for retention. Why? For many products, metrics often describe the customer acquisition goal in enough detail to provide sufficient management guidance. In contrast, the metrics for customer retention do not provide enough color to be a complete management tool. As a result, many young companies overemphasize retention metrics and do not spend enough time going deep enough on the actual user experience. This generally results in a frantic numbers chase that does not end in a great product. It’s important to supplement a great product vision with a strong discipline around the metrics, but if you substitute metrics for product vision, you will not get what you want.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
I managed the team to a set of numbers that did not fully capture what I wanted. I wanted a great product that customers would love with high quality and on time—in that order. Unfortunately, the metrics that I set did not capture those priorities. At a basic level, metrics are incentives. By measuring quality, features, and schedule and discussing them at every staff meeting, my people focused intensely on those metrics to the exclusion of other goals. The metrics did not describe the real goals and I distracted the team as a result.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
shifting demand patterns that have so often provoked or worsened economic cycles and crises in capitalism. Inventors and innovators in a WSDE-based economic system would, like their counterparts in capitalist systems, face problems to solve and incentives to realize the production of new goods or services. Funds would have to be secured (from public agencies provided with surplus allocations from existing WSDEs and/or from private sources that could include individuals and other WSDEs) when the inventors and innovators did not have sufficient funds of their own. Workers would have to be gathered who would leave existing employments to help start and staff the new WSDE. Similarly, incentives would have to be established, such as tax considerations, temporarily higher personal incomes for the worker/directors in successful new WSDEs, social recognition and rewards, and so on. Interestingly, the WSDE-based system would not need a patent system (nor suffer its constraint on other people’s use of new inventions), since it could provide alternative incentives for innovation just as it
Richard D. Wolff (Democracy at Work: A Cure for Capitalism)
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Top Retention Marketing Strategies for Clinics to Boost Patient Loyalty Retention of patients is just as important as the acquisition of a new one, particularly for a clinic that aims for long-term success. As the competition in healthcare becomes tougher, clinics have to definitely engage in retention marketing that would really build patient trust and loyalty. This article looks into some actionable strategies that clinics could make use of enhanced with tools such as loyalty programs, referral systems, and automated follow-ups into their patient engagement strategies toward building long-term relationships. Why Retention Marketing is Critical for Clinics Retention marketing aims to build strong relationships with the current patients and encourage them to return for every service, needing not to go anywhere outside for competitors. Unlike acquisition, retention is cost-effective and gives a better return since it hardly requires huge effort and cost. Studies reveal that most repeat patients are easier to convert, and they also tend to spend more as years go by. For clinics, patient retention guarantees: a steady flow of income. satisfaction rates that improve because of personalized service. positive word-of-mouth referrals that bring new patients automatically. How to Improve Patient Retention in Clinics with Practical Tools Different clinics can make a patient feel special and improve retention by using different ways and methods. Here is how: Trust and benefits through loyalty programs for clinics A loyalty program is an excellent way of encouraging repeat visits and helping in keeping the patients engaged over the longer term. It does entice the patient to connect with your clinic in a much more tangible sense. Point-Based System: Earn Points Every Visit or Service: redeemable for discounts for future treatments. Exclusive Offering: Members Benefit: Exclusive Priority Booking or Free Health Check-up. Tiered Programs: More Levels, More Rewards Offer different levels of engagement with increasing rewards to motivate retention. Such programs should therefore be simple to understand and available on easy-to-use platforms such as a mobile app or via a patient portal. Referral Systems: Harnessing Patient Advocacy Satisfied patients advocate best for your clinic. A referral program naturally helps them tell friends and family about your clinic, thus converting the most powerful source of marketing into incentive-driven word-of-mouth. Discount: Offer discounts for both referring and referred patients. Recognition Celebrate the most referring patients with personal thank-you notes or gifts. Progress Tracking: CRM tools should be used to monitor referral activity for eventual reward. Referral systems not only bring new patients to the practice but also assure already existing patients because this is a way of telling them that their efforts are appreciated. Top Loyalty Programs for Healthcare Clinics: Proven Models The incorporation of loyalty programs is not a silver-bullet solution; instead, design them to specific needs of both clinic and patient demographics. Membership Plans: Offer bundled sessions with annual membership at discounted rates. Health Tracking Rewards: This would involve encouraging patients to enroll in wellness programs, rewarding them for achieving certain milestones like losing weight or better blood pressure levels. Event Access: This could mean hosting health workshops or webinars exclusive to the members of the loyalty program. Such initiatives better patient experience and make your clinic the hospital of choice for continued care. Automated Follow-Ups: Staying Connected with Patients Retaining marketing is a new thing because there comes the automation. Scheduling the appointment confirms such follow-ups, reminders, and personalized messages that usually help the clinic in reaching out to patients continuously without occupying staff.
Sajida Parveen
The nature of project work is that whatever it is you’re about to build, the early conceptual phases are crucial. But this kind of conceptual work can’t be done with a crowd of people. A staff of no more than six might make perfect sense while the first-cut design decisions are made. Burdening the project with an extra fifty people at this stage will only make the work go slower. Or worse: With that many people on your budget, your every incentive as manager is to find something (anything!) for them to do. All your available choices here are bad. Anything you assign that many people to do locks you into conceptual decisions that haven’t yet been thought out. You’re forced to partition the whole—this kind of partitioning is the essence of design—along lines that are dictated by personnel-loading considerations rather than design considerations. The result is sure to be a mediocre or poor design, something that will encumber the project from this point on.
Tom DeMarco (Slack: Getting Past Burnout, Busywork, and the Myth of Total Efficiency)
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