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MBB / BB / GB Compensation Retention

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  • #32926

    Ashman
    Member

    Hi there, fellow Sigmonites
    I have been tasked with producing a Compensation & Retention policy for GB/BB & MBB’s, and I was wondering, if your organisation already has such a policy, and if so, would you be will to share this information ?
    If your organisation, has no such policy, what are your thoughts, on this matter?
    Steve

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    #88469

    Fontanilla
    Participant

    Steve,
    Since your company does not have a policy, now may be an opportune time to listen to your 6S employees in addition to finding out what others are doing.  Towards this end, you might consider capturing the Voice of the Employee for GB/BB/MBBs, if you don’t already have it.
    I suspect that six sigma professionals’ needs are the same as those of all professionals; however, the priority they place on their needs may be different.  I also suspect that 6Sers, like most professionals, value non-compensation things over $$–for example, an oganization that is committed to 6S and that provides resources to get the job done. Compensation is an Expected need or in Kano terms a Dissatisfier if expectations are not met.
    Thus if your company really wants to retain good associates, then you may want to use the VOE as the basis for understanding how to best retain them. You could then use QFD to identify performance metrics and initiatives, including policies.
    Since many companies only have a handful of 6S pros, you could use the VOE for all of your professional associates along with the priorities that 6S pros place on individual needs to drive the QFD.
    If the VOE is not available for your company and there’s no time, money, interest to develop one, then at a minimum, listen to your 6S professionals.  You might even collectively develop your own VOE/QFD.
    Dan

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    #88470

    Adam L Bowden
    Participant

    Hi Steve,
    …. need some industry standard data – e-mail me and I’ll forward what I have.
    Best regards,
    Adam
    [email protected]

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    #88482

    DColvin
    Participant

    My company (Aerospace) pays a Black Belt the same amount that they were making before they began the position.  Experience, education, and performance are not considered.  We have Black Belts earning anywhere from the mid $40’s to the upper $80’s.  The dollars saved or processes improved are not taken into consideration.  Needless to say the turnover at my company is extremely high and this is NOT a method I recommend.

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    #88484

    Adam L Bowden
    Participant

    Hi D Colvin,
    So do you work for Allied/Honeywell like I used to as your text sounds very familiar ?
    Regards,
    Adam
     

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    #88485

    DColvin
    Participant

    Bombardier Aerospace
    We can only hope that things begin to change….

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    #88486

    Adam L Bowden
    Participant

    Hi D,
    I understand….  a couple of friends of mine (ex Allied/Hon) used to work for Bombardier and have since moved on due to “politics  & BS” that was going on.
    I’m now working in the Finance/Transactional world and it is a really great culture !
    Regards,
    Adam

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    #88500

    howe
    Participant

    Hi Steve,
    As I know, there are couple companies who have some special offers to Six Sigma professional’s. But I don’t have such kind of the experience so what I say here is just for your reference, below are some information which are only offered to BB and above.
    1. Accomplishment bonus: reach the annual plan or target for projects implementation, evaluated by the savings in $, but no relationship w/ savings amount, that means, reach your goal, you get the bonus. Yearly.
    2. Performance bonus: additonal to whole organization performance bonus, if six sigma department (if available) don’t miss any target, like # of people trained, # of people certified, # of projects completed and # of $ savings recognized, etc., they will get this awards. Yearly or half-yearly.
    3. Special management awards: based on a significant impact project contribution (like customer project for growth to gain a certain amount orders), six sigma experts could be awarded, it’s depends on the deliverables and company policy, could be quarterly or half-yearly.
    4. Special project awards: there are various recognitions and rewards for this category, probably certain check, probably tourist ticket, probably a family dinner, etc., the evidence is project implementation (like # of projects you’ve mentored, $ savings of projects under your mentoring, a best practice project you lead to completion, etc.).
    I’m not quite sure if these information could help you, but depends on the whole company mentality and maturity on six sigma. I’m afriad of that a new organization could offer these additional benefit before they see any results from six sigma team.
    Regards,
    Mike

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    #88510

    Ashman
    Member

    Mike,
    Thanks for your thoughts, they are much appreciated.
    Best Regards
    Steve

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    #88511

    howe
    Participant

    Steve,
    More I would like add. Some companies (not much), they assess the six sigma contribution by $ savings per year devided by Head Counts of six sigma full time persons, and they apply the additional compensation in salary and update yearly. Also some company pay the management awards by grant “Stock Option”. This is also a good process for people retention.
    Also talking about retention, I was told that GE keeps six sigma people to let them move to funcational head after 2-3 year. Not sure if it’s true.
    Regards,
    Mike

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    #88578

    Alexis Diomampo
    Participant

    Steve,
    You can do the following:
    1.  Modify your Yearly Employee Performance Review form and add Six Sigma pratice as an additional criteria.  It serves as bonus points on top of the overall score.
    2.  Develop awards like plaques, certificates, etc. for Best BB/GB, Best BB/GB projects.  Such awards includes monetary  rewards. 
    3.  Make a Six Sigma Hall of Fame in one of your corridors to boost the practicioners self-esteem.
    4.  Reconize achievements by  inclusion into company newletters and the like.
    Hope this could help you.
    Alexis

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    #88607

    gg
    Participant

    As an ex-Motorola employee and regarded internally as a Six Sigma expert, this did still not me being “riffed” last year.  I believe that is the correct US term for being made redundant.  However …
    Some Motorola groups (not ours, as we got a glass and marble plaque which disasembled in transit, clearly not DfSS!), were paying percenatge of full salry as a tax free bonus.  GB – 5%, BB – 15%, MBB – 35%.  These were incremental so if your slary was 10000 pa and you gained GB you got 500.  Then when you qualified as a BB you got 1000 not 1500.  Similarly for MBB.  Of course salaries would rise through time and figures would be adjsuted accordingly.
    Please note that to gain qualifications at Motorola was (18 months ago) GB 12-15 days training plus 3 projects over 12 months; BB 25-30 days training plus 5 projects over 2-3 years;  MBB 5 years experinece as a BB plus mentored 8 BBs.  I did hear that Motorola were going to ‘water down’ the requirements to be more competitive with GE, Allied, etc.  I ceratinly hope that this does not happen as I still have great pride in my Motorola Six Sigma qualifications and plaque.
    The different groups at Motorola could not agree on a bonus and retention policy.  Each group had their own policies so it was very fragmented, you could even say it was random variable!
    More importantly why pay bonuses at all?  They destroy a continual improvement culture and create dissatisfaction amongst the employees.  Read Alfie Kohn ‘Punish by Reward’ for more information.  Instaed work on improving the system and make your workplace one to be proud of where all employees want to excel.

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