(с которыми у меня натянутые отношения, но с которыми все же приходится сталкиваться)
If bonuses are necessary
Bonuses are about more than just business metrics. Focus on what truly matters.
It’s no surprise most companies prioritize business metrics when assessing bonuses. This isn’t the right approach. If a bonus system is essential to your company’s culture, consider the following metrics structure:
• Roadmap focus (40%): Contributions to top priorities (~60% to roadmap).
• Initiative completion (30%): Timely and quality project delivery.
• Business metrics (15%): Company financial performance.
• Product stability (15%): Keeping the product stable with minimal outages.
This way, you primarily reward engineers based on their contributions to what matters most, not just the organization’s overall financial success.
If you don’t have clearly defined metrics, your team will turn against you.
Make sure these metrics are clearly defined and communicated to avoid misunderstandings. You’ll lose your team’s trust if they interpret them differently or feel they’re inconsistently applied.
Watch out for these traps
• Don’t link engineer compensation too closely to variables they can’t control. Performance-based incentives can backfire as engineers have limited influence on product outcomes.
• Align incentives with what engineers can impact. Missing targets can result in lost motivation and talent.
• Focusing on OKRs can boost metrics but create a culture where people prioritize their products/projects at the expense of others — where everyone looks out for themselves instead of working together.
Creating the perfect compensation model for your software development team
#management
