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Description:

The behaviors of employees during change are strongly driven by how they are measured and rewarded. If an incentive program is already in place to reward employees, consider how it could be realigned to support the new desired behaviors. An incentive program that rewards employees for the way they currently work undermine other positive motivations to change to a new working way.

The same applies to performance management systems. Employees may resist implementing changes that hinder their ability to meet their current performance objectives.

For leaders, in particular, “Misalignment of the project goals and personal incentives” was cited as the primary reason for resisting change. Participants in the best practice in change management – 2016 edition acknowledge that “Incentives and metrics that did not align with promotion parameters or pay/bonus scales, may change unappealing.”

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