Intensified global competition has underscored the importance of these linkages. Economic pressures have created many new challenges for employers in recent years; they must find new, innovative and cost-effective ways to attract, retain and motivate talented people. 

More importantly, they must better utilize or take advantage of the ideas, expertise and recommendations of people who are closest to the problems that directly affect quality, efficiency, productivity, profitability, etc.

When designing an IRR, many possibilities exist:  Monetary vs. non-monetary, and individual vs. team-based designs are important initial considerations.  Beyond these basic decisions, a multitude of options are available.  JDHA has conducted a considerable amount of research in this area and has practical experience designing and implementing IRRs that directly impact organizational goals and objectives.   

Perhaps the greatest error or mistake we find is that organizations fail to spend the time, up front, required for proper design and successful implementation.  Most companies have the best of intentions when developing these programs, yet many of them fail.  Again, we see that planning, effective management and execution are problem areas for most companies.

The ultimate goal of any IRR should be improved performance, whether it is measured in terms of productivity, efficiency, quality, satisfaction, dollars, hours, units, injuries, turnover or a multitude of other performance measures.

JDHA has the experience and expertise needed to guide clients through the many decisions and steps required to build an effective IRR that underscores organizational goals and objectives, whatever they may be.


“Link individual and team performance to organizational goals and objectives.”