In 2008, Kimberly-Clark changed the way it evaluates and rewards employees:
...away from backward-looking, once-a-year reviews framed largely as compliance requirements—a paper trail for potential job cuts and salary decisions—to a process that is real-time, continuous and focused on helping people meet ambitious goals, or move out of the company faster.
Turnover increased to 10% annually, and stock price doubled.
Holding workers close through good times and bad is “not sustainable” any more, said Liz Gottung, the company’s human-resources chief. “If you look at when we started implementing the big pieces of the company’s people strategy, when you map that to our stock price and our business results, you can see the clear correlation.”
Incentive pay will encourage low performers to leave, and good performers to stay.