Until recently, the corporate world considered feedback to be a formal exercise, part of an employee’s yearly performance appraisal. And such process would then make performance management and financial compensation inextricably tied. Scality was no exception. We had an individual bonus system in place tied to quarterly objectives, based on the idea that we could establish a direct correlation between an individual’s impact on the business and what he/she earns. That’s how we managed performance and compensation back in 2013 when there were only 40 of us. We were following a Management by Objective (MBO) approach, a traditional method, which.
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