5 Responses

1. Tell us more ?
   .. about what outcome(s) you would like? It also seems to me that being ‘fair’ when they have differing r&r’s could be tricky.

2. ask them
   Sally
   Why not ask them individually what would incentivise them, for some it might be time off for others an opportunity to do something new at work.
   Then you can set each their own objective linked to their incentive, that gets the “motivation” going without creating potentially devisive “competition”…it could even start mutual support rather than tension.
   Rus

3. Incentives
   Sally
   I agree with Rus – ask them. I am a bit sceptical about incentives, get it even slightly wrong and you can often have the opposite effect.
   I my experience, given the right environment most trainers are pretty self motivated. If there is any lack of motivation, spark or drive, then maybe it is the management, the culture or other organisational ‘irritants’ that are the problem. One of the best incentives is to find out what the problems or blocks are and get them out of the way.
   A bit of competition can be healthy but you may also want to think about rewarding collaboration or good organisational citizenship. Sharing resources, helping each other out etc. is often more productive for the business. It is best to compete with competitors and collaborate with colleagues.
   Graham

4. Warning…
   Hi Sally,

   I’m afraid I don’t have anything to add to the excellent suggestions already made, but can provide a warning story. A while ago when I was researching evaluation I came across the following which illustrates how you can train to an evaluation form.

   If anyone suggests that trainers could be incentivised via evaluation forms it shows what damage can be done!

   http://www.karinrex.com/tc_evals.html

   Best of luck, I hope whatever you decide on works well, and if it does please let us know!
   Nikki

5. Team Incentive
   Rather than competitiveness what about creating a trainers network forum within the business unit where the group meet and discus learning and development challenges. To support this further the first activity may be to develop operating principles for the group. This action may develop a sense of ownership to the role of trainers rather than creating competitivness. Sessions following this may be focused on action learning group principles where individual trainers bring along a learning challenge specific to there individual roles, at worst the group will at least get an appreciation of each others role within the organisation.