Is Your Profit Sharing Plan Really a BINO (a Bonus in Name Only)?

Jack Stack – the founder/CEO of SRC Holdings, author of The Great Game of Business, and considered by many to be the father of open-book management – has this to say about discretionary profit sharing plans (from the Inc. article The Problem with Profit Sharing). Note that bold emphasis mine:

By profit sharing, I mean the practice of taking a percentage of a company’s profits, putting it into a pool, and disbursing it to the company’s employees, usually sometime after the close of the year. Understand, I’m not saying that this is a bad thing to do, just that the benefits of doing it are limited. For openers, the recipients seldom know exactly how they helped generate the profits, beyond just doing their jobs. No doubt, they enjoy getting the money. They may even be grateful for it. But they aren’t likely to think or act differently because of it or to be greatly motivated by it.

What’s more, if they keep getting it, they will eventually come to expect it, depend on it. If they don’t know what they’ve done to deserve the extra money, they will begin to view it as part of their regular compensation — that is, as an entitlement program. At that point, the profit-sharing check is a bonus in name only, no matter how much the amount may vary from year to year. Meanwhile, you’re getting results that are the opposite of what you’re paying for. You’re promoting the same attitudes you had hoped to change by moving to variable pay in the first place.

Many thanks to Mr. Stack, not only for the variable pay wisdom, but for coining a useful new term.

Has your profit sharing plan become a BINO?

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Ann Bares will talk about A Look at How We Reward the Work of  Today — and Tomorrow at TLNT’s Transform conference in Austin, TX Feb. 26-28, 2012. Click here for more information on attending this event. 

This was originally published on Ann Bares’ Compensation Force blog.

Ann Bares is the Managing Partner of Altura Consulting Group. She has over 20 years of experience consulting in compensation and performance management and has worked with a variety of organizations in auditing, designing and implementing executive compensation plans, base salary structures, variable and incentive compensation programs, sales compensation programs, and performance management systems.

Her clients have included public and privately held businesses, both for-profit and not-for-profit organizations, early stage entrepreneurial organizations and larger established companies. Ann also teaches at the University of Minnesota and Concordia University.

Contact her at


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