“The Bovino Gainsharing system has consistently exceeded my expectations in real performance improvement” Click here to read more “Our employees are earning 15 to 25 percent Gainsharing pay each month, based on real performance improvement” Click here to read more “The Bovino Gainsharing model has been implemented in four of our plants. We will implement it in all future acquisitions.” Click here to read more “Without the huge employee productivity and material usage improvements from the Bovino Consulting Group’s Gainsharing Plan we would not be surviving the 2009 recession.” Click here to read more “Vince Bovino delivered a powerful and easy to understand Gainsharing Executive Workshop. I guarantee you will not fall asleep.” Click here to read more “For years we have been measuring too many things and some wrong things. The Bovino Gainsharing model forced us to measure and reward the right things…” Click here to read more “The Gainsharing process by Bovino Consulting changed our employees’ behavior…we couldn’t do it ourselves.” Click here to read more “Your guidance and dedication has been invaluable…I can assure you that we will again be turning to you for assistance.” Click here to read more “The first year of our Gainsharing Plan has gone very well. Total saving have been $3,272,675…” Click here to read more “The consultant (with Bovino Consulting Group) who did all the statistical and analytical work to develop and validate the pay model is second to none….he is super accurate and very fast...” Click here to read more “We have interviewed other Gainsharing consulting firms and none, yes no one, come close to the knowledge, drive and passion seen in Bovino Consulting.” Click here to read more

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Ask Vince
Bovino Consulting Group
1250 Ironwood Drive - Suite 334 | Coeur d'Alene, ID 83814
Phone: (208) 765-3344 - Fax: (208) 664-6237
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  • Pyr_1Reward

    The Reward System is the high–octane fuel that drives operating performance to new levels.

    Bovino Consulting has proven, time–after–time, that well–designed variable pay incentive systems tied to performance factors that employees can influence are, infact, motivational and will change employee behavior and produce positive business results.

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  • Pyr_2Performance

    A comprehensive performance information feedback system to employees is the life blood of any improvement iniative.

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  • Pyr_3Performance
    Improvement System

    Nothing succeeds like the power of focused Performance Improvement Teams.

    The heart of the Gainsharing process is a well–defined structure to capture, evaluate and implement employees' ideas for improvement. This structure is the powerful engine that drives your organization's improvements.

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  • Pyr_4Line-of-Sight
    Performance Targets
  • Pyr_5Key Performance Indicators

    Key Performance Indicators (KPIs) are the common, critical, "macro", organization-wide performance measures that drive business success. They measure the results of the overall organization and are the basis for the reward system.

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  • Pyr_6Plan Design Features

    This is the structure of your plan. They are the administrative aspects of your plan. These features describe every detail of your plan. There are 25
    ( + or – ) Plan Features that must be addressed to ensure a comprehensive, well thought out plan.

    Your plan is the rock-solid foundation of your improvement iniative.

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  • Employees Must Know What They Can do in Their
    Work Area to Influence the KPIs and Their
    Financial Wellbeing

Line-of-Sight Performance Targets (LSTs) must be designed around performance measures in a work area that are critical to the success of the business. LSTs measure the processes and results of a team or department. They provide employees with visual performance goals and visual performance feedback on a daily or weekly basis


Most teams or departments typically have two to five LSTs.    Well designed LSTs (if measured daily or weekly) are often good predictors of the organization’s month-end KPI results. LSTs are designed to support the achievement of the Key Performance Indicators (KPIs).  It is important that the LSTs support the achievement of the macro, organization-wide KPIs.  As employees in a work area improve the performance of their LSTs they see and understand how their performance has a direct influence on the organization-wide KPIs and their Gainsharing pay.
The improvement of the LSTs in a team or department is not directly rewarded with Gainsharing pay.  Remember, KPIs are the only performance measures that are rewarded as they measure the organization-wide performance.