“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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Bovino Consulting Group
1250 Ironwood Drive - Suite 334 | Coeur d'Alene, ID 83814
Phone: (208) 765-3344 - Fax: (208) 664-6237
bcg@bovino-consulting.com
Here is a list of additional benefits of the Gainsharing process, to your organization:
  • Perfect organizational alignment is achieved.  All employees throughout the organization have a common focus … the Key Performance Indicators.  Turf issues are either eliminated or significantly minimized … employees focus on the greater good of the entire organization. 

  • Near instant business improvements … changes are definitely evident.

  • There is immediate positive impact to the “bottom line” (provided volume and sales price remain relatively constant).

  • Employees have “fire in their belly” … they think, behave and perform differently … they take greater ownership in the performance of their work area.

  • There is a sense of excitement, energy and enthusiasm from nearly all employees, including some of those who have been “left for dead.” 

  • Managers view Gainsharing as a “way of doing business” and not a program of the month … it is most definitely a culture change.

  • Employees begin to identify and care about the obvious and not so obvious areas of waste and inefficiency.

  • Employees begin to challenge nonperforming peers … when this becomes evident you know you have hit a “home run”.

  • Employees fully understand that waste, inefficiency and nonperformance have a direct impact on their individual financial well being (their Gainsharing pay) and they talk about it on a regular basis.

  • The operation is cleaner, more efficient and better organized.

  • Employees understand the source of their Gainsharing pay … they know how much each KPI contributed to the overall Gainsharing Fund and what KPIs caused reductions to the Gainsharing Fund … yes, well-designed Gainsharing plans have deductions for marginal performance.