We've brought together a team of educators and home care experts to answer the burning questions that you and every home care owner will ask at some point.
Gabrielle Pumpian Chief Development Officer at Cheer Home Care; 3-time home care marketer
Marissa Snook President/CEO of corecubed care marketing
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
Debbie Miller Former pharma sales rep who built a $10M home care company and founded 52 Weeks Marketing
Debbie Miller Former pharma sales rep who built a $10M home care company and founded 52 Weeks Marketing
Connor Kunz VP @Careswitch, former head of education @ Home Care Pulse, scaled a service business 7 figures in 3 years
Gregg Mazza Founded a home care agency, almost ran out of capital after two years, figured things out and scaled past $5M
Erica Horner Home care sales consultant & project manager at corecubed
Erica Horner Home care sales consultant & project manager at corecubed
Brett Ringold Vice President of A Long-Term Companion & HCAOA board member
Jeremy Fuller Managing Director of Grow Home Care Marketing; website, SEO, and digital marketing expert
First, let’s clarify a few things:
When we say performance-based compensation, we’re not referring to an occasional sporadic reward or a holiday bonus—we’re referring to a formal plan in which employees can earn extra pay based on hitting specific metrics or goals.
This is relatively new in home care; aside from marketers, less than 10% of agencies report paying their staff performance-based compensation. However, it’s beginning to take off and more industry leaders are calling for it to become a standard.
Why should agencies consider performance-based pay?
One way to think about is by considering the benefits we generally agree exist in paying marketers/sales reps based on performance.
It’s very common to pay marketers commission that accounts for a chunk of their income; agency owners readily see the value in this because it allows driven marketers to raise their earning potential while ensuring that the agency sees a return on its investment.
While other roles may produce results that don’t always map quite as obviously back to revenue, their results do drive business results. If they didn’t, you (hopefully) wouldn’t be paying money for people to do these jobs.
If nothing else, setting performance-based compensation is a good exercise in understanding your expectations for each role.
While it’ll take time to understand what levels of performance-based compensation might make sense given your agency’s financial position, the process of implementing these plans are relatively straightforward.
A few other things to keep in mind:
The best goals will vary depending on the breakdown of roles and responsibilities in your agency; however, from years of researching these topics these are the metrics that we generally recommend.
The metrics that make for good management goals are generally also conducive to being shared team goals.
If you’ve read this far, you’re clearly dedicated to keeping solid operations and continually learning how to run your agency more effective. Here are some additional resources that might be useful to you: