Problem Solving:- You have 2 x Senior Consultants- Both around the same experience, ability, hunger and performance- Good all rounders. You like both.HOWEVER- One of them has delivery as his strength. He was given a tough programme and got it in on time etc. Everyone is happy. Client has got him on another bigger - longer programme where he has additional Cs in there- One of them has networking and stakeholder management as his strength. He has sniffed out a couple of additional opportunities which have worked out well. He has the right balance between extensive senior mangt networking but not being a d!ck to his peersYour bonus pot (and grade provisions) can only cover one of them. Choose one.

[quote]- One of them has delivery as his strength. He was given a tough programme and got it in on time etc. Everyone is happy. Client has got him on another bigger - longer programme where he has additional Cs in there[/quote]This one. If for no other reason than that the second SC, with strong networking and stakeholder management skills will over the mid-term outpace the delivery focused SC with these skills, and delivery needs to be recognised and rewarded - if necessary singled out where the C concerned cannot or will not put their hand up. Also the first SC has secured sell on business which is at least parallel to the second SC, so in winning new projects they even out.

1) You should reward the one that you can't afford to lose.2) If your firm can only afford to reward one out of every two great performers, you will soon lose one of them (assuming they are not spineless)3) If one of them IS spineless, you shoud reward the other one, as they are the only one likely to leavePerformance has nothing to do with it - that revenue has been earned and that ship has sailed. This year's rewards are all about giving you the team you need to hit NEXT year's targets.