THE MATRIX
Four dimensions. Four levels. One picture.
Every rewards system sits somewhere on this grid. Most organisations are further left than they think.
HOW THE SCORE IS MADE
Three rules keep it honest.
The Evidence Test
A level may only be claimed if the artefact exists. If it does not, your score drops to the highest level you can evidence.
Rule 1, the Governing Constraint
The Governance Quotient may not exceed the Governance score plus 1. Strong design cannot hide weak oversight.
Rule 2, the Fragility Flag
If any dimension sits at Level 1, the band is capped at Structured, however high the average.
The Governance Quotient™ is the average of the four evidenced scores, to one decimal, after the rules apply.
1.0 to 1.7
Next 90 days: Write one page of reward principles and name a single decision-maker. Nothing else.
1.8 to 2.4
Next 90 days: Connect two pillars to one business priority, and define three metrics before the next cycle.
2.5 to 3.2
Next 90 days: Put rewards on the NRC agenda beyond executive pay, with an outcome report that states its attribution limits.
3.3 to 4.0
Next 90 days: Stress-test it: run an exceptions audit and ask the NRC to reject something.
THE EVIDENCE TEST
Show it, or it does not count.
Each higher level needs a real document. Attach a link, note where it lives, and the score follows the proof.
Design
L3A written rewards philosophy approved by the CEO
L4Rewards principles recorded in dated board minutes
Delivery
L3Utilisation data by segment
L4Reach data for priority segments, with friction points named and owned
Measurement
L3A metric definition sheet that survives challenge
L4An outcome report with attribution limits stated in writing
Governance
L3A named owner and a published review calendar
L4NRC minutes showing a rewards proposal was challenged or changed
BUILT FOR THE WHOLE TABLE
Same answers, different emphasis.
- HR practitioners score the dimensions and attach the evidence.
- CHROs see the gaps and a 90 day plan.
- CFOs get the risk questions to ask.
- Independent Directors see a board view and can send a result back.
- CEOs and KMP get a one screen summary.
Every change is logged with who made it, when, and what it was before. Results update live for everyone in your organisation.
What this model does not measure
- Cost efficiency. Deliberately left out. Governance quality and cost are separate questions.
- Employee sentiment. Use engagement or pulse surveys alongside this diagnostic.