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This article is devoted to the problem of introducing a new incentive and remuneration system for construction company personnel. By itself, the system of implementing the kpi base in stimulating the work of personnel is not new, but not every construction organization is ready to make the transition to such a system, because implementation difficulties arise. It is worth noting the fact that any construction organization is more conservative and strives for consistency, both in management and in the remuneration system. The conceptual framework of the implementation of the kpi database when evaluating each employee causes a lot of discussion among the staff, because not everyone is ready for a personal assessment of him not only as an employee of the company, but also as a professional. The system of implementing the kpi database runs more smoothly among office workers (more precisely, those who spend most of their time at the desk: designers, cost estimators, etc.), middle-level management staff. Working professions that are directly involved in the construction process regard their work more as team work and are tied to the volumes that the team performs. Therefore, this approach, using the example of a specific construction organization, shows that there are internal problems of transition to the kpi base implementation system, as well as the phasing in the transition to a new wage system, the attitude of staff to such a transition, the willingness to accept changes in the bonus accrual system and the assessment of individual contribution in the labor process.
Keywords:personnel management, bonuses, incentives, staff motivation, construction, implementation of the kpi base
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