Monday morning: ten open tasks.

Then its point value rises automatically - the longer it sits there, the more attractive it becomes. Almost always, someone then volunteers. And if truly nobody wants it: the dispatcher can still assign it as before - that decision belongs to the organisation, not the system.

Points are not only for normal tasks. Anything that benefits the company or the team can be rewarded:

• Helping and supporting colleagues
• Customer referrals - someone who brings the company a new contract
• Quality checks of completed work
• Conducting or attending training and further education
• Organising the summer party, Christmas party or team events
• Contributing ideas and improvement suggestions
• Documentation, tidiness, safety inspections

Since points are not money, much becomes possible that would otherwise be too expensive. Everyone who contributes becomes visible - without the company immediately spending money.

They can't. With GoodPoints, everyone sees only their own points. Neither managers nor the owner can view individual scores - this is technically hard-coded, not just a setting that can be switched.

This is crucial: When points are public or can be viewed by superiors, behaviour changes immediately. Nobody wants to fall to the bottom, nobody wants to stand out at the top. The system becomes a surveillance tool instead of motivation. From practice: Companies that made points public sabotaged the system - unintentionally, but effectively.

With GoodPoints, this is impossible. The team result is visible, individual points remain private. This keeps it a motivation system - forever.

Points are not created by self-assessment - only once a task is genuinely completed, with optional quality checks by colleagues or customers. And because points are private, cheating earns nobody any standing: you would only be fooling yourself. The system rewards real work - nothing else.

No - you gain effectiveness. With GoodPoints, the system drives employees, not you. You see the team result and know if things are working. You don't need individual points because the system already regulates itself.

Your role changes from driver to coach. And if someone is collecting points like crazy - make sure they don't overwork themselves. That's the right concern of a good boss, not "Who is the worst?".

In almost every company, allocation comes from above - someone decides who does what. GoodPoints brings market economy inside: tasks find those who can do them best and are most motivated. Just like in the economy outside, this works better than top-down allocation. Companies that understand this have a clear competitive advantage.

• Money creates dependency and demands - points motivate without expectations
• Points are fair because they show performance, not purchasing power
• With money, motivation stops when payment stops - points keep working
• Points are not taxed and remain personal
• Points are earned recognition, not money
• With points, everyone sees for themselves how they compare - unvarnished and objective, not just the boss's opinion

Of course, the salary must be fair. But for additional effort and engagement, points are better than money - they motivate differently, more lastingly, without expectations. Money burns. Points stay - and since they are private, you can slow down without losing face.

In addition, points act as strategic control: whoever sets the point values for specific techniques, customers or tasks steers the behaviour of specialists - regionally and globally. Specialists take local characteristics into account themselves. This creates a control that is not possible today without such a system.

The concept was successfully tested in 2006 at a German corporation: +20% productivity. The project ended because the client's contact changed, not because it didn't work.

Other companies failed - but not because of the concept; they failed at implementation without software. The main problem: superiors wanted to see and control their employees' points. That turned the system into something it was never meant to be - from a self-steering tool into a surveillance tool.

GoodPoints prevents exactly that. Points remain private - technically hard-coded, not just a setting. The framework that experienced consultants once had to observe manually is enforced by the software. And if needed, the inventor of the concept is personally available for advice.

Then it remains a mirror without effect. Point lists only develop their incentive once visible consequences exist. One possible variant (each organisation's own decision): the names of the top 30 to 40 percent of a month - depending on the company's preference - are passed to the HR department. It can pay them a moderate bonus for that month or adjust the company pension scheme accordingly. Both work quietly but lastingly. This is also fair: the return for the company is high when introduced properly - part of it may go back to the employees. Everyone else remains anonymous. Because the group is recalculated every month, a lasting incentive emerges for everyone - without anyone being exposed.

GoodPoints deliberately avoids marketing — that keeps the price low. Currently still an inexpensive 5.00 EUR per contributor per month. Use this time to see what GoodPoints really brings to your operation — the gain lies above all in motivation: people who choose their own tasks and see performance in points work with more commitment. How much that means for you is best seen yourself. The earlier you start, the longer you benefit from the current price.

Every organisation is different: processes, specific details, particularities, interfaces. On request we create an adapted version for your company with our expertise in the model — in consultation with you. During later operation we ensure the confidentiality of points required for the model to be effective.