By Monica E. Oss I have long been frustrated with the lack of performance-based compensation in the health and human service field. My professional life started on the for-profit side of the world—and every position I’ve ever held had a compensation plan based on performance. Two decades ago, I led the development of a performance-based compensation plan for a troubled community mental health center (with an organized workforce)—which successfully addressed performance and turnover issues. At the time, I was convinced that this model would be “irresistible” for similar organizations. But that was not the case. When I talk to executives and board members of specialty provider organizations,…