Methods of non-material incentives for personnel examples. Non-material motivation of personnel based on the theory of motivation. Organizational forms of influence

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From this article you will learn:

• What are its advantages and disadvantages
• How to develop a system of non-material motivation
• In which document to fix this system
• What methods of non-material incentives exist
• How to make sure that such motivation does not negatively affect the team

The job market is very competitive right now. As a result, decent salary Qualified specialists cannot be attracted, and especially retained. In addition to receiving a monetary reward, it is important for a person to understand that he is valued in the team and his professional level is recognized. That is, today experts are interested in teamwork and the possibility of self-realization. And, I must say, the non-material motivation of the staff is no less effective than the material one. It is only important to approach the issue correctly. How? Read about it in our article.

What does "non-material motivation of personnel" mean?

In any company, regardless of direction, they use a system of motivation. It is necessary in order to form an internal incentive for employees to work efficiently and fruitfully without regard to competitors.

Alas, managers often do not fully understand how important the interest of the staff in the work is. Dean Spitzer, in Super Motivation, talks about the following:

• 50% of people do just enough work to stay in their position;
• 80% can work much more efficiently if they want to.

There is material and non-material motivation of the staff.

Financial incentive- this is a set of different material rewards that employees receive for their personal or collective contribution to the results of the enterprise through the performance of their professional duties. Here we are talking about bonuses, profit sharing, additional payments, deferred payments, participation in equity capital.

In 1996, the consulting company Hay Group, with the support of Fortune magazine, launched a project in which every year it ranks the most successful companies in the world. Research shows that when the world's most famous firms want to push employees to achieve certain goals, they reduce payments by an average of 5% compared to average market salaries and begin to actively motivate employees in other ways.

This is an incentive for staff to work more productively in different ways that are not related to finance.

Non-material motivation of staff is very important in common system stimulation. And although, according to the generally accepted opinion, a person works in order to earn money, and therefore the most effective motivation is a decent salary, practice shows that the non-material motivation of the staff plays a key role in this matter.

Additional incentives become necessary if:

• conditions are violated labor agreement;
• the workload on the staff is higher than required by the standards;
• the working day is not standardized;
• working conditions are uncomfortable, etc.

The goals of non-material motivation of personnel are similar to the goals of financial incentives introduced by management. Here we are primarily talking about improving the efficiency of employees and the organization as a whole. Other goals of non-material incentives are:

• increase in business profitability;
• creating a favorable atmosphere in the team with elements of healthy competition; formation of new knowledge and skills among the staff;
• improving the professionalism of employees, developing their creative potential.

Compared with material species motivation, non-material incentives do not divide the team (“Ivanov received bonuses, but they didn’t give them to me, although our performance indicators are the same”, “Petrov holds a lower position, but his salary is higher”), but unites. Employees constantly participate in joint events, attend trainings and meetings. Thanks to this, everyone feels like an integral part of the team, which is favorably reflected in the atmosphere in it.

The main types of non-material motivation of personnel

social motivation

This form of non-material incentives is associated with the employee's desire to build a career, work in high positions and grow professionally. Motivating an employee in such a context, management issues medical insurance for him, provides an opportunity to learn and develop, and indicates career prospects.

How to stimulate employees who want to take a strong position in society? Entrust them with important social tasks, attach them to management, let them make decisions that are important for the company's activities. social motivation assumes that the employee, performing appropriate actions, begins to feel his own importance through involvement in solving responsible issues, managing a team and delegating important powers.

Psychological motivation

It is based on the need of each person for communication and society. Psychological motivation should become the first and main form of non-financial incentives for staff. A favorable atmosphere in the team should be formed taking into account the interests of all employees. I must say that in this form of stimulation, the example and authority of the boss, as well as the constant holding of corporate events, are very important.

Of course, in a team with a favorable, benevolent atmosphere, the desire for self-realization increases.

moral motivation

This non-material staff motivation implies that everyone needs respect and recognition of their labor merits, both by management and colleagues.

When management recognizes quality work and results, it gives employees:

• marks of Excellence;
• certificates of honor;
• verbally praises distinguished employees;
• puts their photos on the Hall of Fame.

It is best to do this in the presence of the team.

Organizational motivation

It manifests itself in caring for the employee, about how workplace it was properly arranged for him to eat and rest during his work breaks. Such non-material motivation of personnel is expressed:

• in the purchase of new office equipment for staff workplaces;
• in the opening of the dining room;
• in the organization of gyms and recreation rooms.

With the help of the above forms of non-material incentives, holistic highly effective systems of non-financial motivation can be formed, which necessarily take into account the legal, economic, social external conditions in which the company operates.

Principles of forming a system of non-material motivation of personnel

In order for non-material motivation of personnel to give good results, its creation and implementation should be approached systematically. The system of non-financial incentives, brought to an ideal, should become part of the corporate culture. At the same time, it is important that the system be very transparent, so that each employee knows exactly how the company supports loyal staff.

When forming a system of non-material motivation, management should take into account a number of points, namely:

1. The motivational system should be focused on the development of key areas of the enterprise.
2. All staff should be involved in the motivation system.
3. The motivation system needs to be reviewed and updated from time to time.
4. In order for the motivation system to give excellent results, it is important to know what this or that employee needs and, taking into account the needs of the staff, “adapt” approaches and motivation tools for all groups.

It is also very important that the motivational system is documented. So it becomes much more transparent and every employee can get acquainted with it. HR-specialists and line managers should take part in the creation of a non-material motivation project. This is how you can get real high-performance tools that allow you to influence the productivity of your staff.

When forming a system of non-financial incentives for employees, five rules must be followed:

1. Intangible incentives should solve the tactical tasks of your business.

The incentives used should be aimed primarily at solving specific business problems. Let's say you are developing a branch network. In this case, it is necessary to form teams that could act in accordance with the standards of the parent company. Therefore, the purpose of your non-monetary incentive should be to train staff. For example, employees can attend trainings on effective communications and team building.

2. Non-material incentives should affect all personnel without exception.

As a rule, when we talk about motivation, we focus on those specialists of the enterprise or departments that generate income. But do not forget that, besides them, there are also accountants, secretaries, production workers. Such specialists can not only be motivated, but simply recognized and praised for their merits.

In small business segments, where the bosses know every employee inside and out, it is quite easy to motivate staff. But in large companies everything is more difficult.

3. With non-material incentives, the stage of development of the company should be taken into account.

If this is a small family business, then all its participants work on their own enthusiasm. This is the main motivation. When the enterprise moves to the next stage of development, the number of employees grows and certain business processes are formalized, motivation programs should be aimed at recognizing the achievements of each employee. But it is also important to notice the collective merits of, say, a particular department or division of an enterprise.

4. Methods of non-material incentives must be chosen correctly.

We often think that what stimulates us will also stimulate others. But this opinion is wrong. To choose the right forms of motivation, you first need to find out what employees really want. Here, Abraham Maslow's pyramid of needs will be a good helper, thanks to which the motivational system will take a clear and understandable form.

So, our task is to identify the key needs of your staff and form the appropriate motivational factors. Key needs are:

• physiological needs. If this category is important for an employee, then you should take care of a comfortable salary for him.
• The need for protection and security. Such employees want an atmosphere of calm and friendliness to reign in the team. Therefore, it is necessary to minimize information about unfavorable working moments: bankruptcy and layoffs.
• Social needs. Employees in this category are interested in support from other team members and superiors. It is also important for them to always be surrounded by people.
• The need for respect and self-respect. These workers need constant attention in order to see that their merits are appreciated.
• The need for self-actualization. If the employee is creative, then for him this need is the main one. It is important for such people to be creative. Solving even complex and non-standard tasks is not a problem for them. And remember that every employee of yours needs something all the time. And when one desire is satisfied, another arises, but at a higher level.

5. Novelty effect.

Staff should not get used to constant rewards, as people get tired of the same motivational programs. Therefore, every six months it makes sense to form a new motivational system.

The program of non-material motivation for personnel is somehow connected with certain expenses for the company. But in general, the results here are disproportionately better compared to the costs of direct bonus payments. An additional success factor is the selection of personnel with an internal incentive. It is easy to work with such employees, set them up to achieve high results and devotion to the company. Thanks to energetic, active, motivated employees, the company prospers, and therefore a well-built motivation system is one of the most important tasks of personnel policy.

The formation and approval of a system of non-financial incentives is only the beginning of a long road. Continuous monitoring of the effectiveness of the system, adjustments and amendments, establishing feedback from the staff are turning into current and no less important tasks for the company's HR department specialists.

With the improvement of the system of non-financial incentives, it must be continuously simplified. It should be simple, understandable, so that it is easy to use in real conditions. Improving the non-material motivation of staff is perhaps best obtained through the organization of feedback.

How to develop a provision on non-material motivation of personnel

The regulation on non-financial incentives is created in order to streamline and systematize the instruments of non-material motivation of personnel used. The chief develops such a document personnel service, and approved by the head of the company. At the same time, heads of departments can also be involved in this process.

The regulation can become a mere formality, an unnecessary document, or the basis for real measures to stimulate staff. It all depends on the quality of your preparation for the development of the document and the presence of key points in it.

So, before writing the position you need:

1. Clearly understand that you are not affiliated with a trade union organization and the purpose of the motivational program will not simply be to meet the requirements of the staff, but to motivate employees to achieve the real goals of the enterprise.
2. Establish what non-financial incentives mean for you. According to some HR specialists, the concept of "material motivation" includes all forms of incentives, since they involve certain costs on the part of the company. Accordingly, it is not entirely correct to attribute them to non-financial incentives. Even the introduction of a flexible schedule as an incentive is associated with certain costs for the firm.
3. Analyze the motivational system that already exists in the organization. Examine your benefit systems, evaluate their effectiveness. Examine the motivational profile of each employee. Of course, the solution of these problems will require considerable effort. In addition, it is almost impossible to carry out these activities alone at a large-scale enterprise, unless, of course, the collection and evaluation of information are carried out automatically. If there is no such system, it is better to entrust the analysis to outsourcers. To develop a truly effective non-monetary incentive program, it is imperative to follow these steps.

After you begin to structure the position, establish what sections it will consist of. this document. You can define this at your discretion, taking into account the specifics of the enterprise and its values.

Often the position consists of the following subsections:

1. General Provisions.

They determine the purpose of the provision, where it will be applied, which concepts are the main ones, indicate the conditions for approval, adjustments, etc.

2. Terminology.

Here you reveal the meaning of each term used in the document. Suppose you need to clearly indicate what the company means by the concept of "non-material motivation", "incentive", "incentives", etc.

3. Corporate policy in the field of non-material motivation.

It can be noted how the company treats employees, that this attitude is based on the principles of equality of all participants in the incentive system and fair sharing of intangible benefits, incentives, etc.

4. Goals.

Here they indicate what the company is striving for, forming a motivational system. Need to designate final result which she will work to achieve. Usually this is business development and meeting the needs of staff.

So, the goals of non-material motivation of personnel can be as follows:

• increasing employee job satisfaction.
• ensuring the smooth operation of employees of all departments;
• achieving sustainable labor results in the long term;
• providing social guarantees to increase employee loyalty;
• encouraging staff to work effectively;
• encouragement of personnel activities aimed at achieving strategic business objectives.

5. Indicators of the effectiveness of non-material motivation.

The provision can also reflect performance indicators in order to judge the quality of work and the achievement of the goals indicated earlier in the article based on them. We can talk about the calculated (expected) results of the implementation of the system of non-material incentives.

For example, the quality indicators of the non-financial motivation system:

• grade economic results from the implementation of measures under the program of non-financial incentives.
• increase in labor productivity;
• staff satisfaction assessment;
• the rate at which a company loses its employees, expressed as a percentage, for the current period from the start of the non-financial incentive program to the end of the financial year.

6. Principles of construction and implementation of motivational programs.

The key chapter in the document, which describes the stages of implementation of the motivational system. Since there are several parts in this system, it is logical to break the chapter into points, for example, the following:

• The structure of the motivational system.

It indicates which categories of employees implement the motivation system (subjects), categories of employees for whom this system operates (objects), means of influencing personnel, motivation mechanism (interaction of system participants).

• Package of non-financial motivation.

Here indicate social benefits, or, in another way, transfers that operate in your company, for example, non-financial motivation in the form:

• incentives: for example, extra days off;
• awards: presentation of certificates, diplomas, medals;
• valuable gifts: pleasant trifles, tickets to concerts, to the theater, vacation vouchers at the expense of the enterprise, etc.;
• employee status changes: promotions career ladder or any other desired change in work for him;
• training, internships at the expense of the company.
• Reasons for rewarding staff.

They indicate on what basis benefits and other types of incentives are distributed among employees. In order for the system of non-material motivation of personnel to bring the desired results, it is important to establish who and for what should be rewarded.

7. Regulations for the work of the personnel management department with the Regulations on non-material motivation.

The results of the introduction of the system of non-financial incentives depend on the work of the heads of departments and specialists of the personnel service. Therefore, it is important to establish what each of these employees will be responsible for and how to act in the implementation of the system.

It is necessary to indicate who exactly is responsible for carrying out activities within the framework of the program, monitors the process, evaluates feedback and what results the implementation of the system gives, etc.

8. Requirements for the heads of departments applying the norms of the Regulation on non-material motivation.

Most often, it is the direct managers who decide which of the employees to motivate and how. Therefore, we advise you to indicate in the position what the bosses should be guided by when choosing employees and how exactly to encourage their work.

Example. Requirements for the head of the department:

• he must note all the professional merits of the staff and use all forms of motivation provided for by the regulation;
• he is entitled to use the available motivation tools, taking into account the system adopted by the company;
• together with the head of the personnel management department, forms a plan and conducts incentive activities;
• develops a report on spending the allocated money for the implementation of a system of non-material incentives…

9. Resource planning procedure.

Despite the fact that we are talking about non-material motivation, it is still not free for the enterprise. One way or another, it is necessary to allocate money, and therefore it is important to determine the person responsible for planning events and distributing the costs for their implementation.

Based on the work plans for the implementation of the non-financial incentive system, the responsible employee of the HR department (usually the HR director) conducts preliminary and final planning of the costs of non-financial incentives. Taking into account the amount allocated for these purposes and the approved activities, they plan expenses and specify providers based on the offers that are on the market.

10. Responsibility and control.

Heads of departments and HR specialists are responsible for ensuring that the implementation of non-financial incentive measures is timely. An employee of the personnel management department, endowed with the appropriate authority, continuously maintains and updates data on the activities carried out, conducts surveys among personnel in order to find out how satisfied people are with the program, and analyzes the effectiveness of implemented programs. HR department monitors the completion of the trial period and generates a report on staff turnover in the past year.

Important: non-financial motivation program is being implemented faster program financial incentive. Therefore, when evaluating the effectiveness of the non-financial motivation program and analyzing the opinion of the staff about it, from time to time it is necessary to update or replace certain elements of it. In addition, when choosing and distributing motivating incentives, it is worth considering the age characteristics of the staff. Thus, representatives of the senior age group it is important that their merits are celebrated. Young professionals are interested in interesting and varied leisure activities. Additional days off delight young families, and vouchers - single workers.

The most popular non-material methods of staff motivation

• Personal public praise.

In the non-material motivation of staff, praise occupies a very important place. Alas, company management often forgets about it, but in vain! If an employee brilliantly coped with his task, spent his strength, time, energy, knowledge on it, he should be praised. Otherwise, he will think that no one needs his work. Accordingly, he no longer wants to give all the best in full.

Public praise is not motivation, but the maintenance of a healthy initiative and zeal to work.

• Competitions and contests.

An excellent method of warming up the atmosphere of healthy competition in the team is the non-material motivation of staff in the form of a game, for example, competitions for the title the best worker month, as well as contests, quests, etc. The effectiveness of the gaming system is clearly seen when employees understand what they are fighting for. A simple photo on the honor roll, as in the USSR, is not enough now. We need a powerful motivation in the form of a super prize!

In one travel agency sales managers within the framework of the corporate program competed for the right to accompany the boss on a business trip to Europe. The winner received the right to participate in a prestigious international tourism conference, as well as a seven-day tour of European cities. All managers had the same chance of winning. As a result, the organization chose the best tour operator, and tour sales increased by 23%.

• Career ladder and future prospects.

What soldier doesn't dream of becoming a general? If your company can't offer staff the prospect of career advancement, it's unlikely that professionals with great ambitions will want to work in it. Building a career is not an incentive in itself. Rather, it is a tool of motivation through which a person wants to grow professionally. The incentive for him here is the valuable benefits that accompany the increase, in the form personal account, high wages, recognition and prestige.

• Training, advanced training.

When analyzing effective non-material incentive methods, one cannot but pay attention to training - one of the most important motivation tools. If you correctly approach the issue, then you can turn this method into the main factor in stimulating and increasing labor productivity. In addition, it will allow you to successfully solve the problem of insufficient training of specialists, rally the team, retain and attract valuable personnel.

We emphasize that training can be carried out at the expense of both the company and the employee himself. As a mentor, a teacher can be a specially invited speaker or a highly qualified specialist of the enterprise. Everything is determined financial possibilities companies, internal politics and chosen field of study.

• Congratulations on significant dates.

The easiest way to win the favor of a person is by calling him by name. If you personally congratulate an employee on important dates, you can establish some emotional contact with him. Small gifts for birthdays, wedding anniversaries, anniversaries, or New Years can help management build a good relationship with staff.

On the example of the implementation of such non-material motivation, it can be seen that, thanks to the friendliness and elementary manifestation of attention on the part of the authorities to their employees, it is possible to increase their loyalty to the company many times over.

• Comfort and atmosphere.

The brightest representatives of the IT sphere, such as Google, Apple, Facebook, were among the first in the world to take care of creating very comfortable working conditions for their staff. Company offices are more reminiscent of adult Disneyland than traditional boring offices. Thanks to cozy lounges, various areas for games, gyms, free cafes and many shops on the territory of the office, the staff does not experience any problems with tasty full meals, recreation, sports, communication and "recharging" of the brain.

The interiors of Google offices are designed by the world's leading designers. When developing the interior of different departments, the psychological characteristics of employees, their wishes and habits are taken into account. Do not forget about national preferences.

Of course, in order to create comfortable conditions, large financial investments are needed. But to improve the atmosphere in the office, a small but pleasant detail is often enough in the form of a table tennis table, a small soft area or free delicious coffee.

• Maintaining corporate spirit.

Traditionally, many organizations, trying to non-materially motivate staff, spend corporate parties, sports organizing tours. It is necessary to say that such actions give a visible result.

For example, in one advertising agency corporate paintball game has become a kind of means of reconciliation. Previously, there were constant conflicts between managers and production personnel, which significantly slowed down the execution of orders.

During the corporate game of paintball, the staff was divided into two teams by drawing lots - that is, both managers and production personnel were in the same team. They were forced to unite for the sake of a common victory, forgetting about differences. After several such games, the atmosphere in the teams has noticeably improved and the departments in the company have ceased to conflict.

• Flexible schedule.

Surely in your organization, like in any other, there are personnel whose constant presence in the office is not so necessary. Such employees spend a couple of hours solving their work tasks, and the rest of the time they are idle, which, of course, distracts and demotivates the rest. This is especially true for employees whose activities are related to creativity, creation, generation of ideas. In this situation, there is no need for them in the schedule from 9:00 to 18:00.

A flexible schedule is a non-standard motivation that encourages employees to complete tasks faster and better in order to be released early.

• Additional days off.

How to express gratitude to an employee for a job well done without financial costs? Give him an extra day of rest by saving his earnings! This is the non-material motivation of personnel in crisis conditions.

• The freedom of action.

Give the employee more freedom of action in the performance of his duties, unless, of course, this is contrary to safety rules and company policy. Give him the opportunity to solve the problem at his discretion - as he pleases.

Remember, someone works as productively as possible in a calm environment, a quiet remote corner, and someone - only in an emergency atmosphere to the sounds of an incessant phone and the screams of colleagues. Consider the individual characteristics of workers and from time to time allow them to act as they see fit. Evaluate the outcome, not the progress of the task.

Non-material motivation of personnel in Russian companies

Separately, I would like to consider the tools of non-material motivation of personnel, which have long been used by large Russian enterprises.

• Giving special powers.

Put an employee in the position of head of a particular direction. So he will gain new knowledge and experience, and in the eyes of the team will become more significant. He will understand what it means competent management staff, and then be able to indicate this skill in the resume. By controlling how he copes with his duties, you will understand whether he can be trusted with more serious tasks. Try to appoint one or the other employee to the position of the head. This gives great results, and many companies already do this. That is, perhaps every employee of the company can arouse interest in solving work problems.

• Right of first choice.

If you want to reward a particular employee, you can, for example, give him the opportunity to be the first to choose a vacation period or an exhibition where he would like to work (the most exciting, conveniently located, with a suitable working hours), or a client with whom he would like to interact ( everyone knows that clients can be both simple and complex). Other workers choose from what is left.

• Attendance at important meetings.

Another tool of non-material motivation is the invitation of staff to the most important meetings. For an employee, this is an indicator of your confidence. The very fact that an employee participates in such an event increases his authority in the eyes of other employees, even if he was just present there. But a person may become less loyal to superiors after interacting with employees of a competing enterprise. To avoid problems, eliminate the negative atmosphere and work to ensure that everyone is financially satisfied.

• Please advise.

Seek advice from workers who demonstrate a deep understanding of the problem. So you let this or that specialist understand that he is respected in the company and his opinion is taken into account.

• Improvement psychological climate in a collective.

Try to create a favorable climate in your company. You will see - it will become much easier to manage personnel.

• when greeting, call employees by name;
• in writing and oral communication be sure to thank them;
• give staff extra days off or allow them to leave work earlier;
• once a month treat your employees in the office with something delicious: fruit, cake, pizza, cookies;
• hang signs with the name of the worker next to each work table. People love to feel important;
• make sure you can listen to the person, and not just give him information;
• come up with a special reward for those whose work tends to go unnoticed.

Examples of non-material motivation of personnel from market leaders

• Leave due to heartbreak

Staff marketing enterprise Hime & Company is exclusively women, and therefore its owner supplemented her motivational system with a vacation due to a “broken heart”. This innovation came after a survey of employees. As it turned out, many women were having a hard time parting with their fiancés and husbands, and therefore could not focus on work responsibilities. Now, if a lady under the age of 24 breaks up with her "half", then she has the right to one day off. Women aged 25–29 are given two days, ladies over 30 - three.

• Unusual job titles

Excellent results in personnel management were shown by Walt Disney, the famous founder of the corporation of the same name. In his opinion, the degree of job satisfaction is determined not only by the size of the salary, but also by the prestige of the position and department. So, under him, laundry in hotels began to be called textile services and equated to the marketing and client departments. But getting a job in them was much easier. Consequently, among young people who wanted to start a career in the company, they became very popular.

And the famous Steve Jobs promoted consultants at his Apple office in New York to the position of "genius". Layoffs have become much less.

• Lottery salary increase

The idea is non-standard, although, of course, such an instrument can hardly be attributed to non-material incentives. The bosses of a large Japanese company The Internet Services Agency stopped talk of an annual wage supplement using regular dice. The bottom line is simple: workers roll the die, and wages rise by 1–6%, depending on how many dots are rolled.

• Encouraging marriages between employees

Product company Nihon Shoken has been encouraging marriage between workers for several years now, with a monthly bonus for newlyweds.

• Holidays during sales season

At the marketing company Hime & Company, staff can take half a day off during sales.

• Compensation for those who keep pets

Kyoritsu Seiyaku Corp specializes in veterinary equipment. Due to the specifics of its activities, it provides incentives to owners of dogs and cats.

• Newbie gift

It's a corporate tradition at Commerce Sciences that all newcomers receive a welcome gift, prepared by the last person hired. There are no restrictions. Absolutely everything can be a gift: a solid set of dishes or a simple chocolate bar. New specialists are very happy that their labor activity starts that way, and it additionally motivates them to work productively.

• Bell in the office

Hang a gong or bell in your office - this technique is common in many organizations. Its sound announces important events, for example, that a solid contract has been concluded. Expertcity has a rule: you can only ring the bell on business. If the employee called just like that, then in the morning of the next day he treats all the staff with breakfast. So, from time to time one of the employees gives such a signal to tell colleagues about the birth of a child.

• Change of workplace

HubSpot has a non-standard rule: every three months, employees change their workplace within their office. What for? No one expresses dissatisfaction with the fact that they did not take the best place, communication is being established, since new neighbors appear from time to time. Thanks to this tradition, it is possible to maintain order in their territory.

• Friendship families

OZ (Iceland) encourages communication with families. From time to time, employees may call their parents to the office for a joint lunch. It brings the staff together. And according to the management, this method of non-material motivation increases the productivity of labor activity.

Carefully consider the tools of non-material motivation of the staff, and this will become the basis for the effective gradual growth of the enterprise. Having formed and implemented your own motivational system, you will see that the purposefulness and loyalty of the staff has increased.

How to make non-material motivation of staff effective

When introducing non-financial incentive methods, most managers make mistakes. In order to avoid problems of non-material motivation of staff, we recommend that you follow certain rules:

1. Keep in mind: what is suitable for the authorities is not always applicable for the staff.
2. Do not play a tough and uncompromising leader - it will be difficult for an employee to subsequently accept any bonus from you.
3. Try to choose those tools of non-material motivation of personnel that will be effective in your company. Often what fits large enterprise not applicable in a small firm.
4. Always remember the main goal of the company. The motivational system developed for a furniture company may not be suitable for an IT company.
5. Incentivize all staff, not just income-generating employees.
6. When developing a reward system, take into account the personal characteristics of employees, in particular, age and wishes.
7. Too many bonuses are not always helpful.

To achieve a good effect, a number of conditions must be observed so as not to overdo it and not miss something important.

Stop familiarity in the team and do not let the staff feel absolutely free. Non-material motivation does not imply such a situation when, for example, a specialist, having handed over a high-quality project, does not observe subordination with the manager and begins to go about his own business.

Do not forget about the importance of discipline and corporate ethics - otherwise, all your rules will be destroyed.

The boss should remember that you can not publicly praise and celebrate the achievements of the same employees. So there may be rumors that the leadership has "favorites". At the same time, some members of the team have a spirit of fierce competition and a desire to rise in the eyes of the authorities at all costs. For others, on the contrary, all motivation to work disappears. This, of course, will adversely affect the atmosphere in the team and productivity.

Therefore, try to find that very middle ground and create a pleasant working climate, eliminate unhealthy competition. But this should be done carefully so that the staff is not afraid of you, but can rely on in case of problems.

• What you need to know to build effective system non-material motivation of personnel
• What are the methods of non-material motivation of personnel
• Get acquainted with successful cases and examples of non-material motivation of staff

Today we will have an interesting article on the agenda about non-material motivation of staff. Much has already been said and written about this, however, the issue of increasing the dedication of employees without additional cash costs is quite acute for the manager. After all, the increase in wages sooner or later ceases to produce results. Moreover, an unreasonably high salary has a demotivating effect on the work of an employee: why work well when you can work “in a slipshod manner” and still get good money?

Therefore, in order to prevent such a situation, each company must create its own system of non-material motivation of personnel, which will be based on certain rules. More about them.

• How to improve staff efficiency: 5 non-obvious recommendations

The system of non-material motivation of personnel - 5 basic rules for creating

1. Non-material motivation should solve the tactical tasks of your business

First of all, the incentives used should be aimed at solving specific problems that your business faces. For example, if you are developing a branch network, then you must form teams that can work according to the standards adopted at the main office. Accordingly, your non-material motivation should be aimed at training your employees, for example, attending trainings on effective communications and team building.

2. Non-material motivation should cover all categories of workers

In most cases, when we talk about motivation, the emphasis is on those people in a company or department who make a profit. However, we must not forget that in addition to them there are also secretaries, production workers. Not only motivational programs, but simply recognition of work, praise can be applied to such people.

In small businesses, where the manager knows every employee by heart, lighting a fire in the eyes of every employee is easy enough. The task becomes much more complicated when it comes to a large firm. The General Director can no longer influence everyone. At this stage, line managers come into play, who are subordinate to small groups of people, usually 7-10 people. Line managers constantly communicate with people from their team and therefore know what can stimulate everyone.

3. Non-material motivation should take into account the stage of development of the company

In a small family business, enthusiasm is the main motivator. When does the company move to next stage of its development, when there are more employees and part of the processes is formalized, motivational programs should be focused on recognizing the merits of each employee, but it is also important to take into account the possibility of collective recognition of services, for example, some department or division of the company.

How to create a team that works without financial incentives

The four steps will help you create a self-managing team that works efficiently and with pleasure, and without financial incentives. You will find them in a case from the General Director magazine.

4. Right choice methods of non-material motivation of personnel

We often think that what motivates us will motivate others. But it's not. In order to select the right methods of motivation, you must first collect information about the true needs of employees. And in this case, the pyramid of needs of Abraham Maslow will help you. With its help, the system of non-material motivation of personnel acquires an understandable form. So, it is important to determine which needs for your employees are leading, and develop appropriate motivation factors.

1. physiological needs. If this group is important for an employee, then it is necessary to provide him with a comfortable salary level.
2. The need for protection and security. For such people, it is important to organize a friendly atmosphere in the team. Accordingly, information about the negative components of the work should be minimized: bankruptcy, layoffs.
3. Social needs. For employees in this category, it is important to receive support from colleagues and management, and it is also important for them to constantly be in the circle of people.
4. The need for respect and self-respect. These employees need to be given constant attention. It is important for them to realize that their actions will be appreciated.
5. The need for self-realization. This is the main need for creative employees. It is important for such people to creative work. They are able to solve the most complex, non-standard problems.

And remember that any of your employees constantly wants something. And when the desired is achieved, the needs move to a higher level.

5. Novelty effect

Incentives should not become commonplace, because uniform incentive programs only depress your employees. Therefore, every six months it is worth coming up with some new motivational program.

You will learn about other ways of effective motivation from.

Ways of non-material motivation of personnel

Can you think of a large number of various ways of non-material motivation Your employees, but we tried to give you only the most effective of them. So, here they are.

1. Motivating meetings
2. Contests and competitions
3. Congratulations on significant dates
4. Service discounts
5. Informing about achievements
6. Incentive trips
7. Peer ratings
8. Help with family matters

And here are some more secrets of daily inspiration for employees

• greet employees by name;
• in letters and in oral communication, do not forget to say “Thank you”;
• reward employees with extra days off or allow them to leave work early;
• bring something tasty to the office once a month: cake, pizza, sweets, apples;
• Hang signs with the name of the employee at each desktop. People like to feel important;
• make sure that you have the opportunity to listen to the employee, and not just inform;
• develop a special reward for those people whose activities are usually overlooked;
• try once a week to arrange meetings with employees with whom you usually do not have the opportunity to communicate. Ask them about work, problems;
• tell employees about some important issue and ask them to offer their solutions. In other words, to give you advice.

Based on Bob Nelson's books 1001 Ways to Motivate an Employee and 1001 Ways to Reward an Employee (both by M. [et al.]: Williams, 2007)

How to motivate employees to be proud of their position: instructions from X5 Retail Group, TechnoNIKOL and Snezhnaya Koroleva

You can make even the lowest paid position popular and respected not only within your company, but also in the market, inspired by case studies famous companies prepared by the editors of the General Director magazine.

Examples of non-material motivation of personnel from the life of some Russian companies

We have tried to collect for you the most striking examples of non-material motivation of employees that we have come across in various companies. We hope you find something interesting for yourself.

Victor Nechiporenko, General Director of Information Service Krasny Telephone LLC, Moscow

We have small company, but additional forces are often required to work on projects. Here are some examples of non-material motivation of staff that we use.

1. A flexible schedule that allows you to study and do household chores, which is important for our women's team. Some prefer to start earlier, others to finish later. For women, it is especially important to have an extra day off during the week to solve household problems (in this case, you can eliminate the need to take time off from work on personal matters). For the company, the main thing is that during the whole working day someone is in place. In addition, it is always possible to single out areas of work that an employee is able to do at home (for example, create databases). We offer employees who have shortened their working week to do a certain amount of work at home for an additional fee.
2. Opportunity to work. I give people the opportunity to try themselves in another kind of activity (not in our company). The employee continues to work for us, but working time and not for a full salary until he makes a final decision. We also have another practice of combining: we invite people to separate projects.
3. Personal work area. The status of the employee appointed responsible for his area is increasing, the attitude of colleagues towards him is changing, the person is growing in his own eyes and, in addition, gaining managerial experience. In the summary, he will be able to write that he was responsible for the project or direction. And for the manager it becomes clear whether it is possible to entrust the employee with more responsible work. We in the company practice appointing employees as project managers, that is, they perform managerial functions temporarily, to solve a problem.
4. Nice job title. We actively use this method. For example, a person does not want to be called, as we usually do, an operator. We called him the manager - he is happy and works with great pleasure.
5. Participation in important meetings. It is clear that the presence of an employee at the negotiations is not necessary, but the very fact that you invited him with you and introduced him to your partners as a leading specialist increases his significance in your own eyes, in the eyes of partners, clients and colleagues. Of course, there is a danger that the employee uses the acquired connections for personal purposes. But if the company has created normal conditions, then for the sake of an extra two rubles, people will not run anywhere. Practice shows that a favorable climate at work is of great value to employees.
6. Right of first choice. You can offer the employee you want to encourage to be the first to choose a vacation time, or an exhibition where he would like to work (more interesting, with a more convenient location, more acceptable working hours), or a client he would like to lead (not a secret that customers are different - both pleasant and difficult). The rest of the employees choose from the rest.
7. Personal assistance. We must try to respond to requests, for example, to advise literature, write a review on a thesis, arrange an internship in a company. There was a case when I went to the institute to the son of my employee and, pretending to be a student's uncle, convinced the dean's office that the young man be allowed to take the exam (he himself did not know how to negotiate, and my mother panicked, as there was a threat of transfer to paid education).
8. Seeking advice. If an employee can provide real help in solving any issue, it is worth asking him for advice - among other things, this will help him feel his importance and your respect.
9. public gratitude. It's always nicer than eye-to-eye praise. Unfortunately, more often there are cases when more attention is paid to the shortcomings, and not to the merits.

Konstantin Melnikov, Head of Human Resources at 1C:VDGB, Moscow

I consider attention to the personality of my employees, recognition of their success in the professional niche to be the most effective non-material motivation. In particular, you should take an individual approach to employees, personally congratulate them on their birthday - for example, a postcard signed by the CEO. You can emphasize the individuality of an employee - for example, thanks to a personalized camera, pen or other accessories.

Also Special attention We give public recognition to the success of our employees. Today, such methods of recognition as letters of honor or thanks in an order do not lose their relevance. I can recommend master classes the best specialists- interesting to the speakers themselves and very useful to the audience.

Maxim Mussel, Director of Absolution Factory, Moscow

In fact, there are many various ways non-material motivation of employees. For example, you can compensate for the expenses of employees for attending seminars, buying professional literature, etc. Although even today, simple gratitude is the most effective tool non-material motivation. When the bosses do not forget about the contribution of employees to business and thank them, it is possible to achieve a serious effect at no cost. Without such gratitude, you can lose the initiative of your employees.

Anna Barsukova, General Director of RKA-Consulting, Moscow

Managers today seek to increase their professionalism and value in the labor market. Therefore, they prefer a company that will complement material stimulation and additional benefits. In particular, brand awareness is important. Also, do not forget about Russian realities - the microclimate in the team is important to many, so many managers are working to improve the corporate spirit.

Alexey Gerasimenko, General Director of LLC CargoSoft, Moscow

The field of activity of our company is the development of software projects. In such activities there is always an element of creativity. Therefore, the employee needs certain conditions work - they are also motivation factors: a well-equipped workplace, flexible schedule working day, the possibility of growth (and additional training), the maximum material reward, a healthy atmosphere in the team.

I consider the human attitude towards them to be the main component of non-material incentives for employees - only in such a situation can one count on efficient work and appreciation of the team, and it's worth a lot. The human attitude is the obligatory recognition of merits, praise for the work done, understanding the difficulties and problems that arise in its implementation and, if possible, assistance in neutralizing these difficulties.

Another important point: I always praise the employees for the work done, both personally and with the whole team, and also always give examples of the successful implementation of a project in conversations, naming the distinguished employee.

The system of material incentives is used in our company only for the "production" department: programmers, designers and administrators. However, the company continues to develop and the motivation system may change over time.

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Valery Porubov, General Director of OAO Shadrinsky House-Building Plant, Deputy General Director for the production of Technokeramika LLC, Shadrinsk (Kurgan region)

In my opinion, taking care of employees is one of the primary responsibilities of a production manager. I adhere to this principle.

At the heart of our motivation system are guarantees of stability and an honest, open attitude towards employees. Namely, the design is strictly according to Labor Code, clear payment of wages (twice a month). Gradually, we are building up our motivation system brick by brick: a profit appeared - we provided the workers of the main and most numerous workshop (270 people) with free lunches (before that, they just gave out kefir, as it should be in production). In the near future (perhaps until the end of the year) - free lunches for employees of other shops. We have also recently renovated and refurbished the household building, where workers can relax, take a shower, go to the sauna, change clothes in comfortable locker rooms.

It would seem that I have listed the obvious things, but we did not focus on them by chance. I repeat, the main thing is attention to employees. After all, if you do not create normal working conditions, employees will simply leave or will work carelessly. All the activities that we carry out to create positive motivation among our employees, the desire to work in our production, are always negotiated with the heads of workshops, that is, with those who work side by side with the workers every day. It is they who can tell what is relevant now, and what can wait a bit, what is really missing, and what is secondary. That is, we always proceed from the real needs of our employees and, as far as possible, provide them with exactly what they need, even if not immediately.

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Valery Shagin, President of MITS, Moscow

We tried different options for motivating employees, but many schemes were abandoned. For example, from health insurance, because it was not popular. Most likely, the reason is that the company then worked mainly young people. The money invested just disappeared. When I saw this, I introduced the 50:50 scheme (half of the amount is paid by the company, half by the employee), but it also did not take root. We are currently working on resuming free health insurance. Employees have become older, the need, in my opinion, is there.

We also do away with free lunches. When we were in another office where there was a canteen, we paid food stamps to the staff. However, we encountered the fact that someone did not like lunch in the canteen and these employees asked to pay them the cost of coupons in cash.

The Ministry of Labor has prepared a Methodology for non-material motivation of state civil servants Russian Federation. The document describes:

• values ​​of officials;
• motives aimed at increasing their level of job satisfaction;
• tools of non-material motivation.

The first direction is the recognition of results professional activity subordinates. To do this, the manager publicly expresses gratitude to the employees for the results achieved (the most successful words for this are “thank you” and “well done”), encourages promising employees, can award a diploma or present a valuable gift. The Ministry of Labor recalled that the list of types of incentives is wide and can be determined based on the following criteria:

• professional areas of activity government agency(for example, badges "The best labor inspector", "The best mentor in social sphere”, “Honorary worker of the judiciary”);
• duration of the position civil service(10, 15, 20 years of civil service);
• significant dates for the state body, for example, since the formation of the state body (commemorative medal "90 years of the State Sanitary and Epidemiological Service of Russia");
• anniversaries of civil servants (50th, 65th birthdays);
• exemplary execution official duties(for example, the insignia "For service to the law");
• promotion of new projects aimed at the development of the civil service (for example, "The best in project activities").

The next direction of non-material motivation is the provision of opportunities for self-realization. By this, the Ministry of Labor understands job growth, obtaining additional vocational education, including with the participation of:

• at seminars, trainings, master classes, other events where the employee gets acquainted with the current changes in legislation or acquires the skills necessary to solve practical tasks;
• at conferences, round tables, internships, other events organized to study best practices, technologies government controlled, exchange of experience.

The third direction in which to work is to ensure comfortable organizational, technical and psycho-physiological conditions. Managers are advised to build informal interaction with subordinates, maintain friendly, open relationships in the team, not forgetting the need to observe official discipline. It is also proposed to control the equipment of the offices, discuss with the employees how comfortable they work, what could be improved.

In order for the introduction of the motivation system to be effective, the Ministry of Labor recommends monitoring at least once every two years operating system motivation of personnel, taking into account the turnover of personnel and the number of candidates for one vacant position. Simultaneously with monitoring, a survey of personnel should be conducted to assess their satisfaction with the measures taken for non-material motivation. Additionally, it is proposed to develop a typical career trajectory and individual career growth plans for employees.

The methodology of the Ministry of Labor is interesting in that it presents Additional materials directly related to the recommendations presented:

• assessment questionnaire by state civil servants of the level of development professional culture state body and the procedure for analyzing the results of such a survey (Appendix 1);
• recommendations to the manager structural unit state body for the formation of comfortable organizational, technical and psychophysiological conditions for professional activity (Appendix 2);
• formulas for calculating staff turnover and other indicators reflecting the dynamics of change personnel government agency (Appendix 3);
• a sample questionnaire for assessing the satisfaction of civil servants with non-material motivation measures carried out in a state body (Appendix 4);
• form of motivational card of civil servants of a state body (Appendix 5);
• an example of a typical career trajectory for civil servants in federal ministries (Annex 6);
• the form individual plan promotion of a civil servant (Appendix 7).

All of these templates are designed for civil servants, but are quite useful as a basis for commercial companies. Interested readers can download the methodology of the Ministry of Labor and use the recommendations in their work.

What is it and why is it necessary

If we summarize a huge number of psychological definitions, then the motive as a whole is a person's motivation to act. In the context labor relations the most obvious incentive function is performed by the wage system. However, in practice, it is not uncommon for workers to leave highly paid positions for reasons such as uninteresting work tasks, lack of recognition and attention from management, problems in teamwork, inability to acquire new knowledge and skills, lack of a voice in organizational decisions. Such situations indicate that the company has not worked out a set of conditions that make up the concept of non-material motivation of personnel, examples of which are listed above. Therefore, money is not the only and sufficient factor of a person's interest in work.

Non-material motivation as a part of corporate culture

In a general sense, corporate culture is a model of behavior adopted in a particular company. It is determined by such aspects as the history and traditions of the organization, mission, value environment, management and communication styles, etc. Each of these elements of corporate culture includes motivational mechanisms that perform the following functions:

• inspiring (helps to “infect” employees with the desire to achieve high results);
• involving (contributes to the formation of a sense of belonging to the achievement of common goals and the share of personal responsibility for them);
• developing (provides an opportunity to acquire new knowledge and skills).

Let us consider what specific types of non-material motivation implement the listed functions.

Examples of non-material motivation

When choosing certain methods of non-material motivation, one should take into account the specifics of the enterprise as a whole, as well as individual characteristics individual divisions and their employees. Here are some of the possible options.

What is better - material or non-material system of motivation

In the conditions of modern reality, decent wages are a powerful stimulating factor. However, as we have already said, one condition for a stable and high salary is not enough. This can lead to the fact that the predominant motive for the employee will be to avoid failure, and more precisely, to avoid financial punishment or dismissal. In order to form the desire for achievements and thereby increase productivity, non-material motivation of employees is necessary, examples of which we have given.

At the same time, it is obvious that one should not expect high results only “for the idea”. Consequently, the material and non-material motivation of the personnel should be applied in a single complex. In both cases, this requires a systematic approach. Financial rewards imply criteria, frequency and transparency of accrual. Methods of moral incentives should also be organized as a system of non-material motivation, tk. isolated and episodic application of them will not bring success.

What do you think non-material motivation is? Buy souvenir mugs with the company logo and give to employees? Or maybe take the team to barbecue once every six months?

Not really.

Below we will tell you how to properly motivate employees.

Stages of motivation: how to lead an employee from desire to goal

Simply put, motivation is what motivates a person to do something.

It consists of 4 stages:

• The emergence of a need (for example, I want to become a real Jedi).
• Strategy development (get into the Jedi Temple and become a Jedi).
• Drawing up an action plan to achieve the goal (become a youngling, undergo training, grow up to Padawan).
• Satisfying a need (the position of a real Jedi).

At any stage, an employee can take the side of evil simply because it is easier and more interesting. Your task is to develop a scenario for passing each stage, create the necessary conditions and choose the tactics of motivation to move to the next level.

Imagine that you have given a seminar for managers and told them about the goals of the company and their future role. They have a desire to reach new levels of career.

Then you:

• help them see the strategy: to achieve new position you need to take the company to a new level;
• show specific goals, for example, how to help the company enter the market in another country;
• as a result: you promote employees who worked for success.

At every stage of motivation – from its inception to the acquisition of a new position - keep the interest of employees, celebrate intermediate successes, help to move towards the final goal.

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Theories of motivation X, Y, Z: we motivate employees taking into account the attitude to work

The theory of motivation X was developed by the American engineer F. Taylor, and then supplemented by the psychologist D. McGregor, who added theory Y to it. Theory Z was proposed by Professor V. Ouchi.

In these theories, the features of attitude to work are considered:

• X - assumes that employees are initially lazy and require constant monitoring, motivation is based on monetary rewards and personal comfort;
• Y - based on the fact that employees can take responsibility and enjoy the good performance of work, and the task of the manager is to remove obstacles to self-realization;
• Z - development of team spirit and corporate culture, participation of an employee in making important decisions.

You can use the tools of all three theories for non-material motivation. Keep in mind that for low-skilled personnel, theory X is more correct, for knowledge workers, theory Y, and for managers and leaders, theory Z is closer.

Non-material motivation according to Theory X:

• Regular working day.
• Stability.
• clear tasks.
• Timely pay.
• Feeling of security.

Non-material motivation according to theory Y:

• Company need.
• Solution of responsible tasks.
• Interest in work.
• Employee value.
• Self-development.
• New knowledge, training.
• Career.

Non-material motivation according to Z theory:

• Teamwork, team spirit.
• The value of an employee's opinion.
• Opportunity to learn and develop.
• Solving interesting problems.
• Responsibility for the fate of the company.
• Involvement, participation in decision-making.

Needs theories: we motivate employees taking into account individual needs

You can motivate employees not only by taking into account their attitude to work. But also tailored to individual needs.

American psychologist Abraham Maslow identified 7 levels of human needs. They are the driving force of motivation.

Maslow believed that after satisfying needs at one level, a person moves on to the next. The movement occurs from the bottom up: from the lower stage of physiological needs to the upper stage - self-expression. But the movement can also occur in parallel. After all, we want to be loved, fed and healthy at the same time.

Later, the psychologist K. Alderfer combined the needs into three groups: existence, communication, growth.

American psychologist David McClelland calls the desire for power, success and belonging as basic needs. At different people one of these needs prevails. For example, for some, it is more important to manage people, and for some, the main incentive will be the achievement of success, that is, the correct solution of the tasks set.

McClelland's theory of needs

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Consider how to motivate employees based on their needs:

Needs of Existence

Physiological: food, sleep, air, water, sex. The need for security is stability, confidence in the future. People who work for the satisfaction of primal instincts are only interested in personal comfort and peace.

How to motivate: provide formal employment, provide a social package, health insurance, pensions, create a sense of stability and security.

Communication needs

People want to participate in events, make decisions, work in a team, be "their guy" in the team.

How to motivate: arrange team games, trainings, team building. Place a photo of successful employees on the board of honor, highlight them with distinctions in the form of diplomas and letters of thanks.

Growth Needs

This is the need for creativity, self-development. The desire to use their knowledge and experience, to implement non-standard ideas.

How to motivate: hand over the reins, provide freedom in decision-making and tools for the implementation of ideas, take into account the opinion of such employees.

The need for success

This desire to achieve new goals is more effective than before. Such people are true perfectionists: even a perfectly done job seems to them not good enough.

How to motivate: reward for achieving success, give short-term goals so that they see the result of efforts, measure their effectiveness and show the level achieved at each stage.

The need for belonging

"Accomplice" is indispensable in teamwork - he is always active, takes the initiative, quickly copes with tasks. Those involved care about the overall success of the company and want to feel part of it.

How to motivate:Praise, support, show importance to the company. Assign tasks that need to be solved in a team.

Need for power

The desire to control others and work processes.

The dominance group is divided into two subgroups:

Power for the sake of power.

Power to achieve a common goal.

The first subgroup is of no value to the company. The second group, on the contrary, will work for the benefit of the common cause and motivate the rest of the team to succeed. It is possible to identify which group an employee belongs to only after his promotion.

How to motivate:support the pursuit of leadership, appoint leadership positions or give tasks related to team management. Listen to the opinion of such an employee, recognize his authority within the framework of his authority.

When one need is satisfied, a new one appears. If the next level of demand is not available, then the movement starts down. For example, a person who could not conquer the level of self-expression will again assert himself in communication.

The employer needs to track the growth of the employee and change the motivation model at each stage. It is important to constantly "feed" the needs of the employee so that he does not stand in one place and does not move down.

“In EnglishDom, 90% of the team works remotely. So that work outside the team does not affect the decrease in involvement in the work process, and for the employee to feel like a player in a team, it is necessary to properly establish communication with him, which motivates him to work in a team.
Our company has developed a concept of employee motivation in accordance with the XYZ generation theory, which requires an individual approach to employees of different generations.”

Theory of motivationHerzberg: we combine comfort with the desire for success

According to the theory of psychologist Frederick Herzberg, motivation will be effective only if comfortable working conditions (hygienic factors) are combined with non-material motivating factors.

Example: an employee receives high salary, appreciates his company and is not going to quit (hygiene factor). The management celebrates his work in every possible way: he posts a photo on the site, increases his authority among colleagues, makes it possible to choose work tasks, sends him to conferences (additional motivation factors). The employee strives to perform even better.

Theory of two factors Herzberg

In 2016 recruitment agency Kelly Services held to identify motivating factors that are significant for employees:

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Manager's checklist: how to motivate a team

How to combine all the theories and give out one great motivation for the team? We have prepared a checklist of a successful leader.

Formulate a single goal

The goal is everything. But in order for all team members to make every effort to achieve it, get them interested. Do it with the needs of your employees in mind. It is necessary that each person in the team has a personal interest in achieving the goal.

Show employees their benefits

Discuss company goals with employees. Everyone should see that they affect not only the interests of the firm, but also the interests of each team member.

Break your goal down into steps

Achieving the global goal is a long way with victories and failures. A long wait can lower the team's morale.

Break the project into small subgoals - it will be much easier. Go step by step, from goal to goal. Celebrate every victory and discuss every defeat, look for ways out, change tactics. Together.

Be your boyfriend

Nothing motivates you to achieve results like working shoulder to shoulder with a leader. You are on the same team. Take part in the life of the team. Be aware of everything. Be your boyfriend.Listen to employees.

Run friendly competitions

Friendly means without material benefit to anyone. Competitions bring together, inspire and cheer up the team. In collective games, the character of employees is visible, which helps to determine the tactics of motivation in the future.

Trust employees and respect them

Do not be afraid to ask the opinions of employees in a given situation. Not even so - do everything so that they freely express their opinion.

Share ideas with subordinates and ask for advice. When people can point out YOUR mistakes without fear, then we can talk about a single team.

Encourage Competition

Every team has the best and worst employees. Highlight and encourage the best, encourage those who are lagging behind to follow the leaders.

Show Interest

Be involved in the life of employees: congratulate on holidays, birthdays, support in failures or illness. The team needs to feel that you care.

Organize a vacation together

Informal events help employees get to know each other better. In an informal setting, people begin to open up - they talk about fears and experiences, share their opinions.

Be an example for employees

Be open and honest, admit your mistakes, work on an equal footing with everyone, actively participate in solving problems. Show that you yourself are interested in the success of everyone and the company as a whole.

As a summary– Some tips from our speakers:

“Our model of motivation is working towards a common big goal that inspires and is accepted by every member of the team. We are all very, very involved, they answer clients on weekends and at night, for example, in just 2 years of work we have accumulated more than 5,000 reviews from satisfied customers, all as one support the idea that the client should be satisfied, by any accessible ways no matter what it costs us.

For example, in just 2 years of work, we have accumulated more than 5,000 reviews from satisfied customers. Every morning we have a meeting where we share good news - what has been done to move towards our goal.

We want to improve business efficiency with the help of our cloud services, to become the standard of quality service worldwide. And to raise the standard of living of owners and employees of companies, as well as their families. I think that working in a team is the greatest pleasure.”

And Margarita Kashuba thinks so, marketing director

What do you need to motivate and successful work? Firstly, set up corporate news distribution, add a new employee to all the groups and chats necessary for work, provide access to all the features of the corporate website and necessary documents- in general, to give the employee everything for comfortable work, so that he feels part of the company from the first day.

Secondly, once every two weeks we hold refresher classes for teachers. The school also pays for advanced training courses for IT specialists and marketers. Those. the employee understands that the corporation cares about him and invests resources in him.

Thirdly, twice a year we gather all employees for a large corporate party: once in the open spaces of our homeland, the second time in warm countries.

Get the motivation right and your business will grow faster.

Good luck)

And for dessert, a cool video from the teamEnvybox is about motivation. Happy viewing!

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