Methods of non-material motivation of personnel examples. Non-material motivation of personnel - concept and features

“The brick is the main weapon of the workers” – this is exactly what the German philosopher Karl Marx said. And it seems that there is no reception against scrap, but the leaders still also have a weapon and it is called “motivation”.

Of course, it does not look so menacing. But with proper use, it is not yet clear which is more dangerous.

And moreover, proper use is not only money, but also non-material motivation, which we will talk about today.

It's simple

The biggest disappointment of owners is to find out that people are not motivated by money.

I saw dozens of sad and falling eyes when voicing this phrase. And also dozens of indignant exclamations: “Why not money? Then I do not need such employees. I don’t have a hobby group here.”

In order not to philosophize on this topic, just accept the fact that not only money motivates.

This does not mean that they should not exist at all, or you can lower your salary to the baseboard, and say with a confident voice that you have a lot of other goodies.

Here, rather, we are talking about the balance of non-material methods of motivation and material ones. As between good and evil.

Everything should be in moderation. If you have a high salary, but this does not mean that you will have the best employees.

For example, in my company, about half of the staff, according to tests, belong to those who are ready to easily leave us if there is no other support other than money.

Hmm .. you just won’t take me with money

And as I already said, in order not to philosophize, but go straight to turnkey solutions, for those who have just begun to study this topic, I strongly recommend reading our other articles on staff motivation:

Methods, many methods

And I don't dare to detain you any longer and we move on to competitive techniques (manipulative and stimulating).

I only beg you, introduce at least a couple, otherwise why am I here crucifying myself in front of you. Agreed? Okay, I continue.

1. Meaning

Nothing motivates like a common goal. You can even not feed people with food if they are united by one global goal.

It can be called in many ways, but in business it is customary to say. I like the word “Meaning” more. Screening question: "Why are you doing business?".

The answers may vary. Someone is betting on "We will prove that Russia can produce the best product in the world."

Someone creates value at the level of good "Let's make this world a better place." And someone carries through the thorns the meaning of the sport “Let's increase the life expectancy of people by 2 years”.

It doesn’t matter what exactly you will have, the main thing is that people believe in the idea and are ready to give their best.

This is the root of all material motivation employees. This is where I recommend starting to work on this approach, even if it seems relevant only for large companies.

2. Mentoring

This item cannot be called a direct way of non-material motivation of employees, but it is such.

When an employee has a mentor, he understands that he is being taken care of. So to speak, a parent (he is also a friend) is being formed within the team, to whom you can always come for advice or just cry in a vest.

By default, a mentor is a superior leader, but here the conversation is not about subordination, but about attitude.

Regardless of whether it is a boss, or a colleague with experience, he must work to ensure that a person has an understanding of a strong shoulder nearby, perhaps even in personal matters.

Come here, I'll be your mentor

And the same works in reverse. If a person is made someone's mentor, then he begins to feel his importance, which manifests itself in power (namely, many want it).

As a result, an increase in motivation without cost. Well, you already understood this without me.

3. Competition

My favorite method of non-material motivation. Of course, it can be made material, it all depends on the final prize.

But globally, you create conditions in the center of which is the opportunity to show yourself and defeat an opponent.

Everything is like in the well-known phrase: “The main thing is not victory, but participation.” Although the victory here also has its role.

I already wrote a whole article about the competition. So do not be lazy and read, everything is detailed and clear there.

In short, the ideal duration of the competition is 2 weeks, the prize should be of interest to everyone, and the optimal goal of the competition is to raise the sagging in the company. Read the rest in the article above.

4. Additional responsibility

It may seem like a paradox, but the more responsibility a person has, the better he works. This is not an axiom, but for some types of people it works.

The logic is simple: the more responsibility, the more a person feels like a big shot in the company.

Especially when it comes to giving extra. responsibility of an ordinary employee.

Just don’t take it literally, that you need to load everyone tomorrow to the very best I can’t, and as a result, ask for them.

You just need to add quite a bit of the ability to make a decision on your own.

But at the same time, it is important that you do not pretend to give this opportunity, but really trust and practically do not control.

5. Growth in width

I want to write again that this is my favorite example of non-material motivation, but in order not to repeat myself, I will say that it is fundamental to any company.

The point is that you do not raise the position of an employee along the vertical axis (manager -> head of department -> director -> etc.), but do it in width.

Most classic example: manager -> senior manager -> group senior. Depending on the category, the employee will have additional privileges compared to everyone else.

And in the development of the system, I would bet on the intangible asset.

For example, a softer chair, an extended lunch time slot, or the ability to be the first to choose vacation dates.

6. Space

After the appearance of a soft corner in the company, employees began to stay late at work more often. I can't say that this is good news from an environmental point of view.

But on the other hand, since they stay longer, it means they want and like to do it. A soft corner is just an additional incentive.

It is also about working space. And I clearly noticed this when one of our clients could not find new employees in the company until he equipped a modern office with all amenities for sales managers.

No, it wasn't Google. But in comparison with the previous room, it at least did not cause disgust.

7. Gifts

My partner has this kind of non-material motivation of the staff from birth.

When he goes to work, he can buy a couple of cakes, a few pizzas or other gifts for the whole company with him. But if he is so used to doing it, then you can do it consciously to raise the morale of your colleagues.

Moreover, gifts can be given both without a reason and with a reason. From the banal, it's a birthday New Year, March 8, February 23.

8. Training

So you kill two birds with one stone: train your employees and increase sales.

Training can be carried out both within the company and sent to study with eminent trainers.

Naturally, the second option affects the level of respect in your direction several times better than local education.

If you want to get the maximum in the form of non-material motivation of the staff, then also periodically send for training, but already for the employee's hobby.

Believe me, you will see a pleasant shock in the eyes of your people from the fact that the company takes care of them not only as a team member, but also as an ordinary person.

9. Working conditions

I will split this point into several, as it can be viewed from different angles.

Conceptually: You need to create conditions that will be an added value when applying for a job. Of the most pronounced and not always obvious use cases, I highlight:

1. Nutrition
2. Directions
3. Treatment
4. Insurance
5. cellular
6. Lunch nap

Logically, this also includes space, but I took it out separately, because I think that in our time it requires special attention.

But at the same time, you can also safely include here the work schedule, official employment, the date the salary is paid. In general, everything is already more understandable for the leader.

10. Events

This is when you get together as a team and have fun. Everything can happen under the usual corporate party in the form of a feast.

14. Thanks to mom

Have you ever said “thank you” to your employee's parents?! Most likely no. This is normal, as the practice is not obvious, but it is very effective.

Task: to take and give anything (yes even money) to the mother of your employee. So you will do a good deed, show yourself with better side and, most importantly, call your parents to your side (and their opinion is very important for children).

But note that we are talking about the mother. We tested the praise for dad, but they somehow react with restraint and do not give a wow effect.

In the case of mothers, everything happens very brightly and effectively. All this was evaluated by feedback from the workers themselves after their parents told them about the gift.

15. Personal

It's something we do day in and day out but often don't notice. And since this is also a non-material method of staff motivation, it is better to use it consciously.

It's about personal and human communication. You can manifest it in dozens of different ways, I will show a few for understanding:

1. Praise after a day's work.
2. Hold a personal meeting for “life”
3. Say hello to the hand
4. Sitting in an open office
5. Call and see how you are

Moreover, the closer the superior employee communicates with the subordinate, the better for the second.

This is how a certain glass wall between posts is destroyed. And of course, you can’t completely switch to personal communication, as subordination will be violated. But a little of this behavior will give more life to each employee.

Briefly about the main

If you look globally, then all the non-material motivation of the staff revolves around the usual human approach.

It is the 15th example of non-material motivation that perfectly describes this approach.

However, if each item is considered, then the whole system of non-material motivation of personnel is based on a human approach.

Exceptions are stimulating tools of non-material motivation. But as a rule, they do not work for a long time.

They need to be constantly upgraded or replaced. And that's okay. Therefore, my personal recommendation is to build a team not only on money, but also on values ​​that will help you get through any crises and financial holes.

It can be a much more effective tool than financial incentives. Increasing the salaries of the company's employees motivates more active and hard work only for a short period, while the methods of non-material motivation of the personnel will help to constantly keep the employees "in good shape", stimulating creative activity, increasing the professional level and loyalty to the company.

The goals of non-material motivation of personnel are identical to those set by the company's management when implementing the system financial incentives. First of all - increasing the efficiency of the work of employees and the entire company as a whole. Among other goals non-financial incentives the following can be noted:

• increase in company profits;
• creating a favorable atmosphere in the team with elements of a healthy competitive environment;
• formation of new skills and abilities in employees;
• professional development of personnel, development of creative potential.

Unlike material incentives, the non-material motivation of the staff does not separate the team (“Petrov received a bonus, but I didn’t, although we worked the same way”, “Ivanov has a higher salary, but the position is lower”), but unites. Through regular joint corporate events, trainings, meetings, each employee feels his belonging to a common cause, which has a very good effect on the overall atmosphere in the team.

Free catalog of policies and procedures for paying staff motivation

Types of non-material motivation

An employee who works exclusively for monetary reward and completely unaware of praise and intangible signs of encouragement, probably does not exist at all. According to the theory of Abraham Maslow, each person needs to realize creative needs, respect and recognition of merit. It is on these needs that the system of non-material incentives for personnel and methods of motivation are built. Depending on the current corporate culture, financial capabilities of the company, leadership style, one can consider different kinds non-financial incentives for employees.

IN general view distinguish the following types of non-material motivation of personnel.

1. social motivation. This includes health insurance, the possibility of training and self-development, the designation of prospects career development. The implementation of social motivation involves increasing the employee's sense of self-importance by involving them in decision-making, participating in team management, and delegating important powers.
2. Psychological motivation. Based on the needs of each person in communication. Motivate non-material method psychological motivation needed in the first place. Work on creating a favorable environment in the team is built taking into account the interests of all employees. Also in this type of motivation, an important role is played by the example and authority of the leader, the regular holding of corporate events.
3. moral motivation. Affects the need for respect from the team and management of the company. Most effective tool- recognition of merits, for which you can use oral public praise, a board of honor, insignia and diplomas.
4. Organizational motivation. Manifested in the care of the employee, the organization of his workplace, food and rest during breaks in work. This motivational program is usually implemented through the purchase of new office equipment for employees' workplaces, the opening of a canteen, the arrangement of sports halls, and recreation rooms.

With the help of the listed types of non-material motivation of personnel, holistic effective systems of non-monetary motivation of employees can be developed, which will necessarily take into account legal, economic, political and social external conditions in which the enterprise or organization operates.

Ways of non-material motivation of personnel

Each company can create and apply its own methods of non-material incentives for staff. The set of motivating tools will depend on the nature of the team, the specifics of the work, and the management style.

For example, a team of young and active professionals can perfectly motivate joint leisure activities (picnic, group hiking, corporate holiday, participation in sports events). While for the older generation great importance may be able to receive additional vacation days or a family vacation package.

Most effective methods non-material incentives for staff are as follows:

• providing paid leave, extra days holidays;
• providing flexible working hours for employees;
• handing out tickets for cultural events, travel vouchers;
• organization of corporate events;
• employee training;
• personal public praise;
• organization of competitions and quests among all employees;
• drawing up plans for the career growth of employees (it is necessary that the employee knows that upon reaching a higher professional level, he will be promoted);
• the possibility of continuous professional development;
• congratulations to employees on significant dates (anniversary, wedding, birth of a child);
• creation of comfortable working conditions;
• providing greater freedom of action in the performance of tasks;
• holding motivational meetings;
• involvement of employees in decision-making;
• incentive trips;
• informing the team about the achievements of the employee;
• assistance with family matters (for example, providing transportation when moving);
• providing discounts for company services;
• the possibility of additional work;
• nice job title
• seeking advice from employees;
• catering for employees, gyms or subscriptions to sports clubs;
• organization of the possibility of a personal meeting with senior management.

This is not a complete list of ways of non-material motivation of personnel for labor achievements without direct payment of cash bonuses or salary increases. Such methods, as a rule, affect the entire team of the enterprise as a whole, which gives a much greater effect for the company than the “point” material motivation of the most successful employees.

The system of non-material motivation of personnel

The motivation of employees will give the greatest effect with systemic action. A well-established system of non-material motivation of personnel should become part of the corporate culture. At the same time, the system should be as open as possible, which will enable the employee to know what kind of support the company provides for loyal employees.

When developing a system of non-material incentives, the following factors are taken into account:

1. The motivation system should focus on the development of the most significant areas of the company's work.
2. The motivation system involves all employees of the enterprise.
3. The motivational program should be periodically reviewed and updated.
4. For effective work systems, it is necessary to identify the needs of all employees and “adjust” approaches and incentive tools for each group.

Another important requirement for the current system non-material incentives for personnel - documentary consolidation. This significantly increases its transparency and allows each employee of the enterprise to get acquainted with the motivation system. When developing a project for non-material motivation of personnel, it is necessary to involve specialists from the HR department and line managers. Only in this way will it be possible to obtain real, most effective tools for influencing the productivity of workers.

Non-material motivation employees translates into certain costs for the enterprise. But in aggregate they give a much greater effect than the cost of direct payment of premiums. An additional success factor is the selection of personnel with internal self-motivation. It is easy to “tune” such employees for maximum efficiency and high loyalty to the company. Energetic, active and enterprising employees are the key to success, therefore a well-constructed personnel incentive system is the most important task of personnel policy.

The modern realities of the economy are forcing company leaders to look for ways to stimulate the growth of the efficiency of their employees. Usually, to achieve such results, bonuses are paid and salaries are raised. This leads to the required return, but cannot be practiced for a long time. This kind of motivation can gradually turn into expensive pleasure. Costs are on the rise. Therefore, non-material incentives, practiced in different countries peace.

How to stimulate the efficiency of your employees without increasing salaries and bonus payments. All about non-material incentives for staff.

What is meant by non-material motivation

Incentives, defined as intangible, include those types of incentives that do not require direct involvement. monetary resources. The value of a particular company for many of its employees lies not only in the amount of salary. People are also interested in something else:

• career growth;
• acceptable working conditions;
• friendly staff, etc.

Employees are ready to reciprocate if they feel that the company is interested in them. An increase in the level of loyalty is one of the few things that can be achieved through non-material incentives.

The proposed type of motivation is more relevant for that part of the staff that is interested in development that can lead to career growth. The workforce is heterogeneous. Some strive for something, while others serve a kind of duty imposed by the environment of existence. The latter want little: to receive a salary on time and nothing more. There can be no question of any development here. This makes it necessary to test employees in order to understand which category they belong to.

Types of Incentives

Usually, the classification of motivations within the team leads to the formation of two groups: material and non-material. At the same time, individual and collective incentives are distinguished.

Financial incentives do not require lengthy explanations. And so everything is clear. Prizes and various bonuses are given out. This has a positive effect on the quality of work, since monetary rewards are an effective incentive. At the same time, the system regulating wages requires an annual review. Employees must understand that their quality work will be rewarded under any circumstances.

As for non-material motivation, it can be of an indirect nature: paid holidays, sick leave, provision of health insurance, training aimed at increasing, etc.

Also, appropriate motivation is provided by:

• creating conditions for career growth;
• recognition of the importance of employees, which is confirmed by gratitude and letters from the management;
• creating a comfortable environment within the team, strengthened by various events. Joint events unite employees, which ultimately leads to positive changes. The work of employees becomes more efficient.

In the West, the term team building is often used, denoting the process of team formation, which is done in order to successfully develop the company. Competitions are held, joint trips are organized, sports competitions are organized, and much more that could contribute to the so-called team building. As for companies from Russia, they are just beginning to join this type of practice.

If you think that non-material motivation does not require money spending on the part of the company, then you are mistaken. The implementation of activities that feed this kind of motivation cannot be carried out without investing funds. Although direct cash payments to employees in this case are not made.

The development of motivation without a material component must be carried out individually in accordance with certain factors that characterize a particular company. Corporate culture, development resources, goals and objectives should be taken into account. TO important points include the life position of workers, their significance, gender and age. All this helps in identifying the priorities of employees in relation not only to work, but also to life.

The motivation system is largely based on the individuality of companies, but there are also general principles based on three principles:

1. The goals and objectives of a particular company are the basis for creating the type of system in question. It is necessary to introduce the selected incentive methods only when their effectiveness in terms of promoting strategic plans companies.
2. The resources and budget of the company are important elements, without which it is impossible to stimulate labor, even if it is intangible. For example, issuing certificates to employees confirming their advanced training can serve as a good motivating solution. But this is only available if there are funds for it.
3. When creating motivators, it is necessary to identify the individual needs of employees. It is impossible to operate with information received on the basis of inquiries of the average worker. This does not contribute to the efficiency of the system.

Types of non-material motivation

The success of the company is ensured not only by monetary rewards for employees. Intangible incentives are beginning to become increasingly important, which can be as follows:

1. Creation. It is necessary to create conditions for employees to express themselves. If a person has ambitions, then they must be realized. Employee training provides an opportunity to improve their quality. This should not be neglected.
2. Satisfaction. Working for a company is supposed to be satisfying. It is good if employees are involved in solving the problems of the company. They must have the right to vote.
3. Moral component. Physical fatigue and nervous overexertion require relaxation. It is necessary to help employees, which is achieved by providing additional free time, increasing the duration of vacation (?), making the work schedule more flexible, etc. Public rewards are important to maintain moral motivation. High-quality work should be confirmed by verbal thanks, certificates and medals.
4. Education. Increasing the level of skills (knowledge) of employees is costly, but it justifies itself. Increases labor efficiency when implemented in the company. The opportunity to improve their skills is valued by the majority of employees. Within the company, rotations associated with changing jobs are necessary.

Requirements for the incentive system

To create an effective incentive system, it is necessary that its functioning is consistent with the following:

1. Selected motivators are directed to solving priority problems.
2. The incentive methods defined within the framework of the system cover everyone: from workers in production to employees of management levels.
3. Non-financial incentives do not lag behind business development. The growth of the company is the movement from stage to stage and the solution of the corresponding tasks. The incentive system requires the same approach. Its development is natural.
4. Methods of non-material motivation correlate with the requests of employees. This can only be achieved if information is collected on the individual needs of the staff.
5. The concept of non-material incentives is changed on an annual basis. Over time, the motivation system becomes obsolete. She stops stimulating.

Personnel management on the example of Japan

The rapid development of the Japanese economy in the middle of the last century is due to how relations with personnel are built in this country. The success achieved is associated with three principles:

1. Guaranteed employment when a Japanese worker works all his life in one company.
2. Career growth depending on age and work experience.
3. Features of the trade union movement.

In Japan, collectivism is too developed. Employees of one company are almost family. Group psychology contributes to the solution of not only production problems, but also personal ones related to the achievement of individual goals.

Incentive system tools

Companies can define specific goals and principles of non-material motivation in different ways, but the general set of motivators is approximately the same for everyone:

• benefits - reduction of working days. A scheme is gaining popularity when an employee is given the opportunity to use several days a year at his own discretion;
• events - celebrations, excursions and other types of collective pastime. They create a “family” atmosphere in the team, which positively affects the quality of work;
• recognition of merits - career growth and various incentives for those whose activity has significantly helped the development of the company;
• non-financial rewards - symbolic gifts, benefits, medical insurance, etc.

Material and non-material rewards, as well as mixed ones, are considered as incentives. However, they can be somewhat idiosyncratic.

material

1. Incentives of a material nature, aimed not at the employee, but at his household: a subscription to a salon, providing the opportunity additional education and etc.
2. For the lower echelon of employees, the bonus, for the middle - a percentage of profits and the top - ownership of the company's securities.
3. Solemn events, gifts and awards for those who have been working in the company for a long time.
4. Gift certificates giving the right to purchase goods in one or another trading network for the specified amount.
5. Subscription to magazine products of an expensive segment, membership in clubs and various kinds of associations, which is offered to the employee to choose from.
6. Lunch certificates that allow you to visit expensive restaurants with family members.
7. Specific gifts related to employees' hobbies.

Non-material incentives for employees

1. Thank you verbally.
2. Awarding the title Best Worker» at the end of the month.
3. Transfer to another job horizontally, when not career growth is expected, but the provision of more comfortable working conditions.
4. Hanging in a specially designated place for this thank you letters framed.
5. Placing on the bulletin board, located in the staff rest area, information that the encouraged employee performs on time and with high quality all the tasks that are assigned to him.
6. Planning work schedules and rest time, taking into account the wishes of the employee.
7. Placement of a photograph in a newspaper published by the company in the form of a corporate publication.
8. Issue a message about expressing gratitude for a good job.
9. Organization of ceremonial farewells for those who have proven themselves with positive side employees who leave the company due to a job change.
10. Expansion of the circle of powers without changing the workplace.
11. Writing to a personal file, which can be understood as work book(see?), thanks.

Mixed methods of rewarding staff

1. Creating a photo album with a reflection in it labor activity employee.
2. Symbolic gifts with inscriptions such as "Best Worker": a mug, a T-shirt, etc.
3. Original badge.
4. Stationery of high quality, in the form of a passing pennant: from one employee to another as a result of labor success within a certain period (week, month).
5. Lunches, when proven employees meet at the same table with the company's management.
6. Referral to seminars or similar events outside the city where the company is located, the topics of which are of interest to the promoted employee.
7. Visiting exhibitions that differ in a certain specialization.
8. Training paid by the company, in view of possible career growth or expansion of existing powers.
9. Mentoring (paid) within the company, carried out at the level of colleagues.

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 growth.

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. In different people, one of these needs predominates. 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 - stability, confidence in tomorrow. 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 stage 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 a 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 factors motivation). 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 you can see the nature of the employees, 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 be motivated and successful at work? Firstly, set up a 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 the necessary documents - in general, 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. Enjoy watching!

We know how to write great lyrics. We will write for you

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Material and non-material motivation

Creating a close-knit team of highly professional specialists working for the benefit of a common goal and their own prosperity is an ongoing process. Even if an excellent team has been assembled and seemingly all conditions for work have been created, there comes a time when employees lose interest in their duties or leave the company. The reasons can be very different, but their essence lies in one thing - the lack of motivation. Motivation are measures aimed at increasing the interest of employees in their professional activity which can have both tangible and intangible basis.

MATERIAL MOTIVATION

It is not always justified to talk about the priority of material motivation and its greater effectiveness, in comparison with non-material one, although material motivation has certain advantages. In particular, it is the most universal, since, regardless of their position, employees value monetary incentives and the ability to manage the funds they receive more. In some cases, employees are even ready to exchange any methods of non-material incentives for their cash equivalents. The fact is that the action of non-material motivation tools implies certain limitations: if a subscription to a fitness center as a reward can only be used for its intended purpose, then its monetary equivalent can be used at will.

SALARY . The most effective way of material motivation is to increase wages, and at the same time, the most basic is to determine the magnitude of the change wages. In order to get real value from an employee, the amount of expected remuneration must be substantial, otherwise it may cause even greater reluctance to fulfill their job responsibilities. Some managers take the path of least resistance and periodically increase the salary of employees by insignificant amounts, however, even a one-time, but significant salary increase is more effective for motivation.

Ideally, the decision to raise wages should be made by the employer own initiative, but this, as a rule, does not happen - at least in our conditions. On this basis, the demand for a revision of wages becomes a common method of blackmail by some employees who threaten to leave their jobs. Often this method works, but there can be no talk of a significant increase in wages, in this case. For this reason, after a while, the employee again shows dissatisfaction with his salary, since there is a so-called “addictive income effect”.

PRIZES. One of the most common ways of material motivation are quarterly or monthly bonuses, as well as a Lifetime Achievement Award. The main increase in the percentage of seniority bonus falls on the first years of work in the company, when the employee works effectively for the benefit of the company and tries to maximize his potential. On the other hand, there is a risk that after 2-3 years the employee, for one reason or another, will want to change jobs. The greatest stability is observed among the personnel who have worked for the company for more than 5 years, especially since by this time the bonus for the length of service already amounts to serious amounts.

IN Russian companies it is often practiced to give out “prizes-prizes” - a monetary reward received by an employee spontaneously for any success. There is an opinion that the effect of surprise should inspire employees even more, but this only introduces confusion, as the employee ceases to understand why in one case he received a bonus, and in the other - not. For this reason, it is better to inform employees about those specific situations when the issuance of bonuses is provided. On the other hand, if the bonus becomes an attribute of monthly income (for example, as for employees industrial enterprises), then this also weakly motivates them to increase labor efficiency.

PERCENT . The following method of material motivation is most common in the field of trade and the provision of various services. This is a percentage of revenue, the essence of which is that the employee's earnings do not have a clearly defined limit, but depend on the professionalism of the employee and his ability to stimulate the sale of goods or services. Some companies that also rely on the qualifications of their employees provide a different method as material motivation - a bonus for professionalism. This encouragement is assigned based on the results of certification, which evaluates the results of the work of the employee and his compliance with the position held.

BONUSES. in number financial incentives various bonuses are included, but their fixed amount often becomes demotivating. A fixed payment amount does not contribute to the desire to increase the achieved result, since the amount of the monetary reward will not change anyway. Based on this, in order to increase motivation, it is recommended to use an extensive system of payment bonuses.

For the top management, an additional remuneration (bonus) is provided for his contribution to improving the overall financial or economic indicators such as reducing costs, increasing total profit, etc. Bonuses can be not only personal, but also team. A team bonus is a premium reward for a group for achieving certain goals (for example, increasing sales). When accruing bonuses, it should be borne in mind that encouraging one department may be justified in specific cases, but this is not enough to increase overall performance. All structures of the organization, one way or another, are interconnected, and encouraging only one of them can demotivate the other.

It should be noted that with all the effectiveness and versatility of monetary incentives, the restriction only to material motivation will not bring the desired result. Members of any team are people with different life values ​​and attitudes, besides, it is quite problematic to promote team building by issuing bonuses and bonuses. Moreover, material incentives are calculated based on the results of the work performed and may vary even among people occupying the same position in the hierarchy. All this often causes discontent and does little to create a healthy atmosphere in the team. In many cases, some kind of moral compensation and a balancing factor are simply needed, in the role of which are the methods of non-material incentives.

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NON-MATERIAL MOTIVATION

The main difficulty in using non-material motivation systems is that for each specific team, a certain adjustment of standard schemes is necessary. There are general principles that are effective in most cases, but for motivation to be truly effective, it should be tailored to the interests of specific employees. It turns out that how many people - so many ways of motivation should be provided, since even the perception of the same situations among employees is completely different. For one employee, verbal encouragement from superiors can serve as a powerful motivation, while for another it looks like a natural recognition of his good work. Individualization of systems and methods of motivation, of course, is not possible, especially if a large number of employees are subordinate. For this reason, many managers limit themselves to average models of motivation, taking into account the position that the employee occupies and his basic needs.

Most simple circuits applicable to lower-level employees performing any support functions. With an increase in the degree of responsibility of an employee, the requirements for the effectiveness of his work grow, respectively, special attention is paid to the motivation of the management level of companies. For middle and top managers, their own methods of motivation (both material and non-material) are usually developed, since the work of other people directly depends on their organizational abilities. Motivation systems for people occupying different levels of the job hierarchy should also be different for the reason that, depending on promotion up the career ladder, a person's criteria for motivation also change.

Non-material motivation includes incentive systems that do not involve the issuance of material and non-cash funds to employees. This does not mean that companies will not need to invest financial resources in the implementation of methods of non-material motivation. For serious companies, the presence of subjective factors in determining motivation and incentive mechanisms is unacceptable. The fundamental principle should be maximum objectivity and transparency, and the criteria for evaluating the work of employees should be determined initially and inform the staff about them. If incentive mechanisms constantly change without any reason, this will disorganize the work of employees and cause dissatisfaction.

The purpose of non-material motivation is quite simple: to increase the employee's interest in their work, which will affect the increase in labor productivity and, accordingly, the increase in the company's profits. Non-material motivation in the form of participation in joint corporate events contributes to the formation of a healthy atmosphere in the team, which also affects the overall performance of the staff and their desire to contribute to the common cause. However, in addition to the formal approach to the use of non-material motivation only for the purpose of subsequent profit, many managers rely on the development of a corporate spirit in the team and on increasing the self-esteem of employees.

Methods of non-material motivation can be applied to a specific employee or implemented addresslessly. Addressed non-material motivation includes, in particular, congratulations to the employee on his birthday from the management and team members. It can also be various forms of encouragement in the form of gifts on an important occasion and material assistance in cases of serious illness or death of the employee's relatives. Targeted motivation also includes verbal encouragement of an employee for a job well done. Practice shows that the assessment of the work, sounded from the lips of the head, has a very positive effect on the loyalty and general working mood of the employee. Targeted non-material motivation is especially important for new employees who have not yet had time to get used to the methods of work of the manager and the team. Encouragement can be expressed both in a personal conversation and on general meeting team members. It should be noted that the targeted motivation of specific employees should not become a habit, as this will reduce the effectiveness of its impact, and also not be overly subjective. If employees constantly hear praise for the same colleagues, then this does not contribute to increasing interest in the work. Managers should manipulate the methods of targeted non-material motivation very carefully so as not to create inequalities in the team.

To unaddressed motivation includes the holding of joint corporate events, as well as the provision of various benefits - a social package. To date, the social package is one of the most effective ways to motivate employees: it is the organization of free meals, medical insurance, payment for transport and mobile communications, preferential or free vouchers to a sanatorium for health reasons, as well as the opportunity to improve qualifications or undergo training at the expense of the company.

To the methods of non-material motivation include the creation of optimal working conditions for employees: the installation of new computer equipment, the creation of comfortable working areas for staff, the improvement of the design of premises, the installation modern systems air conditioning and heating, etc. Non-targeted motivation includes the issuance of overalls to all staff, depending on the work performed, as well as various company attributes during events (for example, T-shirts with the company logo). The most important tool non-material motivation are corporate holidays especially with the involvement of family members of employees. There is also such a thing as team-building (team building) - team building through joint trips to rest homes or sanatoriums, participation in excursions and general events. Presentations and other actions aimed at demonstrating the success of the company should also be held with the participation of team members to create a sense of ownership in the common cause.

Summing up, we can make an absolutely obvious conclusion about the need to use methods of both material and non-material incentives for the successful operation of any business structure. The motivation mechanisms that exist today are far from ideal, but they are effective and continue to be actively used in practice. In particular, in order to increase the effectiveness of material motivation, indicators of material incentives should be compared with business goals and incentive systems should be provided for not for the implementation specific tasks, and for the execution general plans. In fact, preference is given to material incentives for specific employees and working groups, since it is believed that these methods are easier to manage motivational mechanisms.

The main disadvantages of the applied methods of non-material motivation include an average approach to employees without taking into account individual needs. Apparently, many employers have not yet fully realized the importance of non-material motivation, however, any thinking leader, one way or another, will come to realize the importance of these methods. After all, the reasons for the company's failures in the market of goods and services offered, the decrease in the level of sales and the number of potential customers sometimes lie not in erroneous economic calculations, but in insufficient motivation of the company's employees.

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