Program of non-material motivation. Non-material stimulation of labor activity of personnel

From this article you will learn:

• What is not material motivation employees
• What is the difference between non-material motivation of employees and material
• What methods of non-material motivation can be applied at the enterprise
• How non-material motivation of employees is implemented
• How non-material motivation of employees in an organization can be harmful
• What needs to be done so that the non-material motivation of employees works for the benefit of the company

According to statistics, more than half of the people quit due to insufficient, in their opinion, wages. However, almost 40%, which is also important, leaves for other reasons. This is an alarming signal and suggests that the motivation of employees to achieve good results in work by intangible means is at a low level or is completely absent. Therefore, let's look at what non-material motivation is and the principles of its operation.

Material and non-material aspects of staff incentives: what is the difference?

Unfortunately, the importance of the degree of interest of subordinates in the results of their activities is most often underestimated. Dean Spitzer in his book "Super Motivation" cites the following indicators:

• 50% of people do exactly the amount of work that is necessary to hold a position;
• 80%, if desired, can work much more efficiently.

In 1996 consulting firm Hay Group, with the support of Fortune magazine, has launched a project in which it annually ranks the "Most Successful Companies in the World". According to the study, when the most successful companies in the world want to push employees to achieve certain results, they begin to pay an average of 5% less than the market and more actively use other methods to increase motivation. Do you know that the material motivation of employees does not always work? And that sometimes a situation arises when non-material motivation is needed to motivate a particular employee. Complete the training program "Real Motivation" and create an employee motivation system for your company.
Any organization is able to quickly begin to develop if it creates conditions for a consistently high degree of motivation of employees to achieve goals. How can this be achieved? There are many well-known methods. They are conditionally divided into material and non-material motivation of personnel.
What are the differences between these species? Consider A. Maslow's pyramid. According to his theory, needs are the basis of human behavior. They can be roughly divided into five levels (from bottom to top): physiological, safety requirements, social needs, the need for respect and recognition, and interest in creative self-expression. The needs of the lower levels are quite often satisfied in modern world At the same time, only well-developed moral stimuli can satisfy the desires that make up the top of the pyramid.

material motivation(usually it is the most expensive) is implemented at the first levels at the base of the pyramid. What are its varieties? Let's consider them.

• Salary increase. Unfortunately, this method is the most inefficient method of motivation. According to statistics, this method is valid for no more than three months. In addition, it cannot be used too often.
• Prizes and bonuses. The division of salary into the main, permanent, part and bonuses, depending on the performance, turns out to be a more useful tool. This is often done in the field of trade or with employees who are in direct contact with the client. The employee clearly sees the dependence of the salary on the level of indicators, which encourages him to work even more energetically. The volume of material motivation of specialists can be determined depending on the business tasks that currently exist. Money can be awarded for the implementation of the plan, for finding and attracting customers, for a good level of sales.
• Social package. This technique will allow you to solve two problems at once: attract the most qualified specialists and keep them in your organization. Sometimes the set of free benefits includes a voluntary medical insurance policy for workers and their immediate families, additional insurance pensions, discounts for visiting gyms, etc.

In stock any manager should have ideas to encourage subordinates to work in accordance with their requirements when minimal cost. Please note that many of you already manage your team, it is now important to bring this process to a systematic basis. This will allow you to easily save money that is usually spent on bonuses.
The main thing in the system of moral motivation- Attention to your staff. He must understand that you, as a leader, are grateful to him. In order for them to appreciate it, they will have to do the maximum. You need to achieve, firstly, that people begin to correlate their own interests and plans with corporate ones. And secondly, they perceived themselves as an important and valuable part of the company. This will be their main motivation. More actively involve the team in the life of the organization - this will raise the performance indicators.
Remember that encouragement and praise should be heard by all employees. However non-material incentives should be directed, first of all, to the best: those who spent the most big deal achieved high scores and so on. This will increase their desire to achieve excellent results again.
Learn how to get the most out of your staff with the least amount of training effort.

Factors of non-material motivation of employees

• • Strength and competitiveness of the organization. Good reputation of the entire enterprise makes it easy to stimulate employees to self-development and increase the efficiency of their activities.
  • Competent management team the whole company. Be especially careful when choosing leaders for all departments of the company. Only an experienced and demanding manager is able to inspire the staff to highly productive activities by his example and thereby create an additional desire to work. It happens that people with great experience or significant length of service are appointed to the head of the department. At the same time, they may not be able to lead and, in terms of knowledge, be equal to subordinates or be at a lower level of skill. By hiring such a manager, you will face a complete demotivation of strong employees. This may cause them to leave the company or reduce the quality of work.

• Labor Code Compliance. Following this point allows you to characterize the organization as stable and reliable, makes it clear that it can protect the interests of its people. Here, an excellent reason for further activity at the enterprise is transparent conditions for calculating wages, issuing vacation pay and sick leave. Also, these bonuses will allow your subordinates to forget about the possibility of moving to competing organizations. In case of non-compliance with the law, the company will be regarded by the team as a temporary shelter. Since it makes no sense to strive for career heights in an enterprise that has forgotten about the interests of employees.
• Current corporate culture. Your basic rule in this case sounds like this: "Each employee is an important member of my company, and in his hands the success of the entire enterprise." This axiom forms a person's commitment to a common cause and responsibility towards the enterprise.

All of the above factors are indispensable in the process of building staff confidence in you, as well as respect and love for the enterprise as a whole. They are fundamental for moral stimulation.
Social psychological features your subordinates can also help you identify suitable motivation methods for you.

Psychotype	Features	Drivers	Reasons for demotivation
Critic	Communication with colleagues is based on criticism and irony. In a conversation, he uses complex phrases: "In essence ...", "objectively ...", "abstracting ...". Performs well as a controller and auditor.	comfortable, calm psychological climate in the team; boss approval; performance of verification functions.	employee objections; lack of friendly atmosphere.
Idealist	This is the exact opposite of "criticism". Kind, non-confrontational and attentive to others. In order to avoid a showdown, I am ready to agree with colleagues.	ethics and humanity in the company; recognition of the usefulness of his work; participation in social events.	unfriendly; lack of moral guidelines for the development of the organization.
Analyst	Best suited for an expert position. Thoughtful and attentive, listens to speakers at meetings, takes notes.	respectability, comfort of the workplace; realistic growth prospects; opportunity to improve skills; participation in professional events.	excessive fuss in the organization; prescriptive control; emotionality of leadership in decision-making.
Realist	Most often deals with organizational issues, is able to make decisions. Based on own experience and on existing prescriptions.	family principle; attraction to managerial actions; attention to the physical condition of employees.	lack of colleagues with a high level of qualification; performing unimportant functions.
Pragmatist	Actively participates in the changes taking place in the life of the company. It is the antipode of the analyst, it is characterized by high mobility and intolerance to long meetings. Can quickly solve the problem with a sharp change in the situation.	obtaining results in a short time; implementation of new projects or opening of branches; delegation of authority to achieve results in the fight against any difficulties.	monotonous activity; protracted projects.

How non-material motivation is introduced in an organization

Remember: different ways of motivating are effective for different people. For motivated, young workers, most likely, more important than the material part will be the opportunity career development. For an aged specialist, it is especially pleasant to respect him, to recognize his role in the success of the entire company. Therefore, you will sometimes have to check what exactly will be the most effective.

However, we note that in this case a logical question arises: how to check? Under no circumstances try to ask directly, because you will hear a lot of forced and the same answers. In addition, such questions instill a sense of tension: “Do they want to motivate me? Am I not working hard enough? Where did I go wrong?"
If you want to get the most accurate response regarding better way non-material incentives for subordinates, ask them: “What do you think motivates people to act with maximum impact?”. Everyone, without hesitation, will describe their main incentives. Make a short questionnaire, where you can insert this question as well - it will look most at ease there.
The questionnaire might look like this.

1. Describe your ideal boss in a few words.
2. What motivates people to do their best work?
3. What do you find most attractive in your work?
4. What needs to change in the department?
5. What is the difference between a flower and a brick?

Give out a questionnaire to your subordinates before the meeting and ask them to answer questions in one minute. Now you know how you can motivate each of them. Use this information when assigning tasks and organizing departmental activities.
If in response to a question regarding the moral interest of the staff, there are creative tasks, flexible schedules and the possibility of professional growth, such a person is unlikely to be able to cope with routine matters for a long time. It will be most useful to transfer it to the sphere of PR. And if the respondent indicated stability, convenient workplace and a comfortable atmosphere in the team - he is able to perform routine work with high quality.
An incentive based on pleasant emotions and team spirit will contribute well to the growth of your business. And most importantly, it practically does not require financial costs. True, you will have to pay attention to the needs of your employees and be ready to encourage them.

The most effective classical methods of non-material motivation of employees

1. Meetings, meetings, meetings. These key instruments you can use to create conditions for staff ownership. Meetings allow people to keep up to date, exchange news and feel involved in the life of the organization, as any person is curious to know what is happening around him.
2. Congratulations on significant events. Important dates may include the completion of the first year of work, appointment to new position or personal holidays person, such as anniversary, birthday and others. There is room for your imagination here, gifts can be completely different: from an award to a hand-drawn poster. Do not give in private, invite everyone to watch and join in the wishes.
3. Education. Encourage your subordinates by sending them to various training courses, internships and scientific conferences. Purposeful employees who are able to generate income usually like to develop.
4. The right to choose. Consult with the staff, where and how to hold a corporate party, which method of encouragement to choose: payment of telephone expenses, gasoline or something else - there are many options. Allow the best members of your team to be the first to choose vacation times.
5. Opportunity feedback . Give experts a chance to speak. They can do this by leaving their recommendations and comments in a makeshift letter box, on whiteboards, or by speaking out loud in meetings. Do not forget, it is important for people to understand that they are ready to listen to their opinion. You can also reward unusual offers. In world practice, this is called rewarding initiatives.
6. Equip places for recreation. First of all, take care of the kitchen area and a place for outerwear. You should always dine not at the desktop, but in the room designated for this, where no one will disturb and you can switch. This method will positively affect the work and emotional state of the team.
7. Communication on achievements and evaluation distinguished. Non-material motivation can be expressed in the form of well-deserved praise. Remember, everyone loves kind words. You can praise an employee both in the corporate newspaper and on the intranet.
8. Contests and competitions. As the experience of Russian and foreign organizations shows, subordinates are greatly stimulated by participation in such nominations as "The best manager of the quarter", "The most accurate employee" or "Mr. Positive". It is important that this method of motivation is able to function independently.
9. Personal or personal work area. Everyone is pleased when they are known by sight and addressed by name. Therefore, a simple designation on the door, a table sign, and even business cards can be your tool for non-monetary staff motivation.
10. Discounts on company services or products. The price reduction may be quite small. The value is that there is only a narrow circle of people who can use it - this increases the credibility of the enterprise and management.
11. Incentive internal events. Create and strengthen corporate spirit by using forms of motivation such as celebratory banquets, barbecue trips, football or theater trips. Even a subbotnik in your office or in the surrounding area will be beneficial, especially if team-building games are introduced into them.

Non-material motivation of subordinates: examples of Russian companies

• Giving special powers. Appoint an employee as the head of one of the areas, this will allow him to receive new experience and grow in the eyes of colleagues. He will learn how to manage a team and then he will be able to indicate this competence in his resume. Watching him, you will decide whether to trust him to solve more serious problems. Try to bet on leadership position first one, then another specialist - this is effective, as many businessmen already do. Thus, almost the entire team of the company can be interested in the work.
• Attendance at important meetings. Invite your subordinates to meetings high level they will take it as a sign of your trust. The very fact of a person's participation in such a meeting guarantees him the respect of his colleagues, even if he was simply present at the negotiations. True, an employee may lose loyalty to the management by talking with representatives of a competing company. In order to avoid trouble, eradicate the unfavorable climate and try to ensure that each person is materially satisfied.
• Please advise. Seek advice from experts who demonstrate in-depth knowledge in one of the areas. So the person will feel that he is respected, and the opinion is considered significant.
• public expression of gratitude. Praise in public, and if you want to scold, do it in private.
• Improving the psychological climate in the team. Make an effort to create a comfortable atmosphere, so it will be easier for you to lead people.

Think carefully about ways to motivate staff, and they will create the basis for a good progressive growth of the company: by developing your own incentive program and applying it, you will see that subordinates have become more purposeful and loyal.

Original ways of non-material motivation from market leaders

• Leave due to heartbreak. Hime & Company is an all-female marketing company, so its founder included a "heartbreak" vacation in her incentive program. This innovation was introduced after a staff survey. It turned out that some were very worried about the break with their "halves", so they could not think about work. Now, when parting with a loved one, women workers under the age of 24 are entitled to one day of vacation, ladies from 25 to 29 years old - two, and after 30 years they are entitled to three days off.
• Unusual job titles. Walt Disney, the famous founder of the company of the same name, succeeded in managing the team. He believed that the level of job satisfaction depends not only on the salary received, but also on the prestige of the position and department. For example, under him, hotel laundries were renamed textile services. Since then, these divisions have been equated with marketing and customer service. However, they are much easier to get into, which means they are popular among young people who dream of starting a career in an organization. A Steve Jobs gave the consultants of his Apple office in New York the position of "genius", and the number of layoffs fell several times.
• Lottery salary increase. The idea is very unusual, although, of course, this method can hardly be attributed to the non-material motivation of the staff. The management of a major Japanese internet service company has thwarted talk of annual pay raises with simple dice. Workers roll the die and their salary increases by 1-6% depending on the number of dots rolled.
• Encouraging marriages between employees. Nihon Shoken, a product manufacturing company, has been positively treating marriage alliances in the team for several years, giving newlyweds a monthly bonus.
• Breaks during sales. Marketing company Hime & Company allows professionals to take half a day off during the sales season.
• Compensation for those who keep pets. "Kyoritsu Seiyaku Corp" deals with veterinary equipment. Therefore, in accordance with its activities, it gives presents to owners of cats or dogs.
• Newbie gift. At Commerce Sciences, it's customary to give a welcome souvenir to all newcomers. Moreover, the last hired one prepares it. There are no restrictions, anything can be a gift: from a solid service to a chocolate bar. Newcomers are pleased when their service begins with such a surprise, and this creates an additional incentive for the productive activity of young staff.
• Bell in the office. Hang up a bell or a gong - this method is used by many enterprises. Its sound is intended to announce important events, for example, the signing of a contract for a large sum. Expertcity has a rule: you can ring the bell only on business. If an employee uses it for no good reason, they will have to treat everyone to breakfast the next morning. For example, from time to time someone rings a bell to announce that they have a baby.
• Job change. HubSpot has an interesting custom: every three months, specialists change their workplace within the office. What is it for? No one is offended that he did not get the most the best place, communication is being established, as new neighbors periodically appear. And also this tradition contributes to the observance of order in its zone.
• Families friendship. The Icelandic company OZ encourages communication with families. Sometimes subordinates are allowed to invite their parents to the office to have lunch together. This method brings the members of the team together. The management is convinced that in this way it is possible to increase labor productivity.

Non-material motivation is sometimes more important and more effective than monetary incentives for an employee. Only with the help of bonuses it is impossible to keep the dedication of the staff for a long time. The management of the enterprise needs to introduce other methods.

• Development of the most priority areas of the enterprise.
• Involvement of all employees of the organization.
• Update of motivational programs. Uniformity will no longer produce results.
• Use of various tools. To stimulate efficient work the entire enterprise as a whole, it is necessary to identify the needs of all employees.

The system of non-material motivation of employees

Maslow's pyramid of needs

To facilitate the task, you can use Maslow's pyramid. It will allow you to prioritize the needs of employees. Knowing them, it will be easier for management to develop a motivation system:

• Physiological needs. Tool - material incentives.
• Protection and security. A favorable emotional atmosphere in the team is necessary. Information about the possibility of reduction or dissolution of the enterprise negatively affects the efficiency of the work of such workers.
• social needs. Communication and support in the team, from the head.
• Respect. Such workers need attention, they are stimulated by the consciousness that work will be appreciated.
• Self-realization. You can entrust the solution of non-standard and complex tasks.

understands that all categories of workers have wants and needs. After satisfying some, new, higher ones appear.

Tools of non-material motivation of personnel

1. Organization of meetings where news and development plans of the enterprise are discussed. This method allows employees to be in the know.
2. Carrying out competitions, competitions.
3. Congratulations to employees on the holidays. Reasons - personal events and production: seniority at the enterprise, appointment to a new position, birthday. Congratulations must be public, in the presence of the team.
4. Education, trainings, seminars. You can send promising employees to participate in conferences, to refresher courses.
5. Notification of employees about the achievements of colleagues. Merits can be printed in the local newspaper, on the company's website.
6. Feedback. Used anonymously or open way when suggestions and wishes are placed on the board or brought up for discussion at planning meetings. Employees will develop an understanding that their opinion is taken into account. Rational and interesting proposals can be introduced and encouraged.
7. Organization of events: a banquet or joint outdoor recreation, going to the cinema. The tool strengthens relationships in the team, forms a single team. Cleaning of the territory and office is also possible.

Other methods involve organizing places for recreation. Thanks to the equipped kitchen and locker room, employees will be able to dine in a comfortable environment, and not at their desks.

6 methods of non-material motivation

1. Greet staff by name.
2. Sometimes allowed to leave work earlier, take extra days off.
3. Incentive events for the "invisible" employees of the team.
4. Arrange tea parties with sweets, cake or fruit.
5. At each workplace, put up signs indicating the position - it's nice to feel authority.
6. Consult with the team. It is necessary to report a serious task or problem, having listened to the staff's suggestions for solving it.

Some tools are developed by organizations themselves. Forming a flexible schedule allows you to start the working day earlier and deal with more personal matters in the evening.

Another way to motivate may be the right to choose. A distinguished employee is given the opportunity to determine for himself the preferred vacation time or work that he would like to do. Other employees will have to choose from the remaining options.

In some cases, the expression of public gratitude can have the most positive impact on the efficiency of the work of employees, stimulating them to take the initiative.

“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 non-material motivation of 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 your best 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.

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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 specialists are interested in teamwork and in 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 various material rewards that employees receive for their personal or collective contribution to the results of the enterprise through the implementation of their professional duties. Here we are talking about bonuses, profit sharing, additional payments, deferred payments, participation in share 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 effective motivation is a decent salary, practice shows that the non-material motivation of staff plays a key role in this matter.

Additional incentives become necessary if:

• the terms of the employment agreement are violated;
• 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 to material types of 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, ensuring that his workplace is organized properly, so that he eats and rests during 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 the 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 motivational system to give excellent results, it is important to know what a particular 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. Non-financial incentives should solve the tactical problems 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, in addition to 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 it's 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 payment of bonuses. 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, clear, and 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 efforts. 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, you must follow these steps.

After you begin to structure the position, establish what sections this document will consist of. 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;
• provision of 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 they indicate social benefits, or, in other words, 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.;
• changes in the status of an employee: career advancement or 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 brings, 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. The personnel department monitors the completion of the trial period and generates a report on staff turnover in the past year.

Important: the non-financial incentive program is being implemented faster than the financial incentive program. 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 it. certain elements. 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 of the best employee of the month, as well as contests, quests, etc. The effectiveness of the game system is clearly seen when employees understand what they are fighting for. simple photo on the board of honor, as in the USSR, now there is little. We need a powerful motivation in the form of a super prize!

In one travel agency, sales managers competed for the right to accompany their boss on a business trip to Europe as part of a corporate program. 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 authority.

• Training, advanced training.

When analyzing effective non-material incentive methods, one cannot but pay attention to training - one of the essential tools motivation. 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 by the financial capabilities of the company, 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 kind of 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, a variety of play areas, gyms, free cafe and a lot of shops on the territory of the office, the staff does not experience any problems with tasty good nutrition, 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 competitions, organize tours. It is necessary to say that such actions give a visible result.

For example, in one advertising agency, a corporate paintball game became a kind of reconciliation tool. 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 competent personnel management means, and then he will be able to indicate this skill in his 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.

• Improving the psychological climate in the team.

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 written 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 assigned the position of "genius" to the consultants of his Apple office in New York. 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 has put an end to 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 work activity begins in this way, and this 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. For what? 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 about main goal companies. 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.

Remember 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.

“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 immediately go to ready-made solutions, for those who have just begun to study this topic, I strongly recommend reading our other articles about 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 non-material motivation of 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.

The most classic example: manager -> senior manager -> group leader. 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's also about the workspace. 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, this is a birthday, a 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 your best 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.