Incentive: employee's second "salary"

Many managers will ask: how can I keep my subordinates motivated? The low morale of subordinates is the slap in the face of managers. However, it is really difficult for an employee to do what he should do. It is daunting to let the employee do it with enthusiasm.

Employees are not active and management problems exist.

You can buy a person's time, you can hire a person to a fixed job, you can buy technical operations on time or by day, but you can't buy enthusiasm, you can't buy creativity, you can't buy a full investment, and you have to fight for it.

-- Francis (C. Francis)

The ubiquitous work in the workplace is boring for managers. According to the research results of Professor Chen Chunhua of South China University of Technology, 200 of the 20% cooperative research enterprises work with each other, 20% are secondary products and inventory, and 20% are blindfolded, 20% it depends on how much money you give and how to do it. Only 20% of the employees who actually produce performance are allowed. Therefore, Mr Chen firmly does not agree with China's statement of low labor costs.

The reluctance and non-cooperation of employees will make the company pay a high price. This is an indisputable fact.

Why?

On the one hand, human beings are inherently inert, and work itself is often monotonous, repetitive, trivial, and boring. Therefore, if you do not pay attention to it, it will appear when you are not doing anything. The motto "three monks have no water to eat" vividly proves the existence of "group inertia.

On the other hand, the company's resources are limited, and managers cannot be perfect. There are always some harm to employees, such:

Employees are not recognized and valued;

Employees are not recommended to be valued;

There are preference in assignment, unreasonable division of labor, and unbalanced responsibilities;

Insufficient manpower and increasing workload;

There is no room for discussion about commands, but the reasons for the changes are not explained;

Work rights are not guaranteed;

The treatment is unfair, and I feel that I am a low person.

And:

The boss is always right;

The boss is always picky and cannot satisfy him;

The boss cannot (CAN) Protect himself;

When departments conflict, they feel they are victims;

Performance (credit) is encroached upon by superiors.

Any experienced manager knows that the above problems will never be completely eliminated. Sometimes it is a reality, sometimes it is a misunderstanding, no matter how hard, employees will be hurt.

New managers may encounter even more obvious incentive dilemmas-"new officers have three fires", and many new managers will make demands for their subordinates. These requirements often increase the workload of employees, there is no immediate benefit at present, and it is necessary for employees to resist the problem.

Symptoms of low morale:

Reluctant to work overtime;

Unwilling/unwilling to take the initiative to do additional work;

Resistance and non-cooperation when extra efforts are required;

Manual delay;

There is no reasonable explanation for arriving late and leaving early;

Blame others.

Once such a phenomenon cannot be contained, the entire team may gradually collapse.

There is a saying that 10% of employees in the company are incapable of being competent. When they feel incompetent, they will become dull and suppress their performance; or you can focus on hiding your incompetence. Such employees obviously do not have enthusiasm for work.

In this regard, a brave man is required?

To motivate employees, it involves a lot of areas. How many incentive methods will be provided for a management book.

When it comes to incentives, many people think of bonuses, promotions, promotions, and salary increases.

Is promotion and salary increase a good incentive method?

One time, in the performance management class of the famous Human Resources trainer Zhang xiaotong, she raised a question: How long have you been excited after the salary increase? That is, how long can you be excited about your salary increase.

Most of the students answer the question in two or three days. As I said for a week, Mr. Zhang smiled and said, "You have been so excited for a long time !"

A salary increase is an incentive, but it takes too short time to continue to take effect. Considering its cost, it is not a daily incentive method. Based on the rigid effect of salary, all bonuses and promotions can only be upgraded and cannot be downgraded. Otherwise, employees will inevitably be irritated.

The role of salary increase and promotion is closer to the affirmation and reward of employees' achievements, rather than the encouragement and improvement of their future work status.

In the incentive training class, I will invite trainees (most of whom are experienced managers) to discuss in groups: What kind of effective incentive experiences have you had in your work experience, what is the reason that inspires you.

The answer to the discussion is highlighted in one aspect: the appreciation of the company (boss.

I still remember that one trainee received a job that the company urgently needed and only qualified, but reduced his salary by half (the limitation of State-owned units and organizational structure ), with the continuous encouragement of the direct supervisor, he went all out for three years in this position until the project was successfully completed.

Historically, of course, there were examples of very successful incentives for employees, such as the "$5 daily salary" that Ford launched in 1914 ". But that is when the salary is not enough for living expenses. The higher the salary level, the less incentive the higher the salary can produce. In the ranking of "what employees need most", the salary has never ranked first.

What are the first three most needed by employees?

I hope their work will be appreciated;

Hope to understand their personal problems;

Hope to have a sense of accomplishment in your work.

The most effective incentive is to praise

Praise, the spirit of employees

There is a definition of incentive: "incentive is the most basic but not yet met requirement ."

What do employees need most? Feedback and attention from superiors, happiness and sense of accomplishment at work.

Long-term management practices tell us that if you want to motivate your employees through the system, promotion and salary increase, there is no such thing. If you really care about your employees, like your employees, and want them to feel, they will be motivated.

In fact, new managers do not need to know much about institutional incentives. Incentive Methods for salary and benefits, promotions, and even job regionalization and job rotation should be left to the CEO or HR of the company for consideration, they are too far away from front-line managers (grass-roots supervisors.

To determine whether a manager is an effective motivating person, the standard can be very simple: that is, how your employees feel about you, or how they feel in front of you.

Does he think you like him? Do you like his work? Does he think you are grateful for his efforts? Have you noticed his payment? Is he confident in your face?

If the answer is yes, you are qualified in terms of incentives.

If not, the following content may be helpful to you.

The best way to motivate him is to cherish your subordinates, value his achievements, and make him feel that you appreciate him. To do this, the simplest and most direct method is to praise and praise him.
Through praise, You can stimulate the sense of responsibility and self-confidence of subordinates. Through praise, they will become independent. Praise is the spiritual oxygen of people. Praise is the most fundamental psychological requirement of people.

I once received a call from a colleague and said to me, "Connie, I am not happy, because no one praises me !" After several years of resignation, I also had my former subordinates reporting to me constantly. He said, "I will tell you, because you will praise me !"

An environment without praise or praise is exhausting. Each of us needs a lot of praise to maintain a sense of security. People have no end to their needs for praise.

Charlie Shi, the world's first man with an annual salary of 1 million, and the first CEO of United Steel in the United States, is well versed in management. "I think my ability to inspire employees is my biggest asset," he said. The way to maximize one's ability is appreciation and encouragement ."

Some may be confused about this statement. Indeed, some employees in any company are highly self-driven. They have a strong internal motivation and do not rely on praise or praise. When the external environment is poor (such as encountering an incompetent boss), they may also persistently work hard, or even get frustrated.

Managers are lucky to have employees with high internal drive. But the new manager must understand that you cannot expect your employees to be highly driven-just like yourself. For most employees, praise and praise are not a luxury but a necessity.

Praise, an effective way to shape employee Behavior

Praise makes employees feel safe and happy, so they are more engaged in work. Praise is also the most basic way to shape and change employee behavior.

People have a basic instinct, that is, to repeat things that make you feel happy. When a person gets a pleasant result because of what he does, he will tend to repeat this behavior. In turn, if there is something unpleasant to him, he will avoid repeating the same mistakes.

There is a famous "Ten Questions" experiment in management. Let two groups of people with similar intelligence do the same ten questions. Both groups made great efforts to answer the seven questions, but the experimenters told the Group A that they did very well, better than the average person. But they told group B that their performance was unsatisfactory.
When the experimenter resends the next ten questions for the second time, the differentiation was obvious: the group A staff continued to work diligently, even higher than the first investment, finally, we have nine or even five questions. However, the group B experienced a poor performance and perfunctory behavior. In the end, they did not even do anything wrong with the five questions.

When applied to management practices, we can know that the actual performance of an employee is not important, and his feelings are important. When an employee feels good about himself, he will be more willing to make better efforts. When he feels that he is doing poorly, he will break the jar.

A good leader knows the importance of giving praise to employees without reminders. They seem to have a kind of instinctive consciousness, knowing that praise is not only a feedback on good performance, but also a reason why good performance is produced.

-- Marcus platinum, what you must know

In this sense, galop suggests that when an employee changes from being late for 30 minutes to being late for 10 minutes, we should praise him-because it is certain that the progress of the employee will make him feel good, it will urge him to make more efforts to pass.

Lang Ping, a famous Volleyball Athlete, experienced the baptism of "using criticism or praise" when teaching volleyball in the United States.

Lang Ping was invited to become a coach at a volleyball Hall in the United States. At Lang Ping's level, the technology of those amateur girls is naturally hard to get into her eyes. She has high standards and strict requirements for the students, and is meticulous in pointing out the incorrect posture and the nonstandard movements of the students. After a while, the students were afraid of her, and she was very nervous and the teaching effect was unsatisfactory.
When seeing this, the boss of the arena invited Lang Ping to see how a popular American female coach taught volleyball in their arena. This female coach is not comparable with Lang Ping, but her teaching effect is much better.
Lang Ping was shocked when he saw it in the past. The American coach said to the students every time: "Dear, you have done a good job,

It's amazing for beginners to do this, but it's more perfect if you raise your arm a little more ." Or, "I have never seen anyone so talented as you, and you just need to be a little bit faster ."
No one likes to be criticized-you don't like it, I don't like it, and no one likes it. However, many people will treat students, subordinates, and children in this way, regardless of their attacks and harm to people.

When we know that we are going to be criticized for something we have done, we feel a lot of pressure because we are afraid of what we will hear. What's worse, there is no harm to people's self-esteem and self-confidence than criticism. Even a criticism in a lot of praise may cause a deep stab wound to people.

Therefore, brilliant managers often use the praise method, but less the criticism method. When criticism is needed, they will pay attention to the language without preference (see section 2 of Section 3) and ensure that the ratio of criticism to praise is.

David Orden, a famous American advertiser, once said: "In all my work goals, this goal is at the top: do my best to make every employee's career in the company a pleasant and happy experience. We are responsible for changing the lines at the corner of the mouth ."

The specific praise will have a significant impact on employees' behaviors. If you try it a little, you will feel its amazing effect.

I

My secretary made a very complex monthly report. For many years, I have always thought this report is a routine task for her. I always said at a Glance: "Okay, send it out ."
This time, I read carefully in front of her and praised her for her good integration work. I thanked her for the neat report and complete content.

I was surprised at her response. She said, "Thank you. This is a good compliment ."

I found that in the past few days, my coffee cup has always filled up when I want to drink coffee, and she has become more friendly. I wrote this down, and I will continue to thank her for doing a better job.

II

The biggest achievement is that it happened to an employee that I previously thought was difficult. When he receives a job, he will always screw it up. Of course, he accepts the punishment he deserves. However, I think we should make some further efforts to help him do something better than just dismiss him.

I started to change and praised him for doing the right thing. This is a better result than criticizing him for doing something wrong. I also praised him in front of others to let other employees know that he is not totally incompetent. I also asked him to perform the same job as others so that he could know his performance through comparison.

In the past, I used to wait until he finished his work. Now, when he is working, I will go to his work station to see how he is doing and praise him when he is doing right.

I found that because I gave him more praise and less criticism, his job performance was greatly improved and his mistakes were reduced. He also asked for new jobs. This employee still has a lot of room for improvement, but I have already put him in the right direction.

If the basic responsibility of a manager is to manage the behaviors of employees and show them the behaviors required by the Company, praise and praise are obviously very cheap and effective management methods.
Unfortunately, we often hear some managers say:

"I hope someone can be more mature. Every time he solves a problem, he will come in and tell me ."

"Some people think that they should be rewarded when doing the right thing. I hope they will know that it is appropriate to do the right thing ."

"If someone can stop wishing me to praise him when he is doing a good job, it would be better ."

What does a manager miss when he refuses to praise and praise him?

He missed the opportunity to maintain employee enthusiasm, missed the space for continuous creation of good performance, and missed the possibility of making himself an outstanding manager.

Why don't supervisors often praise them?

Note: Mark the sentences that meet your condition in the following table. You do not need to publish the results.

1. I want to praise others, but I am too busy.

2. I think others will think that I am hypocritical.

3. I think praise may not be very effective.

4. if everyone does what they want, professionals must fulfill their duties well and do well.

5. If things go smoothly, people do not need to get praise from me.

6. Our corporate culture does not advocate this.

7. I think praise should be aimed at the true achievements rather than small details.

8. If I praise one or more people, others may feel bad.

9. I will feel uncomfortable if I don't praise my subordinates.

10. Although some people are doing well in some aspects, they still have many shortcomings and do not have enough praise standards.

11. I feel awkward when I give praise.

12. I think verbal praise is useless.

If there are more than three tags, you need to consider how to improve it in the future.

How should managers praise employees?

Action Description

Describe how behavior feels

Describe the impact of behavior on the organization

It is important to extract the meaning of employee behavior and make emotional statements.

You can use the following expressions:

"This looks like a very good job ."

"Thank you for all your efforts in this work ."

"Thank you for working so hard that I can see the results in such a short time ."

"I cannot do this well !"

New managers stand up from your seat to discover the achievements of employees.

If you see the employee's achievements, it is a good way to be sure immediately-email.

Please note: the decrease in the number of failures is also an achievement.

List several ways you can express your gratitude:

Public praise;

Write a thank-you note (this is a method Jack Welch prefers), or use an email or text message;

Small prizes (small prizes that employees like, sometimes toys also have miraculous effects );

Invite employees to dinner together;

Let the employee have dinner with you and your boss. when you eat, you will detail his achievements to the boss;

On his son's birthday, he sent a book to his children and wrote: "Your father is a top-notch talent in our company ";

Send a fruit basket to his house. Of course, you must attach a handwritten thank-you note;

Pay him a parking fee in office buildings for one month or even one year;

If an employee takes a bus to and from work, you will make a special trip to pick him up or off work in a week;

When he was on a business trip, he was especially authorized to take a day off in the local area for fun. The hotel fee was paid by the company;
......
You don't find it. The reward method is limited by your imagination.

Praise employees if they are sincere-be careful when your employees say, "Don't use my skills !"

Motivating employees is a continuous process.

Many parents often joke with their children: "Are you going to eat again? Didn't I give it to you a few hours ago ?" The child will laugh, because this idea is ridiculous. Everyone knows that we need continuous food supply to survive.

The study found that praise can be sustained every seven days. In addition, the best reward (Instant Evaluation) is provided immediately after the employee's performance.

As a result, galop proposed that one of the criteria for testing a good manager is: "has each of your subordinates received your praise in the last seven days ?"

You need to always ask yourself this question until you find that you can naturally appreciate and praise your employees. At that time, you will find that the relationship between you and your subordinates is very smooth, they are always enthusiastic, and your competitors will find that, it is very difficult to lure your employees into leaving.