Performance management: non-material incentive mechanism of the software development team

Author: Chen Yong

Source: blog.csdn.net/cheny_com

 

There are still many ways for IT personnel to be motivated in addition to paying. For example, when I just graduated, I used to compile a software program for five months all night because I had an exclusive 486 computer; after a few years, one of my colleagues will program while eating at noon because he is solely responsible for a crucial module ...... Many people find amazing motivated people for different reasons. What are the rules that these incentive mechanisms can follow?

I have read a copy of "quick software development" by mccornell (one of the several major American gurus at the time, "Perfect programming code complete" is also a work of its works) in the past 02 years or so. there was a chapter in the article that mentioned the Incentive Problem of the software team, which roughly divided people into two types: the team leader and the team members. The main non-material incentive factors after the two types are as follows ):

Team lead Team members

 

Sense of Responsibility and accomplishment

...... Personal life

A sense of accomplishment becomes an opportunity for a technical supervisor

Personal life responsibility

...... ......

We can see that the two are very different and should be treated differently. We will discuss several incentive factors.

 

1. sense of accomplishment

The basic sense of accomplishment is: what projects have I participated in? If this project is "great", it will be motivated no matter whether the new employee's work is good or bad.

A deep sense of accomplishment is: what role have I played in this project? This is often overlooked. In, I once had a subordinate who was arranged to "develop an interface framework, with a tree on the left and a list on the right. The following is the specific content. I am creating an underlying model for it and will integrate it later .". My superior said to me, "I feel that he is very busy at work. Does he know what he is doing ?" I described my schedule. The manager said, "No, you must tell him what functions the product has developed ". Therefore, this arrangement becomes: "You are developing the console for the 13 processes of our digital TV system. We need to know which processes are running, and can modify the configuration and restart these processes ." "It turned out to be a central command software !" From then on, he became much excited.

I guess this is because everyone wants to describe it to their classmates and say, "I am working on the console of the digital TV System", rather than "I am responsible for making the interface, on the left ......". Therefore, each team member should understand and take pride in the value of the customers they work.

 

2. Opportunities to become a technical supervisor

Basic opportunity: that is, the feeling of being independent.

Deep opportunity: lead a small team or have at least one assistant, for fear of only one. Although most senior programmers despise the dummies of new users, they do not want to do chores. Small teams create opportunities to eliminate chores and become technical directors.

 

3. Personal Life

My company has a dedicated table tennis room, which is quite novel for newcomers. It is a good place to know everyone.

 

4. Sense of Responsibility

Responsibility is one of the first factors for choosing a team leader.

Why do we often say "leaders are mixing employees "? Because the team always has some undesigned direct incentives, or a mess due to historical issues, or is overly compressed by higher-level leaders to become unaccepted tasks, or something that has no sense of accomplishment ...... Team leaders must be able to take the initiative to deal with these things to achieve the overall success of the project. What inspires him to do so is a sense of responsibility.

 

Compared with a fully flat team of 1 Project Manager + 12 members, the 139 Team (also described in a blog post) contributes to the sense of accomplishment, the opportunity to become a technical director, and the sense of responsibility, this is a team model conducive to healthy growth and effective incentives for employees. For more information, see related articles.

 

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