Financial motivation - how to increase the efficiency of employees? Types of non-financial motivation. Standard program or individual approach

20.09.2019

The most common method for improving the efficiency of individual employees and the personnel policy of the enterprise as a whole is the material motivation of personnel. She is the most universal system- material motivation of employees is effective for all categories of employees without exception. Every employer should know how to properly use the material motivation of personnel, what methods exist and how effective they are, and it is best to familiarize yourself with the features of its application using practical examples.

What is material motivation of staff

First of all, the material motivation of personnel is a method of influencing employees, directly affecting the size of their actual monetary or other material remuneration. At the same time, there are quite a few specific ways to implement this technique, and employers and employees are far from always aware of the possibilities and features of their application in labor relations. At the same time, the material motivation of personnel often has a certain reflection in the norms of the law - in some cases, certain compensation and additional payments are obligatory for employees, for example, when working in harmful or dangerous conditions.

In general, material motivation, although most often implies direct monetary motivation of employees, but is not limited to it. In particular, non-monetary methods of remuneration that have a direct material reflection can often be attributed to material motivation, for example, the provision of vacation vouchers, company products or other essential goods to employees and other benefits.

Legislatively, the right of the employer to use methods of material motivation is practically not limited in any way, with the exception of methods of negative impact, with which one should be as careful as possible. The main types of material motivation will be discussed in more detail below.

Goals and objectives of material motivation of personnel

The main tasks of any methods of personnel motivation are to increase the overall efficiency of the enterprise through its personnel sphere. Well motivated and motivated employees demonstrate higher work efficiency. However, the general tasks and goals of material motivation of personnel are much more complex. So, they include:

Each employer can independently determine the goals and objectives of the system of material motivation of employees based on the needs and capabilities of his particular organization.

3. Types of material motivation of employees

According to its expression, material motivation is divided into:

Direct cash. In this case, they imply direct incentive methods that affect the total income of the employee and have a clear monetary expression that increases it.
Indirect or non-monetary. Such methods of material motivation provide for the provision of material benefits to employees, or vice versa - deprivation of the opportunity to receive them in one form or another without a direct impact on his income.

According to the mechanism of motivation, methods of material motivation can be divided into:

Positive. These methods of motivation include any options for material motivation that provide employees with certain benefits. That is, improving their actual financial situation in one way or another as a reward for the good performance of official duties and the absence of complaints.
Negative. Negative methods of motivation include tools to punish employees for violating established rules. internal regulations, neglect of discipline at the enterprise, non-compliance with the accepted production standards and other misconduct of a labor or disciplinary nature.

Directly, the methods and types of material motivation of personnel, which are used most often, may look like this:

Wage. The salaries of employees, wage systems, tariff rates - all this is the main component of the mechanisms of material motivation of personnel. Accordingly, since any organization decides to establish wages for various positions, we can say that material motivation is used by all employers without exception. However, the salary itself is far from always the most effective motivational tool, since its change requires the use of a fairly large number of procedural procedures, and its payment is also associated with many nuances and subtleties that should be taken into account by both employees and employers.
Prizes. The most common additional mechanism for motivating employees is the provision of cash bonuses. At the same time, bonuses may include both the issuance of the year-end, and individual remunerations assigned in accordance with key performance indicators or other methods of influencing employees. It should be remembered that all cash bonuses are included in the wages of employees and affect its calculation, which is important when solving many issues related to social security and guarantees for workers provided for by law.
Present. Employers have the right to give individual gifts to employees as a motivating tool. They can be of the most diverse nature and be provided both in the form of direct products or services of the enterprise, and in the format of various other goods or other values. Examples of gifts include vouchers, vouchers for visiting various establishments, tickets for cultural events.
. Directly fine an employee for a violation labor discipline the employer has no right in any case - the application of fines to employees is strictly prohibited labor law. However, the legislation allows for the possibility of depriving employees of bonuses if they have disciplinary sanctions, and in some state structures - and demotion with a corresponding reduction in wages. At the same time, everything disciplinary action and the mechanisms of their impact on employees should be taken into account in the internal local acts of the organization.
Benefits and compensation. The employer may provide additional financial assistance to needy employees, compensation for rental housing, the use of transport, mobile communications or travel to public transport. All these techniques can be attributed both directly to material motivation, and to methods of motivation of a non-material nature.

The employer is not required to apply certain types material motivation in general - in most situations, the decision on the appropriateness of certain methods of motivating employees rests solely with the employer. Wherein certain types and methods of material motivation can be both extremely effective and relevant in some enterprises, and be almost completely useless or even actually harmful in the conditions of other organizations and positions.

Advantages and disadvantages of material motivation of employees

Like any method of organizing labor in an enterprise, the material motivation of employees has its own characteristics and its characteristic negative and positive features. So, the advantages of material motivation of staff include:

However, the system of material motivation of workers also has certain inherent shortcomings. These include:

Increasing the costs of the enterprise. In most cases, the use of material motivation of employees is more expensive than the use of individually developed methods of non-material motivation, which in some cases may not involve any costs in principle.
Not enough tools. Despite the fact that material motivation has many types and methods of implementation, the tools of personnel specialists, managers and employers in this case are much lower in comparison with the range of opportunities provided by non-material ways of motivating employees.
Increasing the tax burden. In matters of bonuses and wage increases, the material motivation of personnel provides an increase in the tax burden on the enterprise and an increase in deductions from the employee, in contrast to non-material or non-monetary methods of additional remuneration of workers. At the same time, it should also be remembered that all bonuses and salary allowances must be taken into account when calculating the average earnings of employees.

The procedure for implementing material motivation systems for personnel - a step-by-step guide

It should be noted that employers need to justify the use of methods of material motivation of employees. It is quite easy to do this - it is necessary to consolidate the provision on the material motivation of employees as a local regulatory act. Also, the possibility of using methods of material motivation may be present in the text of an individual employment contract or adopted collective agreement. At the same time, the employer has the right to use several provisions on material motivation, accepting and fixing separate documents for different positions of employees, different types motivation and other features of accrual.

Almost always, direct material motivation through the provision of bonuses, benefits, compensation and gifts must be accompanied by an appropriate order from the head structural unit organization, employee or direct employer. This order must be recorded in the document flow of the organization.

If the company has local regulations, strictly defining the situations, methods and procedure for motivating employees with material rewards, violation of the prescribed procedure may entail bringing the employer to responsibility. Therefore, it is recommended that local regulations provide for a mandatory final decision by the employer in each case of providing additional benefits to employees with the ability to refuse to issue them with or without explanation.

Examples of material motivation of personnel

realities Russian business contain a large number of effective examples of staff motivation. At the same time, the most original and effective methods are implemented, first of all, at modern enterprises in the field of information technology. In particular, the practice of such companies as Google or Yandex can serve as an example of material motivation for employees in IT, providing for a variety of benefits and preferences depending on the individual performance of each employee.

An important fact is that the practice of many large corporations that are members of general partner networks can serve as a good example of the material motivation of staff. This material motivation lies in the possibility of obtaining products and services of partner companies for preferential prices or even free of charge on the terms of their mutual provision. At the same time, in some situations, such a partnership can provide minimal costs for each enterprise.

There is no doubt that the right motivation of the personnel by the HR manager is the key to the successful work of the organization's employees. However, exactly how to motivate people is not always clear. Money is important! Money is one of the most important factors in motivating staff, and this article is devoted to this topic.

An HR manager must remember the main thing - money is important!

On the one hand, this is obvious. On the other hand, that this is not at all the case, recall at least Maslow's concept of the pyramid of individual needs.

If Maslow's theory were completely correct, then, at least in rich countries, economic incentives should have lost all their power by now. As we know, this is not true.

According to Peter Drucker (1974), there is not a single piece of evidence to support the rejection of material rewards. Anti-materialism is a myth, despite the fact that so much is said about it. Economic incentives are becoming much more effective motivation than just remuneration of staff.

We live in a world of monetary motivation, so the HR manager cannot avoid given question in interaction with employees. No human attitude can compensate a worker for a monetary reward.

If good human relationships are established in the team, then this will only give the team additional interest in the work, which will become an excellent motivation for better work.

Even the most avid footballers would not consider playing for England unless they were paid. The financial rewards the clubs offer them are far greater than the rewards in their own country. Rugby players no longer play for their own countries, but choose the highest bidders. Professional tennis players refused to play at Wimbledon because the rewards were not attractive to them.

All this is characteristic of our world, and you, as an HR manager, must take this into account. The fight for better pay and rewards is really still going on. All this happens all the time, despite the demand of psychologists that safety is the main human need.

Do values change over time? However, despite all the philosophical reasoning, we must consider the realities of life in the commercial world.

Self-motivation may not last long: it must be constantly strengthened by rewards. In particular, merit should be judged and rewarded regularly if it deserves it.

What determines the financial reward of an employee?

Financial rewards are divided into three types:

for additional profit;
for good work;
for merit.

For profit

Profits can be assessed at macro and micro levels. This is determined by what kind of activity the company is engaged in and what products it produces.

At a macro level, it would be difficult to identify and reward outstanding work.

This is possible at the micro level, where you can consider the cost of work and the amount of profit in more detail. This is easier said than done because it also takes into account overhead and other general services, which reduces the objectivity of the evaluation of an individual employee. The allocation of cost in such cases is somewhat arbitrary, so profits will not be a true reflection of the work.

For good work

In the case of performance evaluation, the various contributory factors must be separated from each other, evaluated and compared. An HR manager can assign an assessment to each factor upon prior agreement with the company's management.

The cumulative rating of work factors forms the structure of an employee's salary. However, there should be a so-called "baseline or level", a "minimum wage", which depend on the working conditions and geographical location. In some cases and in some countries, these indicators are set by law.

We can talk about the following factors:

working conditions;
physical features;
mental characteristics;
degree of responsibility;
education and experience.

If they are managers, then they must have:

responsibility;
experience;
the ability to build relationships with people.

To assess the mental, professional, physical characteristics of an employee, an HR manager will help psychological tests. Such psychological techniques for attention are very effective and rely on a solid basis of evidence-based theories of attention.

For example, an analogue of the Ioseliani test serves to assess the switchability of intellectual attention.

Stroop test - to assess the intensity and selectivity of attention. With it, it is also possible to train the intensity and selectivity of attention.

The Amthauer Intelligence Structure IQ tests are required to diagnose the intelligence structure and determine the intelligence quotient (IQ).

Guildford's psychological test allows you to explore social intelligence necessary for professions such as "man-man", to predict the success of the worker.

For merit

An employee's merit rating is used as an indicator of performance. Each employee is usually rated as excellent, good, average or poor on the following abilities:

sociability;
human relationships, including leadership and motivation;
knowledge;
judgments;
mental capacity.

I would like to advise the HR manager to take the assessment more seriously, because sometimes it, unfortunately, is carried out simply mechanically, which leads to bias in relation to employees.

Each person has reserves, which even he is not always aware of. Experienced managers organize work in such a way that success becomes quite predictable. To do this, use certain techniques aimed at creating the appropriate conditions. In other words, it is about employee motivation.

Inspires employees of companies to rapidly move up the career ladder. Education in the form of regular trainings and advanced training is becoming more and more popular. Some firms try to interest employees by organizing good rest. For example, they offer vouchers, for which they conclude agreements with partners in advance - travel agencies. Corporate services are often provided on preferential terms. To the list possible techniques add medical care.

Tangible results are also brought by the organization of competitions, in which the best professionals are identified, diplomas and gratitude play a certain role, but nevertheless, monetary rewards are still considered the main incentive. It includes, in addition to the salary itself, percentage and bonuses. Gratification is a type of remuneration that increases the interest of agents and brokers. Let's not forget about compensation, sick leave and vacation pay.

A generally recognized system is payroll based on three criteria. The first part is paid for the performance of direct official duties. Long service remuneration is given depending on individual merit. Work for a certain reporting period is also evaluated taking into account the impact of each employee. The addition to the salary for the initiative and the manifestation of abilities inspires optimism, encouraging achievements in the future. Managers of companies celebrate the merits of employees in other ways. It's nice to receive a valuable personalized gift for long service or for fulfilling a plan. There is also such an important criterion as a personal contribution to the development of the enterprise. Managers and owners of the company have the opportunity to show attention to employees on birthdays. Experts note that in many cases, labor incentives are economically beneficial. The company loses a lot when a highly qualified specialist leaves, believing that his services were not appreciated. Therefore, it is worth noting the real contribution of the employee so that the valuable employee does not start looking for better conditions.

The practice of working in the market shows that, limiting themselves to only one-time financial motivation, company owners often make a mistake. Not enough temporary incentive. An employee will be more willing to invest in the company if there is a clear scheme for both pay and promotions. At the same time, one should not think that one-time financial motivation does not make sense. Prizes have always been used - they are no less relevant now.

Massachusetts-based software company Quadrant Software has reduced hours for employees in summer time. The German hotel Schindlerhof sends employees to advanced training programs in various countries peace. Procter & Gamble allows staff to choose the benefits that matter most to them this year, within a fixed amount.

It could be health insurance, a gym, extra education etc. And on the territory of such a factory as "Philip Maurice Izhora" there is a sports center, which includes gym, fitness class and much more. Classes are conducted by professional trainers. In general, each company comes up with its own "chips" and "hooks" to motivate staff. But what and how we work now and we will understand.

Motivation Scale

To begin with, let's consider what kind of motivation, in principle, staff can have. We distinguish four types of motivation, namely: money, self-interest, personal conviction, and duty. Of these, debt is the highest motivation and money the lowest. Now everything is in order and in detail.

The lowest level of motivation money. A person with such motivation, having come to an interview, will ask: “What will my salary be?”, “What bonuses are possible in your company?” etc. according to the list of everything that directly or indirectly concerns money. Of course, money is great, but money is the result of activity, work done. People with this level of motivation are the most unstable people, you should not rely on them. If, for example, such a “money” employee is offered a higher salary in another company, he will leave without hesitation.

The next motivation is personal gain. When applying for a job, a person with such motivation will ask questions like: “Do you have a social package?”, “Do you have paid vacation, travel, training, sick days etc.?". A person with a motivation level of "personal gain", as well as "money" is focused on the incoming stream, that is, more on getting something than giving back. Do not expect from such an initiative and acceptance of responsibility.

There is also a motivation personal conviction. In this category are the majority of people working, for example, in America. There, a person argues like this: I can do it; I am convinced that I can do it; I like what I do; I want to do this because it's the best. If a person with a similar motivation comes to the interview, then he will ask the appropriate questions: “What will my activity consist of?”, “What will my responsibilities be?”. Such a person, of course, has more outflow, because he likes his work, or at least he is convinced that he can do such work and that it is suitable for him. . In this category are the majority of people working, for example, in America. There, a person argues like this: I can do it; I am convinced that I can do it; I like what I do; I want to do this because it's the best. If a person with a similar motivation comes to the interview, then he will ask the appropriate questions: “What will my activity consist of?”, “What will my responsibilities be?”. Such a person, of course, has more outflow, because he likes his work, or at least he is convinced that he can do such work and that it is suitable for him. . In this category are the majority of people working, for example, in America. There, a person argues like this: I can do it; I am convinced that I can do it; I like what I do; I want to do this because it's the best. If a person with a similar motivation comes to the interview, then he will ask the appropriate questions: “What will my activity consist of?”, “What will my responsibilities be?”. Such a person, of course, has more outflow, because he likes his work, or at least he is convinced that he can do such work and that it is suitable for him.

And the last motivation is duty. A person with such motivation does not expect anything in return. This does not mean that he should not receive anything, he simply does not obviously expect anything from what he has done. Duty is an internal feeling of obligation to someone or something. For example, a father provides his family with good conditions, buys food for the family, sends his children to good school, walks on parent meetings etc. All this out of a sense of duty and responsibility.

In business, this feeling is often present among founders, senior executives, and business owners. This type of leaders understand that they are responsible for employees, for their success and well-being and try to do everything possible for this.

People with a level of motivation of PERSONAL CONFIDENCE and DEBT are oriented more towards giving than receiving. They are ready to do more than expected. Motivation, in fact, is what a person is focused on, what he pays attention to in certain situations and conditions in the first place. In general, the motivation of an employee depends on only two parameters: firstly, on the temperament, psychology, etc., and secondly, on how the manager motivated people for this or that activity. This will be discussed further.

Motivate, motivate and motivate again!

Every company must have a goal. It should be understandable and, most importantly, "igniting" so that employees like to go to it. Because if we take the definition of an organization, then an organization is a collection of people united common goal. This is all she is made of. But in order for people to be united and feel like a team, the goal must be constantly reminded and clarified to them. They must have a desire to go to this goal. Here is an example of the wrong goal - to earn as much as possible more money. Employees will regard it like this: "I come to the company to earn money for our founder, so that he lives well, eats and drinks." This goal is not interesting, you do not want to strive for it and work for it.

The correct idea, if we take a small beauty salon as an example, will sound like this: to make the inhabitants of our area the most beautiful, aesthetic, satisfied with themselves and our work. Now that's another matter. Agree, it is more interesting to go to this goal than to “make money”.

Money is a matter of course for work done. And the better and better the work is done, the more there are. Also in a good way motivations are, so to speak, private goals for employees and the whole team. At the same time, it is important to combine them with quotas. A quota is the amount of something produced. All in the same beauty salon: "Let's go to next month we will serve 300 clients (this is the quota) and the whole team will go out of town to go boating, have barbecue, fish and have fun.” Accordingly, with the fulfillment of a larger quota, next time it may not be out of town, but abroad.

But the most important thing is that such small, correctly formulated goals cause the state of the GAME. Then a person comes to work not to pull the strap and exist from break to break, but to have fun and play. After all, the game is entertainment, leisure, recreation. And who doesn't like going to work as if they were on vacation? Good example with Tom Sawyer. Remember when his aunt gave him the task of painting the fence. And what did he do? He turned this "tedious exercise" into an exciting game, just rephrasing the goal, turning it upside down. And people began to line up to join this game of "who is faster." We can say that Tom Sawyer had the makings of a good leader. And in the end, the result was achieved, but more quickly, more efficiently and most importantly, with pleasure. It really motivates much more than money.

Ask your employees if they would like to learn? Most likely, in response you will hear all sorts of "excuses" and arguments like: "yes, all this is for schoolchildren and students." However, with the right presentation of learning, it turns into another tool of motivation. After all, training is a kind of mutually beneficial cooperation between the company and employees. Both parties win, and the company, which has trained, competent employees, and personnel that has the opportunity to grow and develop at the expense of the company and with it.

Most importantly, the training must be tailored to the various positions and positions within the company. That is, for managers - their own specific training, for sales consultants - another. Incorrectly selected training and sending a person there does not at all contribute to an increase in motivation, but on the contrary, it only lowers it.

Carrot and stick

An integral part of the system of motivation and incentives for employees is encouragement or reward and non-reward. In order to use this effectively in a company, it is necessary that it has a certain organizational policy, i.e. rules and laws on which work within the organization is based. Accordingly, violation of this policy will result in penalties. Employees must clearly know and understand what they will be praised for and what they will be beaten for.

The main parameters for rewards and non-rewards are the performance indicators of the employee, department, division and the entire company. These indicators are most effectively measured by statistics graphs that reflect the quantitative value of what the employee has completed. There is a whole system of management based on statistics, which was developed by the classic American management L. Ron Hubbard as part of the Administrative Management Technology. So, if statistics grow, then the employee can expect rewards, if they fall, then punishments. It is possible to reward and collect an employee for his performance in monetary (bonuses, bonuses, etc.) and non-monetary (movie tickets, going to a restaurant, gifts, etc.) form.

There is a very important law: "if you reward falling statistics and punish rising ones, you get falling statistics" (from the writings of L. Ron Hubbard). If you punish production and encourage non-production, then we will get non-production. Here, for example, is the same beauty salon. There are two masters working there, where one has a constant stream of satisfied customers, and the second, on the contrary, has few customers who return and the reviews are negative. That is, one has growing statistics, while the other has falling statistics. The organization provides for an interest-free lending fund as a form of encouragement. A productive employee applied for a loan, but his request was rejected for a month, as an unproductive employee applied earlier and was given the maximum loan. This will be the encouragement of low statistics.

It would be right to refuse a loan to an unproductive employee and consider the application of a productive employee. Never encourage low stats or they will stay low. Correctly encourage high performance: praise, give thanks, bonuses to employees. It is important to do this PUBLICLY so that the rest understand that they will not see this as their own ears until they achieve certain indicators.

Or this example: the marketing department has met its quota, but not all employees of the department have met their personal quota. A bonus was promised as a reward. The correct thing in this situation would be to publicly give out bonuses and thanks to productive employees and not to give out to unproductive ones who have not reached their quota. The result of such non-rewarding will be increased responsibility for their activities and knowledge for the future that without certain indicators they will not be able to receive various bonuses.

Many companies actively use such types of punishments as reprimands and warnings. In terms of motivation, this is not a working way. The result of such methods can only be the anger of employees, a decrease in motivation and loyalty to the company. The purpose of non-rewarding is not to accuse a person or make him wrong, but to create in him a desire to be more competent, to arouse interest and a desire to achieve more. The motivation system should pursue precisely these goals, only then it will work, develop and bring results.

Motivating leader

And finally, what should and should not be done by the manager to stimulate and motivate the staff. First of all, he should not only demand and tell employees: “You must” and “You must”. Secondly, it is unacceptable to use only the "whip" or punishment. It does not arouse interest in the work, it intimidates and repels. Positive work, the state of the game in the organization, the management's interest in making employees successful and competent professionals - this is what definitely motivates and stimulates people.

Then the team will see that not only they work for the company, but also the company for them. Of course, the leader must demand results and performance of work. But at the same time, he is a kind of impulse, a leader who ignites and inspires to win. The leader is the leader, he leads the team to the goal. But known fact that the leader should be admired, trusted, valued, loved and respected. Only then will they follow him. And only he main source motivation and stimulation, which can both increase motivation with correct and thoughtful actions, and lower it.

Galina Smolyakova

The remuneration system used in organizations is aimed at ensuring that each employee receives a worthy remuneration for his work. However, the usual wages are not enough to inspire an employee to labor exploits. Therefore, the management of companies uses a variety of methods of material incentives for staff. To use them more effectively, it is necessary to study all types of additional incentives and find out how each of them increases the employee's motivation to work.

Material incentives for an employee

The main purpose of financial incentives is to increase the employee's interest in the performance of assigned work. Remuneration is undoubtedly a powerful lever for optimizing the performance of staff. It is the main motivating factor that encourages people to work.

The basic idea of work is implied by default - it is to do the assigned work well. And the interest to fulfill official duties better colleagues are warmed up with the help of external influence - material incentives.

The main types of financial motivation of personnel

The system of economic incentives consists of direct and indirect methods. The first includes all cash payments, the second - compensation for various employee costs.

Monetary and non-monetary incentives

With the financial methods of encouraging staff, everything is clear. These include additional payments familiar to everyone since Soviet times:

salary;
various awards;
dividends to employees in the distribution of company profits;
surcharges, allowances, compensations, the opportunity to get a loan or a soft loan.

Non-monetary incentives include the following preferences:

All the details about the methods of non-material motivation of employees:

medical care, professional insurance, obtaining vouchers for health improvement;
organized meals;
compensation of part of the employee's expenses, for example, transport, communication services, housing rental, relocation, etc.;
quality organization of work;
improvement of working conditions.

Advantages and disadvantages of material incentives

The introduction of material incentives by management is a contribution to the productive work of the team. As a result of using these methods:

there is a competition effect;
self-realization of employees improves, and a sense of satisfaction from a job well done pushes them to new professional feats;
professionally successful employees do their best to maintain their reputation, by personal example they show those who are lagging behind that there is something to strive for.

But there were some shortcomings here, for example, activities directly related to creativity are not the best area for using material motivation. In addition, unequal conditions for employees of pre-retirement age and young professionals. The former do not keep up with the careerists due to their old schooling, the latter due to a lack of proper experience. Because of this, disagreements often arise between colleagues.

Characteristics of the methods of economic motivation in organizations

Wages are considered as the main way to perform work. Often this is the main income of the employee. It is in the interests of every worker that the amount of this income be as high as possible.

The ratio of "time spent - labor productivity" directly affects the amount of wages. The main forms of wages: piecework and time. The piecework form of payment consists of how much work is done. Time - how much time it takes to complete the work. These two forms are combined, resulting in a variety of approaches to remuneration.

The main thing is that the remuneration system at the enterprise should be logical and understandable to every employee. All employees must understand how they can earn more while avoiding prohibited practices.

Successful workers should be given the jobs they deserve. It is very important for them to return home with the feeling that they have done something worthwhile. When work is a joy, and people feel the company cares about themselves, they want to contribute to its growth.
Buck Rogers, author of The Success Path: How IBM Works

Forms of bonuses: pros and cons

The premium depends on the duration seniority or personal rating of an employee. The bonus system is used in cases where the assessment of performance is unclear, or the final result of the activity is influenced by many factors.

The advantages of premiums are obvious:

production indicators increase;
the work team is rallying.

Any employee will immediately name the disadvantages of the bonus system:

the bonus methodology is designed for homogeneous (typical) production merits;
there is a risk of a subjective approach to assessing merit;
the absence of bonus remuneration reduces the interest of employees in the performance of common tasks.

Bonuses as a type of material incentive

The difference between a bonus and a premium: the premium is paid periodically, the bonus payment is one-time.

The scale of professional achievements is used for accrual of bonuses. The maximum size of the bonus has its own limit, its payment is usually not tied to the results financial activities organizations. The local regulatory document clearly indicates the types of bonuses due to employees (for the absence of violations, for length of service, etc.). In some organizations, the amount of the bonus is 20% of wages for the calendar year. This payment is often referred to as the "thirteenth salary".

Positive impact of bonuses:

the personal interest of each employee in the profitability of the company increases;
stimulates the reduction of staff turnover in the organization.

The negative side of using bonuses:

often successful employees are deprived of bonuses because they have worked in the organization for less than the prescribed period;
not always the financial well-being of the company depends on the contribution of employees to the common cause;
the personal contribution of each employee is evaluated after a certain time interval (most often, bonuses are paid once a quarter, half a year, a year);
the unstable situation on the market does not guarantee timely receipt of bonuses by the company's employees, so it is better to reduce the terms of bonus payments to quarterly;
find a “golden mean” in the size of bonus payouts: too large or, conversely, low bonus size significantly reduces motivation.

Gifts for employees

Giving gifts to employees raises the prestige of the organization. Employees quickly get used to monetary payment, and non-monetary reward encourages the person morally. A great idea is to mark an employee on the honor roll, issue certificates of merit, and present certificates for products.

Particular attention is paid to significant dates in the personal life of each employee (anniversary, length of service, etc.). On the occasion of important dates a valuable gift would be useful to support a material payment. As an option for a collective gift - a corporate party on the occasion of the holiday. Very unites the team, by the way.

The advantages of giving gifts are obvious:

the employee has a feeling of collective recognition of him as a professional;
the desire to prove to the management that the gift was not received in vain;
employees understand that the authorities remember them;
It's always nice to receive gifts.

The disadvantages include the fact that too frequent presentation of gifts or donation of unnecessary things is perceived by the staff indifferently.

Penalties: a team management method or a desire to cut costs?

When managing a team, more than ever, the method of "carrot and stick" is relevant. The whip in this case is a fine. Nothing fuels the pride of an employee like the deprivation of a monetary reward. The main thing is that it be legal and fair.

Here is a list of offenses for which you can fine the perpetrator:

disrespectful reason for absence from work or absenteeism;
ignoring official duties;
careless attitude to the property of the company;
ignoring professional ethics and dress code
intentional damage to the company (theft).

The advantages of penalties exist only for the employer. In one fell swoop, he punishes, and teaches, and underpays.

The disadvantages of fines are clear to anyone:

unfair, in the opinion of the employee, punitive measures may attract the attention of regulatory authorities (on the complaint of the fined);
the imposition of a fine can be the reason for parting with a valuable employee.

Employee Benefits: An Innovative Approach

Benefits are a type of financial incentive. They are presented in non-monetary form. Each organization, depending on its financial capabilities, introduces benefits to stimulate employees. These include:

collective - payment for meals, organization of transport services, the provision of discounts for the purchase of their own products;
official - carrying out preventive medical examinations, reimbursement of telephone and transport costs, training of employees and improving their skills;
productive - based on the results of the work, for example, tourist tours are organized.

Organizations that care about the standard of living of employees introduce additional social benefits:

payment of insurance to the employee and his family members;
application private system pension provision (at the same time, the employee pays a small percentage of contributions, the rest is compensated by the company);
payment for kindergartens;
organization of family holidays;
payment for special clothing (this is especially true if the organization has adopted a dress code).
provision of service housing.

The advantages of providing benefits are clear:

attracting and retaining highly qualified employees;
stimulation of professional success;
maintaining a favorable microclimate in relations between employees;
assistance in increasing the real income of employees;
the company benefits from the introduction of a system of social benefits in companies that are not taxed. The saved funds are used for development.

The downsides of benefits are less obvious, but they are present. It is not always possible to achieve a combination of the interests of employees with the possibilities of presenting benefits by the company. So-called flexible benefit packages are gaining popularity. Thanks to them, each employee will choose what is relevant for him.

The cafeteria remuneration system has clear advantages, but it is not free from some disadvantages. At the same time, the total cost of benefits increases, since it entails a decrease in discounts for service providers (it is difficult to assume that all employees of the company will choose the same benefit as necessary, while according to the classical system, the benefit demanded by the absolute majority was provided to everyone) and additional administrative overhead for the administration of a cafeteria-style system.

In addition, it is required to introduce each employee to the essence of all types of benefits, to talk about their significance in the present and future. It is important that there are additional costs for monitoring the application of benefits.

How to correctly enter the provision on material motivation

Regulation on material motivation - local normative document companies. Each organization develops its position based on requests and opportunities (Article 8 of the Labor Code of the Russian Federation). Far-sighted HR managers see the incentive system as a kind of investment in the well-being of the company.

How to draw up a position on bonuses for employees:

The essence of the provision on stimulating employees is to document the conditions of motivation for the effective work of the team.

What should be included in the statement:

where the incentive provision applies;
applied types of employee incentives;
on what basis is the promotion of each employee;
goals and objectives of the individual system of material motivation;
definition (decoding) of the main concepts of the provision (to avoid ambiguity of interpretation).

The regulation is developed with the participation of the head, legal and accounting services of the organization. To begin with, an order is issued to put into effect the developed provision on material incentives. The order must indicate the persons responsible for the implementation of the norms of the document. Signatures on familiarization with the order are required.

Additionally, an order is being developed to familiarize the team with the introduction of a provision on material incentives in the organization. If the staff is quite large, then an application with the payroll of the company is issued to the order. Each employee must be familiarized (under signature) with the adopted document.

In accordance with the legislation of the Russian Federation, documents must be stored at the enterprise for a certain time after they have become invalid. In accordance with the Order of the Ministry of Culture No. 558 of 2010, the shelf life of the position on motivation is 5 years (p. 575).
Order of the Ministry of Culture of the Russian Federation of August 25, 2010 N 558

Successful material motivation: examples

Successful motivation is the key to the prosperity of each employee individually and the company as a whole.

Well-known Russian holding "Pronto Media"

The method of distributing wages, salaries and bonuses by position is used to motivate employees of each category according to the characteristics of their duties.

Table: an example of bonuses for holding employees

This percentage is individual for our company, it was developed in the course of practice and depends on the degree of impact on the result.

Working with new employees in Pronto Media Holding is based on the fact that a newcomer cannot demonstrate 100% efficiency at first. So it's radically different.

We came to the conclusion that at the adaptation stage, a beginner takes more time to solve administrative issues, he needs time to understand business processes and, of course, to develop a client base. Therefore, on probationary period the main KPIs for which an employee receives a monthly bonus are the degree of mastery of the software, the number of calls to customers, and only then the percentage of sales.
As soon as an employee develops a base and starts making real sales, the main key indicator becomes a percentage of sales.
This system allows us to quickly adapt newcomers to the company, and for employees to receive good bonuses even during a trial period, when there are practically no sales as such.

At first, the company did not have a bonus system as such, but over time, managers came to understand the need for it to ensure effective work.

The salary did not motivate employees to work for super results. People gave their best at a maximum of 70%, and we were faced with the task of using them at least 90%, so KPIs and bonus systems were introduced in the regions.

There was also a heated debate about bonuses in the company. In those days when it was paid as the thirteenth salary, workers simply did not understand what they actually received it for. Such bonuses did not carry a motivational load.

This system does not motivate, but demotivates, as employees do not know why they are paid a bonus and are simply used to receiving it. If the bonus turns out to be less than last year or it is not paid, people do not understand why such an injustice, and stop working effectively.
We have created a transparent KPI system, when at the beginning of the year each employee is given goals and objectives for the year, each task receives its own weight and cost. Thus, the employee can easily calculate the amount of his bonus and know what exactly he needs to do in order to receive a 100% bonus.

How employees feel about working at Apple

The general opinion about working conditions at Apple boils down to the fact that all the minuses (stressful environment, enormous responsibility, high risks) are more than offset by pluses.

Credo of the company: work in a team very, very smart people. Therefore, they are forgiven imperfect manners, conflicting characters and other shortcomings.

This was one of the creeds of Steve Jobs, the rule underlying corporate culture Apple. Those who come here will work in the company of intellectuals, educated, quick-witted and creative individuals who have their own opinion and are not so modest as not to defend it.

Much has been written about the role of the company in the lives of employees. All people who have ever worked in it agree that these were wonderful years of their lives.

In Cupertino, they care not only about the high return of their employees, but also about maintaining the conditions under which it is possible. Many have become friends and keep in touch, even if circumstances keep them apart. However, in Silicon Valley, this is not uncommon, and chic interiors, trendy sofas and hot tubs are in many offices of IT giants.

There are legends about the level of wages in the company. Improving the methods of material incentives for staff has led to the fact that the income of Apple employees today is the highest in the industry.

In the case of Apple, this is $ 100,000 or more - the data was announced on condition of anonymity. Existing employees of the company use the term "big salary", and the former as one of the factors they regret losing, indicate "solid allowances".

Half-time work is also possible, and such work is well paid. Even unskilled workers at Apple are treated with respect and receive decent wages.

Usually in the US, 1/2-time work means savage pay cuts, no benefits, and a lot of routine, but Apple stands out from the crowd.

Employees of the corporation respond enthusiastically about corporate events.

Management gives the go-ahead for a beer party. On the lawn they build a stage, arrange buffet tables, buy centners of snacks and kegs with beer, invite music bands- all at the expense of the company. Everyone is pleased to remember the dashing teenage years - employees love such parties.

Transportation costs and advanced training - at the expense of the company. For novice employees and low-level workers, such benefits become a significant addition to the salary.

In addition to travel expenses, the terms of the contract may provide for a number of compensation for travel expenses for those to whom it is important.
Newcomers to the company are waiting for an informative and productive training process.

The successful rating of the company in the market directly depends on the purposefulness of employees, their well-coordinated work for the good of the common cause. A competent approach to motivation plays a decisive role in the desire of employees to achieve personal success. And the personal success of each is a guarantee of excellent results for the company as a whole.