How to motivate core employees 1 Core employees and incentive mechanism
Core employees refer to employees who can help enterprises realize corporate strategy and improve their competitive advantage, or employees who can directly help executives improve their management, operation and risk capabilities. Generally speaking, the core employees of enterprises will account for 20%-30% of the total number of enterprises. They concentrated 80%-90% of the technology and management of the enterprise, and created more than 80% of the wealth and profits of the enterprise. They are the core and representative of the enterprise, and the soul and backbone of the enterprise.
But at the same time, core employees are also the main competitors in the talent market. Job hopping? Most chances, most possibilities, once? Job hopping? The losses caused to enterprises are often incalculable.
Incentive mechanism is a series of organic management methods established in management activities to stimulate people's motivation to start people's internal motivation and urge everyone and enterprises to pursue their goals quickly and effectively. The quality of incentive mechanism directly determines whether the enterprise unites employees and people, and determines the survival and development of the enterprise.
2. Incentive types of core employees
The basic task of managing core employees is to gain and maintain the strategic advantage of enterprises in market competition through management. Therefore, it is the essence of strategic human resource management to establish a special strategic incentive mechanism to attract and retain core employees and give full play to their greatest potential.
2. 1 salary incentive: pay attention to individuality and reflect diversity.
From the perspective of enterprise strategic incentives, what does salary do for employees? Economic man? The objective function is the source of employees' personal behavior-oriented goals and production motives. Therefore, it is also a key variable to determine the effectiveness of corporate human resources strategic incentives. High salary is only the embodiment of the relationship between supply and demand in the human resources market in the short term, and equity income is the external direct salary that really has a long-term incentive effect.
This is a kind of residual income shared by employees as business owners for a long time. And welfare reflects the long-term commitment of enterprises to employees. Popular welfare, such as fund-subsidized welfare, paid vacation welfare and life-oriented welfare, can motivate employees more effectively and give core employees a sense of value and accomplishment.
2.2 Emotional incentives: emotional people, flexible care.
Emotion has a great stimulating effect. The mood of leaders directly affects the mood of core employees. A good leader can be good at impressing and conquering the emotions of subordinates with his own emotions, thus improving the work efficiency and quality of employees. Successful leaders should show flexible care when dealing with subordinates, remember the performance and interests of employees, understand their strengths and weaknesses, understand their difficulties, and make emotional investments in core employees. Return the favor If a company helps employees for a period of time, employees will give them greater returns. Emotional motivation not only regulates the cognitive direction of core employees, but also regulates their behavior. Core employees have the same psychological experience and expression, resulting in cohesion and centripetal force, which is very important for enterprises.
2.3 Participate in incentives; Enjoy information and participate in decision making.
Employees * * * enjoy enterprise development information, participate in enterprise management, enhance their sense of belonging, and make employees willing to work for the enterprise. This is also an effective way to motivate. The higher the participation of core employees, the more conducive to mobilizing work enthusiasm.
Core employees can feel the trust of leaders, realize that their own interests are closely related to organizational development and have a strong sense of responsibility when they participate in the top management and decision-making of enterprises. At the same time, participating in management provides employees with the opportunity to gain the attention of others, thus gaining a sense of accomplishment. Managers should create favorable conditions for core employees to participate in management, give full play to the subjective initiative of employees and mobilize their enthusiasm.
2.4 Honor Incentive: Give employees a resounding title.
Honor is a high-level incentive method, and every employee, especially the core employees, has a strong sense of honor. Satisfying employees' sense of honor can generate strong positive energy in generate. Starting from the special needs of employees, many enterprises mobilize the enthusiasm of employees by awarding them various honors, and have received the best incentive effect. Employees were rated as advanced workers and model workers, and were commended, rewarded and commended, which met the spiritual needs of employees and inspired greater enthusiasm for work.
2.5 Language motivation: sincere words, the driving force for progress.
Sincere praise and thanks, even a trivial sentence? You're amazing! ? It can also give core employees a sense of accomplishment and make them feel that their efforts are worthwhile. As a leader, we should pay attention to the performance of core employees, and give full affirmation and evaluation when we make progress in our work, reach the standards and reach the set goals, so as to produce core employees? Do better next time? Desire.
2.6 Vocational training incentives: the charm of training is far better than high salary.
Modern employees are not only satisfied with material rewards, especially core employees. They think more about getting better development and improving their abilities through work. The incentive of money to technical and knowledge-based employees is temporary, and it is the capital of employees' sustainable development to let employees get the tools to make a living, that is, the skills that employees crave.
Staff training is an important human resource investment, and it is also an effective incentive way. For employees, career development is a major event in life. If an enterprise can help employees realize their career planning, then employees will do their best for the enterprise and repay the enterprise with loyalty and performance.
2.7 Power incentives: Only with authorization can there be talents.
? It is better to teach people to fish than to teach them to fish. It is best for managers to provide employees with opportunities to exercise and guide employees to find solutions themselves. Through authorization and encouragement, we can stimulate the enthusiasm of employees, mobilize their enthusiasm and enhance their self-confidence.
For the core employees of the enterprise, professional and technical personnel who have professional technical expertise and unique skills and can bring great benefits to the enterprise may wish to provide them with gradual promotion opportunities. Promotion is a more effective human resource incentive measure different from salary increase. If the incentive measures of power are linked to performance, or combined with high salary, the promotion will be even greater.
2.8 Frustration incentives: stimulate potential and temper will.
Frustration is also a kind of training. In normal real life, people always have a potential that can only be stimulated under extraordinary circumstances. For core employees, when they encounter setbacks, it is easier to stimulate their potential. Tasks that are not easy to complete and difficulties that are not easy to overcome can stimulate employees' spirit of inquiry, so as to carry out innovative work and overfulfil tasks.
Frustration motivation is an incentive method that uses people's frustration psychology to change passive defense into active enterprising and passive response into active struggle. ? Heaven has sent a great task to Sri Lanka, and you must first suffer its ambition. ? The words of the ancients tell us the same thing. Because of setbacks, we have indomitable will. Because I failed, I'm going to burn my bridges and make a career. This is the motivation that setbacks bring to people.
3. Problems existing in the incentive of core employees
3. 1 Lack of individual differences in incentive mechanism.
There are both external and internal factors that affect the degree of personal efforts. The internal cause is mainly the need of personal survival and development; External factors are mainly the influence of corporate culture. Under the condition that the right to subsistence is satisfied, core employees also have individual development needs. I hope to be appreciated and reused by my boss, recognized and respected by others, have the opportunity to learn and develop, and get emotional release or satisfaction.
However, many enterprises have many common problems: first, most enterprises rely too much on the management system and procedures in the organization to constrain core employees to complete tasks, and even extend working hours and deprive them of the right to public holidays, resulting in insufficient motivation and low enthusiasm of employees; Second, in the use of incentives, usually only the method of salary increase is adopted, without giving more consideration to the higher-level needs of employees.
3.2 Enterprises dare not authorize
Many managers have different views on authorization. They think that the growth of power may make the desire of core employees swell. Managers believe that after the taste of power, core employees will be more infatuated with each other and create disharmonious interpersonal relationships in order to seize power. Concerns of leaders: Once the core employees are too excellent, their status will be threatened and they will get high returns. Therefore, core employees are not given autonomy, and employees are unwilling to take corresponding responsibilities, which leads to reduced work efficiency and a waste of resources for enterprises.
3.3 The training situation is not optimistic
The core talents needed by enterprises can generally be obtained through three ways: training, retaining and introducing. However, at present, the training situation of core employees in enterprises is not optimistic, and there are some problems such as insufficient investment and backward training concept. Even if the enterprise takes the time to train its employees, because the training form is single, the employees just turn a deaf ear, and the enterprise can't really achieve the effect and purpose of training. Managers did not check and evaluate in time, and employees still don't know how to deal with such problems next time. There is little systematic training for core employees in enterprises, which varies greatly due to factors such as industry and the quality of enterprise managers.
3.4 Lack of effective communication
Enterprise leaders pay too much attention to the completion of objectives and tasks, but ignore the effective communication with core employees, which leads to the disconnection of work and tasks. Over time, it will also enhance mutual incomprehension and distrust, lead to poor information transmission, affect the development of enterprises and weaken the sense of belonging of core employees.
4. Incentive strategies for core employees of enterprises
4. 1 multi-level incentive strategy
Incentive mechanism is an open system, which will change with the changes of times, environment and market forms. Many successful enterprises adopt flexible and diverse incentives for core employees, organically combining various types of incentives, such as salary incentives, emotional incentives, participation incentives, honor incentives, power incentives, training incentives and so on. And make different systems according to different jobs, different objects and different situations. This is by no means a solidified operation. In view of the salary of core employees, many enterprises adopt the method of combining short-term incentives with long-term incentives. For short-term incentives, variable salary based on performance can be increased on the basis of basic salary, and emotional incentives and honor incentives can be carried out in combination with employees' performance. Long-term incentive plan can encourage core employees to hold shares.
The benefits of long-term incentives are twofold: on the one hand, only by enhancing the economic benefits of enterprises can core employees get more returns, which can motivate employees to improve their enthusiasm and increase their enthusiasm for enterprise benefits; On the other hand, because equity incentive is long-term, it can bind the interests of core employees with the interests of enterprises for a long time, which will hinder the flow of core employees to a certain extent. Therefore, it is particularly important to implement long-term equity incentives for core employees.
4.2 Personalized compensation strategy
For core employees, a single salary system is increasingly difficult to meet their needs. The basic idea of implementing personalized salary incentive is to adopt different incentive measures and salary systems for people in different positions according to their different needs, so as to fully mobilize the enthusiasm of employees. The annual salary system is implemented for managers, the performance appraisal system for general managers and the flexible comprehensive salary system for professional and technical personnel. Making personalized salary menu, on the one hand, saves the labor cost invested by the organization and improves the incentive effect;
On the other hand, it is an important embodiment of people-oriented management in enterprises, which is conducive to creating a harmonious working atmosphere in enterprises. It is found that from the perspective of enterprises, employees are more concerned about the difference in salary than the salary level. Therefore, if the salary system wants to be incentive, it must ensure its fairness. Internal fairness requires enterprises to set salaries according to their contributions. External fairness requires that the salary level of enterprises is equivalent to that of the same industry. In addition to fairness, in order to have an incentive effect, we must also raise the salary level. A high salary level can form an external competitive advantage, and employees will have a sense of superiority and high work enthusiasm.
4.3 Humanized management strategy
First of all, we should fully respect the opinions of employees. Core employees have accumulated rich experience in practical work. Excellent enterprises should listen carefully to the opinions and suggestions of core employees, open their minds, and let core employees enjoy more right to know and make suggestions by allowing them to participate in the decision-making on major issues such as enterprise development and internal management, thus rallying people's hearts, inspiring people and exerting their strength.
Secondly, encourage core employees to innovate their work. Enterprise managers should keep pace with the times, forge ahead, encourage employees to work creatively, especially encourage and support core employees to try and practice boldly, vigorously promote technological innovation, management innovation and system innovation, form a pattern of market-led innovation, enterprise-supported innovation and employee-driven innovation, and promote the leap-forward development of enterprises; Third, pay attention to the needs of employees.
On the one hand, on the basis of perfecting the distribution system, we can gradually establish more levels of incentive measures, implement salary distribution according to posts, performance and tasks, and let employees feel the humanistic care of the enterprise by increasing wages, bonuses, benefits, employee birthday celebrations, holiday condolences and other forms;
On the other hand, we can also establish a spiritual reward system with enterprise characteristics, carry out various and rich skill competitions, set up advanced models, award honors, titles and commendations, and enhance employees' sense of belonging. In short, every enterprise has different development history and background, different internal and external environment, and each enterprise has its own way of employing and retaining people, but incentive is a management mechanism that every enterprise will use. Enterprise human resource management must adopt different incentive mechanisms according to different situations of enterprises.
5. Conclusion
Motivation is the catalyst of management, and core employees are the pillar of enterprise development. Enterprises should adhere to the people-oriented concept, comprehensively use various incentive measures, combine the means and purposes of incentives, and establish an incentive system that adapts to the characteristics of enterprises and the needs of core employees. Only in this way can we realize the sustainable development of enterprises and make them invincible in the fierce market competition.