Types of motivation material and non-material. Non-material incentives for staff. Creation of a system of non-material incentives for employees

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In this article, you will learn:

• What are its advantages and disadvantages
• How to design a system intangible motivation
• In which document to fix this system
• What methods of non-material incentives exist
• How to make sure that such motivation does not negatively affect the team

Competition in the labor market is now very tough. As a result, worthy wages qualified specialists cannot be attracted, and especially retained. In addition to receiving monetary rewards, it is important for a person to understand that the team values ​​him and recognizes his professional level. That is, today specialists are interested in teamwork and in the possibility of self-realization. And, I must say, non-material motivation of staff is no less effective than material. It is only important to approach the issue correctly. How? Read about this in our article.

What does "intangible staff motivation" mean?

Any company, regardless of focus, uses a motivation system. It is necessary in order to form an internal incentive for employees to work efficiently and productively without looking back at competitors.

Alas, managers often do not fully understand how important the staff's commitment to work is. Dean Spitzer, in his book Super Motivation, talks about the following metrics:

• 50% of people do exactly as much work as is necessary to stay in their position;
• 80% can work much more efficiently if they want to.

There is material and non-material motivation of the staff.

Material incentives is a set of different material rewards that employees receive for their personal or collective contribution to the results of the enterprise through the performance of their professional duties. Here we are talking about bonuses, profit sharing, additional payments, deferred payments, participation in the share capital.

In 1996, Hay Group, a consulting company with the support of Fortune magazine, launched a project that ranks the world's most successful companies every year. Research shows that when the world's most famous firms want to push staff to achieve certain goals, they lower pay by an average of 5% compared to the average market salary and begin to more actively motivate staff in other ways.

This is to encourage staff to work more productively in a variety of ways that are not related to finance.

Non-financial motivation of staff is very important in the general incentive system. And although, according to the generally accepted opinion, a person works in order to earn money, and therefore a decent salary is the most effective motivation, practice shows that non-material motivation of staff plays a key role in this matter.

Additional incentives become necessary if:

• conditions are violated labor agreement;
• the workload on staff is higher than what is required by the standards;
• the working day is not standardized;
• working conditions are uncomfortable, etc.

The goals of non-financial motivation of personnel are similar to the goals of financial incentives introduced by management. Here we are talking primarily about improving the efficiency of employees and the entire organization in general. Other goals of non-financial incentives are:

• increase in business profitability;
• creating a favorable atmosphere in the team with elements of healthy competition; formation of new knowledge and skills among the personnel;
• improving the professionalism of employees, developing their creative potential.

Compared to material types of motivation, non-material incentives do not divide the team (“Ivanov received bonuses, but they didn’t give them to me, although we have the same performance indicators,” “Petrov occupies a lower position, but his salary is higher”), but brings them together. Employees constantly participate in joint events, attend trainings and meetings. Thanks to this, everyone feels like an integral part of the team, which favorably affects the situation in it.

The main types of non-material motivation of personnel

Social motivation

This form of non-material incentives is associated with the desire of the employee to build a career, work in high positions and grow professionally. Motivating the employee in such a context, the management draws up medical insurance for him, provides an opportunity to learn and develop, and indicates career prospects.

How to stimulate employees who want to take a strong position in society? Entrust them with important social tasks, attach them to management, allow them to make decisions that are important for the company's activities. Social motivation assumes that the employee, performing appropriate actions, begins to feel his own significance through involvement in the solution of important issues, in team management and delegation of important powers.

Psychological motivation

It is based on the need of every person for communication and society. Psychological motivation should become the first and main form of non-financial incentives for staff. A favorable atmosphere in the team should be formed taking into account the interests of all employees. I must say that in this form of incentive, the example and authority of the boss, as well as the constant holding of corporate events, are very important.

Of course, in a team with a favorable, benevolent atmosphere, the desire for self-realization increases.

Moral motivation

This non-material motivation of staff implies that everyone needs respect and recognition of their work achievements, both by management and colleagues.

When management recognizes quality work and results, it issues to employees:

• marks of Excellence;
• certificates of honor;
• verbally praises outstanding employees;
• puts their photos on the Hall of Fame.

It is better to do this in the presence of the collective.

Organizational motivation

It manifests itself in caring for the employee, so that he workplace properly arranged to eat and rest during work breaks. Such non-material motivation of personnel is expressed:

• in the purchase of new office equipment for staff workplaces;
• in the opening of the dining room;
• in the organization of gyms and recreation rooms.

With the help of the above forms of non-financial incentives, integral highly effective systems of non-financial motivation can be formed, where legal, economic, social external conditions in which the company operates.

Principles of formation of the system of non-material motivation of personnel

In order for non-material motivation of personnel to give good results, its creation and implementation should be approached systematically. A perfected system of non-financial incentives should become part of the corporate culture. At the same time, it is important that the system is very transparent, so that each employee knows exactly how the company supports loyal staff.

When forming a system of non-material motivation, the management should take into account a number of points, namely:

1. The motivation system must be development-oriented key areas activities of the enterprise.
2. All personnel should be involved in the motivation system.
3. The motivation system needs to be reviewed and updated from time to time.
4. In order for the motivation system to give excellent results, it is important to know what a particular employee needs and, taking into account the needs of the staff, “adapt” approaches and motivation tools for all groups.

It is also very important that the motivation system is documented. So it becomes much more transparent and every employee can get acquainted with it. HR specialists and line managers should be involved in the creation of a non-financial motivation project. This is how you can get real, highly effective tools to influence staff productivity.

When forming a system of non-financial incentives for employees, you need to adhere to five rules:

1. Non-financial incentives should solve the tactical problems of your business.

The incentives used should be aimed primarily at solving specific problems in the business. Let's say you are developing a branch network. In this case, it is necessary to form teams that can act in accordance with the standards of the parent company. Therefore, the purpose of your non-financial incentive should be to train staff. Let's say employees can attend trainings on effective communication and team building.

2. Non-financial incentives should affect all staff, without exception.

As a rule, when we talk about motivation, we focus on those specialists of the enterprise or departments that generate income. But do not forget that, besides them, there are also accountants, secretaries, production workers. Such specialists can be not only motivated, but also simply recognized and praised for their merits.

In the small business segment, where the bosses know every employee from and to, it is quite easy to motivate staff. But in large companies, things are more complicated.

3. With non-financial incentives, the stage of development of the firm should be taken into account.

If it is a small family business, then all its members work on their own enthusiasm. This is the main motivation. When the company moves to the next stage of development, the number of personnel grows and certain business processes are formalized, incentive programs should be aimed at recognizing the achievements of each employee. But it is also important to notice the collective merits, for example, of a particular department or subdivision of the enterprise.

4. Methods of non-financial incentives must be chosen correctly.

We often think that what stimulates us will stimulate others as well. But this opinion is wrong. To choose the right forms of motivation, you first need to find out what employees really want. Here, Abraham Maslow's pyramid of needs will become a good helper, thanks to which the motivational system will take on a clear and understandable form.

So, our task is to identify the key needs of your staff and form the appropriate motivational factors. Key needs are:

• Physiological needs. If this category is important for an employee, then it is worth taking care of a salary that is comfortable for him.
• The need for protection and safety. Such employees want an atmosphere of calmness and friendliness in the team. Therefore, it is necessary to minimize information about unfavorable working moments: bankruptcy and layoffs.
• Social needs. Employees in this category are interested in support from other team members and superiors. It is also important for them to always be surrounded by people.
• Need for respect and self-respect. These workers need constant attention to see that their merits are being appreciated.
• The need for self-realization. If an employee is creative, then for him this need is the main one. It is important for such people to be creative. Solving even complex and non-standard tasks is not a problem for them. And remember that every employee of yours needs something all the time. And when one desire is satisfied, another arises, but for more high level.

5. The effect of novelty.

The staff should not get used to constant rewards, as people get tired of monotonous motivational programs. Therefore, once every six months it makes sense to form a new motivational system.

The program of non-financial motivation for personnel is somehow connected for the company with certain expenses. But overall, the results are disproportionately better than the cost of paying out bonuses directly. An additional factor of success is recruiting with an internal incentive. It is easy to work with such employees, to set them up to achieve high results and loyalty to the firm. Thanks to energetic, active, motivated employees, the company thrives, and therefore a well-built motivational system is one of the most important tasks of personnel policy.

The formation and approval of a system of non-financial incentives is just the beginning of a long road. Continuous monitoring of the efficiency of the system, adjustments and corrections, the establishment of feedback with the staff turn into current and no less important tasks HR specialists of the company.

While improving the system of non-financial incentives, it must be continuously simplified. It should be simple, understandable, so that it is easy to use in real conditions. Improving intangible staff motivation is perhaps best accomplished through organizing feedback.

How to develop a provision on non-material motivation of personnel

The regulation on non-financial incentives is created in order to streamline and systematize the tools used for non-financial motivation of personnel. Such a document is developed by the head of the personnel service, and approved by the head of the company. At the same time, heads of departments can also be involved in this process.

The regulation can become a routine formality, an unnecessary document, or the basis for real measures to stimulate staff. It all depends on the quality of your preparation for the development of the document and the presence of key points in it.

So, before writing the regulation, you need to:

1. Clearly realize that you are not affiliated with a trade union organization and the purpose of the motivation program will not be to simply satisfy the requirements of the staff, but to motivate employees to achieve the real goals of the enterprise.
2. Establish what non-financial incentives mean to you. According to some HR specialists, the concept of "material motivation" includes all forms of incentives, since they involve certain costs on the part of the company. Accordingly, it is not entirely correct to refer them to non-financial incentives. Even the introduction of flexible hours as an incentive is associated with certain costs for the firm.
3. Analyze the motivation system that already exists in the organization. Examine your systems of benefits, evaluate their effectiveness. Study the motivational profile of each employee. Of course, solving these problems will require a lot of effort. In addition, it is almost impossible to carry out these activities alone at a large-scale enterprise, unless, of course, the collection and assessment of information is carried out automatically. If there is no such system, it is better to entrust the analysis to outsourcing specialists. For development really effective program non-financial incentives are sure to follow these steps.

After you begin to draw up the structure of the regulation, determine which sections this document will consist of. You can determine this at your discretion, taking into account the specifics of the enterprise and its value.

Often, a provision consists of the following subsections:

1. General Provisions.

Determine the purpose of the provision, where it will be applied, which concepts are basic, indicate the conditions for approval, amendments, etc.

2. Terminology.

Here you reveal the meaning of each term used in the document. Let's say you need to clearly state what the firm means by the concept of “intangible motivation”, “incentive”, “incentives”, etc.

3. Corporate policy in the field of intangible motivation.

It can be noted how the company treats its employees, that this attitude is based on the principles of equality of all participants in the incentive system and fair division of intangible benefits, incentives, etc.

4. Objectives.

Here they indicate what the firm is striving for, forming a motivational system. It is necessary to designate final result, to achieve which she will work. Usually this is business development and staff satisfaction.

So, the goals of non-material motivation of personnel can be as follows:

• increasing staff satisfaction with work.
• ensuring uninterrupted work of employees of all departments;
• achieving sustainable work results in the long term;
• provision of social guarantees to increase employee loyalty;
• encouraging staff to work effectively;
• encouragement of personnel activities aimed at achieving strategic objectives in business.

5. Indicators of the effectiveness of intangible motivation.

The position can also reflect performance indicators in order to judge on the basis of them the quality of work and the achievement of the goals specified earlier in the article. We can talk about the calculated (expected) results of introducing a system of non-material incentives.

For example, indicators of the quality of the system of non-financial motivation:

• assessment of economic results from the implementation of measures under the non-financial incentive program.
• increasing labor productivity;
• staff satisfaction assessment;
• the rate at which a company is losing its employees, expressed as a percentage, for the current period from the start of the non-financial incentive program to the end of the fiscal year.

6. Principles of construction and implementation of motivational programs.

The key chapter in the document, which describes the stages of implementation of the motivation system. Since there are several parts in this system, it is logical to divide the chapter into points, for example, the following:

• The structure of the motivational system.

It indicates which categories of employees implement the motivational system (subjects), categories of employees in relation to which this system operates (objects), means of influencing personnel, the mechanism of motivation (interaction of system participants).

• Non-financial motivation package.

Here they indicate social benefits, or, in another way, transfers operating in your company, for example, non-financial motivation in the form of:

• incentives: for example, extra days off;
• awards: presentation of certificates, diplomas, medals;
• valuable gifts: pleasant trifles, tickets to concerts, to the theater, vacation vouchers at the expense of the enterprise, etc .;
• changes in the status of an employee: career advancement or other desired change in work;
• training, internships at the expense of the company.
• Grounds for staff incentives.

They indicate the principle on which benefits and other types of incentives are distributed among employees. In order for the system of non-material motivation of personnel to bring the desired results, it is important to establish who and for what should be rewarded.

7. Regulations for the work of the personnel management department with the Regulation on intangible motivation.

The results of the implementation of the non-financial incentive system depend on the work of department heads and HR specialists. Therefore, it is important to establish what each of these employees will be responsible for and how to proceed when implementing the system.

It is necessary to indicate who exactly is responsible for carrying out activities within the framework of the program, monitors the process, evaluates feedback and what benefits the implementation of the system gives, etc.

8. Requirements for the heads of departments applying the provisions of the Regulations on intangible motivation.

More often than not, it is the direct managers who decide which of the employees to motivate and how. Therefore, we advise you to indicate in the position what the bosses should be guided by when choosing employees and how exactly to encourage their work.

Example. Requirements for the head of the department:

• he must acknowledge all professional merits of the personnel and use all forms of motivation provided for by the regulation;
• he is entitled to use the available motivation tools, taking into account the system adopted at the firm;
• together with the head of the personnel management department, draws up a plan and conducts incentive measures;
• develops a report on spending the allocated money for the introduction of a system of non-material incentives ...

9. Procedure for resource planning.

Despite the fact that we are talking about non-material motivation, it is still not free for an enterprise. One way or another, money needs to be allocated, and therefore it is important to determine who is responsible for planning events and allocating costs for their implementation.

Based on the work plans for the implementation of the non-financial incentive system, the responsible employee of the HR department (usually the HR director) conducts preliminary and final planning of the costs of non-financial incentives. Taking into account the amount allocated for these purposes, and the approved activities, they plan the costs and specify the providers, based on the proposals that are on the market.

10. Responsibility and control.

Line managers and HR professionals are responsible for ensuring that the implementation of non-financial incentive activities is timely. An employee of the personnel management department, endowed with the appropriate powers, continuously maintains and updates data on the activities carried out, conducts surveys among personnel in order to find out how satisfied people are with the program, conducts an analysis of effectiveness implemented programs... The HR department monitors the completion of the trial period and generates a report on staff turnover in the past year.

Important: non-financial incentive program is being implemented faster program financial incentives. Therefore, when assessing the effectiveness of the non-financial motivation program and analyzing the opinion of the staff about it, from time to time it is necessary to update or replace its certain elements. In addition, when choosing and distributing motivating incentives, it is worth taking into account the age characteristics of the staff. So, for representatives of the older age group, it is important that their merits are celebrated. Young professionals are interested in interesting and varied leisure activities. Additional weekends delight young families, and vouchers - single workers.

The most popular non-material methods of staff motivation

• Personal public praise.

Praise plays a very important role in the non-material motivation of staff. Alas, the management of companies often forgets about it, but in vain! If an employee coped with his task brilliantly, spent his efforts, time, energy, knowledge on it, he needs to be praised. Otherwise, he will think that no one needs his work. Accordingly, he will no longer want to give all his best to the fullest.

Public praise is not about motivation, but about maintaining healthy initiative and zeal to work.

• Competitions and contests.

An excellent method of warming up the atmosphere of healthy competition in the team is intangible motivation of staff in the form of a game, for example, competitions for the title of the best employee of the month, as well as contests, quests, etc. The effectiveness of the game system is clearly visible when employees understand what they are fighting for. A simple photo on the honor roll, as in the USSR, is not enough now. We need powerful motivation in the form of a super prize!

At one travel agency, sales managers, as part of a corporate program, competed to accompany their boss on a business trip to Europe. The winner received the right to participate in a prestigious international tourism conference, as well as a seven-day tour of European cities. All managers had the same chances of winning. As a result, the organization chose the best tour operator, and tour sales increased by 23%.

• Career ladder and future prospects.

What soldier doesn't dream of becoming a general? If your company cannot offer your staff the prospect of career advancement, it is unlikely that professionals with big ambitions will want to work for it. Building a career is not an incentive in itself. Rather, it is a motivation tool through which a person wants to grow professionally. The incentive for him here is the valuable benefits that accompany the increase, in the form of a personal account, a high wages, recognition and authority.

• Training, professional development.

When analyzing effective non-material incentive methods, one cannot but pay attention to training - one of the most important motivation tools. If you approach the issue correctly, you can turn this method into the main factor in stimulating and increasing labor productivity. In addition, it will allow you to successfully solve the problem of insufficient training of specialists, rally a team, retain and attract valuable personnel.

We emphasize that training can be carried out at the expense of both the company and the employee himself. A specially invited speaker or a highly qualified specialist of the enterprise can act as a mentor, a teacher. Everything is determined by the financial capabilities of the company, domestic politics and the chosen direction of study.

• Congratulations on significant dates.

The easiest way to win the favor of a person is by calling him by name. If you personally congratulate an employee on important dates, you can establish some kind of emotional contact with him. Small gifts for birthday or wedding anniversaries, organizational anniversaries, or New Years can help management build good relationships with staff.

On the example of the implementation of such non-material motivation, it can be seen that, thanks to the friendliness and elementary attention from the authorities to their employees, their loyalty to the company can be increased many times over.

• Comfort and atmosphere.

Most bright representatives IT spheres, such as Google, Apple, Facebook, were among the first in the world to take care of creating very comfortable working conditions for their staff. Company offices are more like an adult Disneyland than traditional boring offices. Thanks to cozy rooms recreation, various areas for games, gyms, free cafes and many shops on the territory of the office, the staff does not experience any problems with delicious nutritious food, recreation, sports, communication and "recharging" the brain.

The interiors of Google offices are designed by the world's leading designers. When developing the interior of different departments, psychological characteristics workers, their wishes and habits. Do not forget about national preferences.

Of course, in order to create comfortable conditions, large financial investments are needed. But to improve the atmosphere in the office, a small but pleasant detail is often enough in the form of a table tennis table, a small soft zone or free delicious coffee.

• Maintaining a corporate spirit.

Traditionally, many organizations, trying to non-financially motivate staff, hold corporate parties, sports competitions, and organize tours. It must be said that such events give visible results.

For example, in one advertising agency, the corporate paintball game has become a kind of reconciliation. Previously, conflicts constantly arose between managers and production personnel, which significantly slowed down the execution of orders.

In the course of a corporate paintball game, the staff was divided into two teams by the method of drawing lots - that is, both managers and production personnel were on the same team. They were forced to unite for a common victory, forgetting about differences. After several such games, the atmosphere in the teams improved markedly and the divisions in the company ceased to clash.

• Flexible schedule.

Surely your organization, like any other, has staff, constant presence which is not so necessary in the office. Such employees spend a couple of hours on solving their work tasks, and the rest of the time they sit back, which, of course, distracts and demotivates the rest. This is especially true for employees whose activities are related to creativity, creation, generation of ideas. In this situation, there is no need for them in the schedule from 9:00 to 18:00.

Flexibility is a non-standard motivation that encourages employees to complete tasks faster and better in order to get free early.

• Additional days off.

How to express gratitude to an employee for a job well done without financial costs? Give him an extra day of rest and save your earnings! This is the non-material motivation of personnel in crisis conditions.

• The freedom of action.

Give the employee more discretion in the performance of their duties, unless, of course, this is contrary to safety rules and company policy. Give him the opportunity to solve the problem at his discretion - as he pleases.

Remember, someone works as efficiently as possible in a calm environment, in a quiet, remote corner, and someone only works in an emergency atmosphere to the sounds of the incessant phone and the screams of colleagues. Consider the personality traits of employees and from time to time allow them to act as they see fit. Evaluate the outcome, not the progress of the solution to the problem.

Non-material motivation of personnel in Russian companies

Separately, I would like to consider the tools for non-material motivation of personnel, which have long been used by large Russian enterprises.

• Empowerment.

Put the employee in the position of the head of one direction or another. So he will gain new knowledge and experience, and in the eyes of the team he will become more significant. He will understand what it means to competently manage personnel, and then he will be able to indicate this skill in the resume. By monitoring how he copes with his duties, you will understand whether you can trust him with more serious tasks. Try to appoint one or another employee to the position of the leader. This gives excellent results, and it is already done in many companies. That is, it is possible, perhaps, to arouse interest in solving work problems from every employee of the company.

• The right of first choice.

If you want to reward a particular employee, you can, for example, give him the opportunity to be the first to choose a vacation period or an exhibition where he would like to work (the most exciting, conveniently located, with a suitable working schedule), or the client with whom he would like to interact ( everyone knows that clients can be both simple and complex). Other workers choose from what is left.

• Attend important meetings.

Another tool of non-financial motivation is inviting staff to the most important meetings. For an employee, this is an indicator of your trust. The very fact that an employee participates in such an event increases his authority in the eyes of other employees, even if he was simply present there. But a person may become less loyal to the boss after talking with employees of a competing company. To avoid problems, eliminate the bad atmosphere and work to keep everyone financially satisfied.

• Request for advice.

Seek advice from employees who demonstrate a deep understanding of the problem. So you will let this or that specialist understand that he is respected in the company and his opinion is taken into account.

• Improving the psychological climate in the team.

Try to create a positive environment for your company. You will see - it will become much easier to manage personnel.

• when greeting, call employees by name;
• in written and oral communication, be sure to thank them;
• give staff extra days off or leave early;
• once a month treat your employees in the office with something delicious: fruits, cake, pizza, cookies;
• Place a sign with the name of the worker next to each work table. People love to feel important;
• make sure you can listen to the person and not just provide information;
• come up with a special reward for those whose work usually goes unnoticed.

Examples of intangible staff motivation from market leaders

• Broken Heart Vacation

The staff of the marketing enterprise Hime & Company is exclusively women, and therefore its owner supplemented her motivation system with a vacation because of a “broken heart”. This innovation appeared after a survey of employees. As it turned out, many women had a hard time parting with their fiancés and husbands, and therefore could not concentrate on work duties. Now, if a lady under the age of 24 breaks up with her “half”, then she has the right to one day off. Women 25-29 years old are given two days, ladies over 30 - three.

• Unusual job titles

Walt Disney, the famous founder of the corporation of the same name, showed excellent results in personnel management. In his opinion, the degree of job satisfaction is determined not only by the size of the salary, but also by the prestige of the position and department. So, under him, laundries in hotels began to be called textile services and equated with marketing and customer departments. But getting a job there was much easier. Consequently, among young people who wanted to start a career in the company, they became very popular.

And the famous Steve Jobs gave the consultants of his Apple office in New York the title of "genius." The number of layoffs has decreased significantly.

• Salary increase in the form of a lottery

The idea is non-standard, although, of course, such a tool can hardly be attributed to non-financial incentives. The bosses of a large Japanese internet service company cut off talk of an annual salary supplement using ordinary dice. The bottom line is simple: the workers roll the dice, and the wages increase by 1-6% - depending on how many dots have dropped out.

• Encouraging employee marriages

Nihon Shoken, a food company, has been encouraging employee marriage for several years now with a monthly bonus for newlyweds.

• Time off during sales season

At marketing company Hime & Company, staff can take half a day off during sales.

• Compensation for those who keep pets

Kyoritsu Seiyaku Corp specializes in veterinary equipment. In connection with the specifics of its activities, it provides incentives to owners of dogs and cats.

• Newbie gift

There is a corporate tradition at Commerce Sciences: all newcomers receive a welcome present, prepared by the last person hired. There are no restrictions. Anything can be a gift: a solid set of dishes or a simple chocolate bar. New specialists are very happy that their career starts just like that, and this additionally motivates them to work productively.

• Bell in the office

Hang a gong or bell in your office - this technique is common in many organizations. Its sound informs about important events, for example, that a solid contract has been concluded. At Expertcity there is a rule: ringing the bell can only be done on business. If the employee called just like that, then in the morning next day he serves breakfast to all the staff. So, from time to time, one of the workers gives such a signal to tell colleagues about the birth of a child.

• Change of workplace

HubSpot has a non-standard rule: every three months, employees change jobs within their office. What for? No one complains about what they did not borrow the best place, communication is getting better, since from time to time new neighbors appear. Thanks to this tradition, it is possible to maintain order on its territory.

• Family friendship

OZ (Iceland) encourages family communication. From time to time, workers can call their parents to the office for a joint lunch. This brings the staff closer together. And in the opinion of the management, this method of non-material motivation increases the productivity of labor activity.

Thoroughly think over the tools for non-material motivation of personnel, and this will become the basis for effective phased growth of the enterprise. Having formed and implemented your own motivation system, you will see that the dedication and loyalty of the staff has increased.

How to make non-financial motivation of staff effective

When introducing methods of non-financial incentives, most managers make mistakes. To avoid problems of intangible motivation of staff, we recommend that you adhere to certain rules:

1. Consider: not always what is right for bosses is applicable for staff.
2. Do not play as a tough and uncompromising leader - it will be difficult for an employee to later accept any bonus from you.
3. Try to choose those tools of non-material staff motivation that will be effective in your company. Often, what works for a large enterprise is not applicable in a small firm.
4. Always remember the main goal of the company. The motivation system developed for a furniture company may not be suitable for an IT company.
5. Incentivize all staff, not just income-generating employees.
6. When developing a reward system, take into account the personal characteristics of employees, in particular, age and wishes.
7. Excessive bonuses aren't always helpful.

To achieve a good effect, it is necessary to observe a number of conditions so as not to overdo it and not to miss something important.

Stop the familiarity in the team and do not let the staff feel completely free. Non-material motivation also does not imply such a situation when, for example, a specialist, having delivered a high-quality project, does not respect the chain of command with the manager and begins to go about his business.

Do not forget about the importance of discipline and corporate ethics - otherwise all your rules will collapse.

The boss should remember not to publicly praise and celebrate the achievements of the same employees. So rumors may appear that the management has “favorites”. At the same time, some members of the team develop a spirit of fierce competition and a desire to rise in the eyes of their superiors by all means. Others, on the other hand, lose all motivation to work. This will, of course, adversely affect team atmosphere and productivity.

Therefore, try to find that same golden mean and create a pleasant working climate, eliminate unhealthy competition. But it should be done carefully so that the staff is not afraid of you, but can rely in case of problems.

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In this article, you will learn:

• What is non-financial motivation of employees
• How does the non-material motivation of employees' work differ from the material
• What methods of non-financial motivation can be applied at the enterprise
• How intangible motivation of employees is introduced
• How intangible motivation of employees in an organization can be harmful
• What needs to be done to make non-financial motivation of employees work for the good of the company

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

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

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

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

In 1996, the Hay Group consulting firm, with the support of Fortune magazine, launched a project that annually compiles a rating of “The World's Most Successful Companies”. According to the study, when the world's most successful businesses want to push their employees to achieve certain results, they start paying on average 5% less relative to the market and more actively use other methods of increasing motivation. Did you know that the material motivation of employees does not always work? And that sometimes a situation arises when non-material motivation is needed to motivate a particular employee. Take a training program "Real motivation" and create an employee motivation system for your company.

Any organization is able to quickly begin to develop in the event that it creates conditions for a consistently high degree of motivation of employees to achieve goals. How can this be achieved? There are many well-known techniques. They are conventionally divided into material and non-material motivation of personnel.

What are the differences between these species? Consider A. Maslow's pyramid. According to his theory, needs are the basis of human behavior. They can be roughly divided into five levels (from bottom to top): physiological, safety requirements, social needs, the need for respect and recognition, and interest in creative expression. The needs of the lower levels are quite often met in modern world at the same time, only well-developed moral incentives can satisfy the desires that make up the top of the pyramid.

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

• Salary increase... Unfortunately, this method is the most ineffective motivation technique. According to statistics, this method is valid for no more than three months. Moreover, it cannot be used too often.
• Awards and bonuses... The division of the salary into the main, constant, part and bonuses, depending on the result of the activity, turns out to be more useful tool... This is often done in the trade or with employees who are in direct contact with the client. The employee clearly sees the dependence of the salary on the level of indicators, which encourages to work even more energetically. The amount of material motivation for specialists can be determined depending on the existing this moment business tasks. Money can be credited for fulfilling the plan, for finding and attracting buyers, for good level sales.
• Social package... This technique will allow you to solve two problems at once: attract the most qualified specialists and keep them in your organization. Sometimes the set of free benefits includes a VHI policy for workers and their immediate family members, additional pension insurance, discounts on visits to gyms, etc.

In stock any manager should have ideas to motivate subordinates to work in accordance with their requirements at minimal cost. Please note that many of you are already managing your team, now it is important to put this process on a systematic basis. This will allow you to easily save money, usually allocated for bonuses.

The main thing in the system of moral motivation- attention to your staff. He needs to understand that you, as a leader, are grateful to him. In order for them to appreciate this, they will have to do the maximum. You need to achieve, first, that people begin to correlate their own interests and plans with corporate ones. And secondly, they perceived themselves as an important and full-fledged part of the company. This will be their main incentive. Involve the team more actively in the life of the organization - this will raise the performance indicators.

Remember that encouragement and praise should be heard by all employees. but intangible incentives should be directed primarily to the best: those who made the largest deal, achieved high performance, and so on. This will increase their desire to achieve great results again.

Find out how to get the maximum result from the staff, spending a minimum of effort on training

Factors of intangible motivation of employees

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

• Compliance with the rules of the labor code... Compliance with this point allows us to characterize the organization as stable and reliable, makes it clear that it can ensure the protection of the interests of its people. Here, an excellent reason for further activities at the enterprise is the transparent terms of payroll, the issuance of vacation and sick leave. Also, these bonuses will allow your subordinates to forget about the possibility of moving to competing organizations. In case of non-compliance with the law, the company will be regarded by the team as a temporary refuge. Since there is no point in striving for career heights in an enterprise that has forgotten about the interests of employees.
• Operating corporate culture... Your basic rule in this case is as follows: "Each employee is an important member of my company, and in his hands the success of the entire enterprise." This axiom forms a person's commitment to a common cause and responsibility in relation to the enterprise.

All of the above factors are indispensable in the process of building staff confidence in you, as well as respect and love for the enterprise as a whole. They are fundamental to moral stimulation.

The socio-psychological characteristics of your subordinates can also help to highlight the methods of motivation that are suitable for you.

How intangible motivation is introduced in the organization

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

However, we note that in this case a logical question arises: how to check? Do not under any pretext try to ask directly, because you will hear many strained and identical answers. In addition, questions like these inspire a sense of tension: “Do they want to motivate me? Am I not working well enough? Where did I go wrong? "

If you want to get the most accurate response about the best way to non-financially reward subordinates, ask them: "What do you think motivates people to act with maximum efficiency?" Everyone, without hesitation, will describe their main incentives. Make a short questionnaire where you can insert this question too - it will look the most relaxed there.

The questionnaire may look like this.

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

Give the questionnaire to your subordinates before the meeting and ask them to answer the questions in one minute. Now you know how you can motivate each of them. Use this information when distributing assignments and organizing department activities.

If the response to the question regarding the moral interest of the staff contains creative tasks, flexible schedule and the possibility of professional growth - such a person is unlikely to be able to cope with routine matters for a long time. It will be most useful to translate it into PR. And if the respondent indicated stability, a comfortable workplace and a comfortable atmosphere in the team, he is able to perform routine work with high quality.

An incentive based on pleasant emotions and team spirit will be good for the growth of your business. And most importantly, it practically does not require financial costs. The truth is, you have to pay attention to the needs of your employees and be ready to encourage them.

The most effective classic ways of non-financial motivation of employees

1. Meetings, planning meetings, briefings. These are key tools you can use to create a collaborative environment. Meetings allow people to keep abreast of what is happening, exchange news and feel involved in the life of the organization, as any person is curious to know what is happening around him.
2. Congratulations on significant events. Important dates may include the completion of the first year of work, the appointment to a new position, or personal holidays of the person, such as anniversary, birthday, and others. There is room for your imagination here, gifts can be completely different: from an award to a hand-drawn poster. Don't hand over in private, invite everyone to watch and join in the wishes.
3. Education. Encourage your subordinates by sending them to various training courses, internships and scientific conferences. Purposeful and profitable employees usually love to grow.
4. The right to choose. Consult with the staff about where and how to hold a corporate party, what kind of incentive to choose: paying for telephone charges, gasoline or something else - there are many options. Let the best members of your team be the first to choose their vacation time.
5. Feedback possibility... Give professionals the opportunity to speak up. They can do this by leaving their recommendations and comments in an impromptu letterbox, on whiteboards with markers, or out loud in meetings. Do not forget that it is important for people to understand that they are ready to listen to their opinion. You can also reward for unusual offers. In world practice, this is called awarding initiatives.
6. Equip the resting places... Take care of kitchen area and a place for outerwear. You should always dine not at your desk, but in a designated room, where no one will bother you and you can switch. This method will positively affect the work and emotional condition collective.
7. Progress communication and evaluation distinguished themselves. Non-material motivation can be expressed in the form of well-deserved praise. Remember, kind words are loved by everyone. You can praise an employee both in the corporate newspaper and on the intranet.
8. Contests and competitions... As the experience of Russian and foreign organizations shows, subordinates are perfectly encouraged to participate in such nominations as "The best manager of the quarter", "The most accurate employee" or "Mister Positive". It is important that this way of motivation is able to function independently.
9. Personal or personal work area... Everyone is pleased when they are known by sight and addressed by name. Therefore, a simple sign on the door, a tabletop sign, and even business cards can be your tool of penniless staff motivation.
10. Discounts on company services or products... The price reduction may be very small. The significance is that there is only a narrow circle of people who can use it - this increases trust in relation to the enterprise and management.
11. Incentive internal events... Build and strengthen your corporate spirit using forms of motivation such as banquets, barbecues, soccer or theater trips. Even a subbotnik in your office or in the surrounding area will be beneficial, especially if you introduce team-building games into them.

Intangible motivation of subordinates: examples of Russian companies

• Empowerment... Appoint an employee as the head of one of the areas, this will allow him to gain new experience and grow in the eyes of colleagues. He will learn how to manage a team and then will be able to indicate this competence in the resume. As you watch him, you will decide whether to trust him with more serious problems. Try to put one or another specialist in a managerial position - this is effective, as many businessmen are already doing. Thus, almost the entire team of the company can be interested in the work.
• Attend important meetings... Invite your subordinates to the highest level meetings, they will take this as a sign of your trust. The very fact of a person's participation in such a meeting guarantees him the respect of his colleagues, even if he was simply present at the negotiations. True, an employee can lose loyalty to the management by talking to representatives of a competing company. To avoid trouble, eradicate the unfavorable climate and try to ensure that everyone is financially satisfied.
• Request for advice... Seek advice from professionals who demonstrate deep knowledge in one of the areas. So the person will feel that he is respected, and the opinion is considered significant.
• Public expression of gratitude... Praise in public, and if you want to scold, do it in private.
• Improving the psychological climate in the team... Make an effort to create comfortable atmosphere, so it will be easier for you to lead people.

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

Original ways of intangible motivation from market leaders

• Broken Heart Vacation... Marketing company Hime & Company employs only women, which is why its founder included heartbreak leave in her incentive program. This innovation was implemented after a survey of staff. It turned out that some were very worried about the break with their "halves", so they could not think about work. Now, when parting with a loved one, workers under the age of 24 have the right to one day of vacation, ladies from 25 to 29 years old - two, and after 30 years they are entitled to three days off.
• Unusual job titles... Walt Disney, the famous founder of the company of the same name, succeeded in managing the team. He believed that the level of job satisfaction depends not only on the salary received, but also on the prestige of the position and department. For example, under him, laundries in hotels were renamed textile services. Since then, these divisions have been equated with marketing and customer service. However, getting into them is much easier, which means that they are popular among young people who dream of starting a career in an organization. And Steve Jobs gave the consultants of his Apple office in New York the position of "genius", and the number of layoffs fell several times.
• Salary increase in the form of a lottery... The idea is very unusual, although, of course, this method is difficult to attribute to non-financial motivation of staff. The executives of a major Japanese internet service company cut off talk of an annual salary increase using simple dice. The workers roll the dice, and their salary increases by 1-6% depending on the number of points dropped out.
• Encouraging employee marriages... For several years now, Nihon Shoken, a food company, has had a positive attitude towards the conclusion of marriages in a team, giving out a monthly bonus to newlyweds.
• Time off during sales... Marketing company Hime & Company allows professionals to take half-day time off during the sales season.
• Compensation for those who keep pets... Kyoritsu Seiyaku Corp is engaged in veterinary equipment. Therefore, in accordance with its activities, it gives presents to owners of cats or dogs.
• A gift for a beginner. It is customary at Commerce Sciences to give a welcome souvenir to all newcomers. Moreover, it is being prepared by the last hired one. There are no restrictions, anything can be a gift: from a solid set to a chocolate bar. Newcomers are pleased when their service begins with such a surprise, and this creates an additional incentive for the productive activity of young staff.
• Bell in the office. Hang a bell or gong in your place - this is the method used by many businesses. Its sound is intended to inform about important events, for example, the signing of a contract for large sum... The Expertcity company has a rule: ringing the bell can only be done on business. If an employee uses it without a good reason, the next morning he will have to treat everyone to breakfast. For example, from time to time someone rings a bell to tell them that they have a baby.
• Change of workplace. There is an interesting custom at HubSpot: every three months, specialists change jobs within the office. What is it for? No one is offended that he did not get the best place, communication is getting better, as new neighbors periodically appear. And also this tradition contributes to the observance of order in their zone.
• Family friendship. The Icelandic firm OZ encourages family communication. Sometimes subordinates are allowed to invite their parents to the office to have lunch together. This method brings team members closer together. The management is convinced that in this way it is possible to increase labor productivity.

Modern realities economies are forcing CEOs to look for solutions to how to boost the efficiency of their employees. Usually, bonuses are paid and salaries are raised to achieve these results. This leads to the required output, but cannot be practiced for a long time. This kind of motivation can gradually turn into an expensive pleasure. The costs are increasing dramatically. Therefore, non-financial incentives, which are practiced in different countries of the world, are becoming important.

How to stimulate the performance of your employees without increasing salaries and paying bonuses. Everything about non-material incentives for staff.

What is meant by intangible motivation

Incentives, defined as intangible, include those types of incentives that do not require the direct involvement of monetary resources. The value of a particular company for many of its employees lies not only in the size of the salary. People are also interested in something else:

• career;
• acceptable working conditions;
• friendly staff, etc.

Employees are ready to reciprocate if they feel that the company is interested in them. Increasing loyalty is little that can be achieved through non-material incentives.

The proposed type of motivation is more relevant for that part of the staff who is interested in development that can lead to career growth. The labor collective is heterogeneous. Some strive for something, while others serve a kind of duty imposed by the environment of existence. The latter want a little: get paid on time and no more. There can be no question of any development here. This makes it necessary to test employees in order to understand which category they belong to.

Types of incentives

Usually, the classification of motivations within the team leads to the formation of two groups: material and non-material. At the same time, individual and collective incentives are distinguished.

Material incentives do not require lengthy explanations. And so everything is clear. Prizes and various bonuses are given. This has a positive effect on the quality of work, since monetary reward is an effective incentive. At the same time, the system regulating labor remuneration requires an annual review. Employees must understand that their quality work will be rewarded under all circumstances.

As for non-financial motivation, it can be of an indirect nature: paid vacations, sick leave, provision of health insurance, training aimed at increasing, etc.

Also, the appropriate motivation is provided by:

• creating conditions for career growth;
• recognition of the importance of employees, which is confirmed by thanks and letters from the management;
• creating a comfortable environment within the team, reinforced at various events. Joint activities bring employees together, which ultimately leads to positive changes. Work of employees becomes more efficient.

In the West, the term team building is often used, meaning the process of forming a team, which is done in order to successfully develop a company. Contests are held, joint trips are organized, sports competitions are organized and much more, which could contribute to the so-called team building. As for companies from Russia, they are just beginning to get involved in this type of practice.

If you think that intangible motivation does not require spending money on the part of the company, then you are wrong. The implementation of measures that feed this kind of motivation cannot be carried out without the investment of funds. Although direct cash payments to employees are not made in this case.

The development of motivation without a material component must be carried out individually in accordance with certain factors that characterize a particular company. The corporate culture, development resources, goals and objectives should be taken into account. TO important points include the life position of workers, their importance, gender and age. All this helps in identifying the priorities of employees in relation to not only work, but also life.

The motivation system is largely based on the individuality of companies, but there are also general principles based on three provisions:

1. The goals and objectives of a particular company are the basis for creating the type of system under consideration. It is necessary to introduce the selected incentive methods only when their effectiveness in terms of contributing to the company's strategic plans is clear.
2. The resources and budget of the company are important elements, without which it is impossible to stimulate labor, even if it is intangible. For example, issuing certificates to employees confirming their professional development can be a good motivating decision. But this is only available if there are funds for it.
3. When creating motivators, it is required to identify the individual needs of employees. It is impossible to operate with information obtained on the basis of requests of the average employee. This does not contribute to the efficiency of the system.

Types of intangible motivation

The company's success is ensured not only by cash rewards for employees. Non-financial incentives are beginning to gain more and more importance, which can be as follows:

1. Creation... It is required to create conditions for workers to express themselves. If a person has ambitions, then they must be realized. Employee training provides an opportunity to improve their quality. This should not be neglected.
2. Satisfaction... Working in a company must be rewarding. It's good if employees get involved in solving company problems. They must have the right to vote.
3. Moral component... Physical fatigue and nervous strain require relaxation. It is necessary to help employees, which is achieved by providing additional free time, increasing the duration of vacation (?), Making the work schedule more flexible, etc. Public incentives are important to maintain moral motivation. High-quality work should be confirmed by oral gratitude, certificates and medals.
4. Education... Improving the level of skills (knowledge) of employees is costly, but it pays off. Labor efficiency increases when implemented in a company. The opportunity to improve their qualifications is appreciated by the majority of employees. Rotations associated with job changes are required within the company.

Requirements for the incentive system

To create an effective incentive system, it is necessary that its functioning correlate with the following:

1. The selected motivators are directed towards solving priority problems.
2. The incentive methods defined within the system cover everyone: from workers in production to management employees.
3. Non-financial incentives keep up with business development. The growth of a company is a movement from stage to stage and the solution of the corresponding tasks. The incentive system requires the same approach. Its development is natural.
4. Methods of non-financial motivation correlate with the requests of employees. This can only be achieved if information is collected on the individual needs of the staff.
5. Changes to the concept of non-financial incentives are made on an annual basis. Over time, the motivation system becomes outdated. She stops stimulating.

Human Resource Management by the Example of Japan

The rapid development of the Japanese economy in the middle of the last century is due to how relations with personnel are built in this country. Achieved success associated with three principles:

1. Guaranteed employment when a Japanese worker has worked in the same company all his life.
2. Career growth depending on age and work experience.
3. Features of the trade union movement.

Collectivism is too developed in Japan. Employees of one company are almost relatives. Group psychology contributes to the solution of not only production problems, but also personal ones related to the achievement of individual goals.

Incentive system tools

Companies may define specific goals and principles of intangible motivation in different ways, but the general set of motivators is approximately the same for all:

• benefits - reduction of working days. A scheme is gaining popularity when an employee is given the opportunity to use several days a year at his own discretion;
• events - celebrations, excursions and other types of collective pastime. They create a “family” atmosphere in the team, which has a positive effect on the quality of work;
• recognition of merits - career growth and various incentives for those whose activity has significantly helped the development of the company;
• non-financial rewards - symbolic gifts, benefits, health insurance, etc.

Incentives are considered tangible and intangible, as well as mixed ones. Moreover, they can be somewhat peculiar.

Material

1. Incentives of a material nature, aimed not at the employee, but at his household: a subscription to a salon, providing an opportunity additional education and etc.
2. For the lower tier of employees, bonuses, for the middle - a percentage of profits and the top - the ownership of the company's securities.
3. Celebrations, gifts and awards for those who have been with the company for a long time.
4. Gift certificates giving the right to purchase goods in a particular retail network for a specified amount.
5. Subscription to high-end magazine products, membership in clubs and all sorts of associations, which is offered to the employee to choose from.
6. Lunch certificates allowing family members to visit expensive restaurants.
7. Specific gifts related to employee hobbies.

Non-material incentives for employees

1. Oral gratitude.
2. Assignment of the title " Best Employee»At the end of the month.
3. Transfer to another job horizontally, when not career growth is expected, but the provision of more comfortable working conditions.
4. Posting framed thank-you letters in a specially designated place.
5. Placement on a notice board located in the place of rest of the personnel, information that the encouraged employee performs all the tasks set for him on time and with high quality.
6. Planning work schedules and rest times, taking into account the wishes of the employee.
7. Placement of a photo in a newspaper issued by the company in the form of a corporate publication.
8. Issue a thank you message for a good job.
9. Organization of ceremonial farewells for employees who have shown themselves on the positive side, who leave the company in connection with a change of place of work.
10. Expansion of the terms of reference without changing the workplace.
11. Recording in a personal file, which can be understood as a work book (see?), Thanks.

Mixed methods of staff incentives

1. Creation of a photographic album reflecting the employee's work activities.
2. Symbolic gifts with inscriptions such as "The Best Employee": a mug, a T-shirt, etc.
3. Original badge.
4. Stationery, characterized by a high quality of performance, in the form of a rolling pennant: from one employee to another as a result of labor success over a certain period (week, month).
5. Lunches, when proven employees meet at the same table with the management of the company.
6. Referral to seminars or similar events outside the city where the company is located, the subject of which is of interest to the encouraged employee.
7. Visiting exhibitions that differ in a certain specialization.
8. Training paid for by the company in view of possible career growth or expansion of existing powers.
9. Mentoring (paid) within the company, carried out at the peer level.

Non-financial motivation of employees is sometimes more important and effective material incentives... Moreover, solely only with the help of material motivation, it is impossible for a long time to strengthen and maintain the dedication of staff at a high level. In this regard, the management of the enterprise needs to develop and implement a system of non-material incentives.

When developing a system of non-material motivation of personnel, it is necessary to take into account several main aspects:

• The motivation system should be aimed at the development of the most priority areas of the enterprise.
• The system of non-financial motivation is aimed at involving all employees of the organization. If in the case of material incentives, the emphasis is on those employees who increase profits (for example, sales specialists), then in case of non-material motivation, attention must be paid to all groups of specialists in the enterprise.
• Updating motivational programs. Since we are talking about employee incentives, it is necessary to periodically make changes to the incentive program. This is because, given the uniformity, incentives will no longer produce the desired results over time.
• Usage various instruments and approaches to system development. Those non-financial motivation tools that are suitable for some employees may not have any impact on others. To stimulate the efficient operation of the entire enterprise as a whole, it is necessary to identify the needs of all workers.

To facilitate this task, you can use the Maslow pyramid. It will allow you to determine what needs for employees are priority. Knowing them, it will be easier for the management to develop an appropriate motivation system:

• Physiological needs. Such workers should be motivated using financial incentive tools.
• Protection and safety. Employees with such needs need a favorable emotional environment in the team. The efficiency of such workers is negatively affected by information about the possibility of downsizing or dissolving the enterprise.
• Social needs. Personnel with these needs need communication and support in the team, from their superiors.
• Respect and self-respect. Such workers need attention, they are stimulated by the consciousness that their work will be noticed and appreciated.
• Self-realization. This type of needs is typical for employees with creativity, you can expect from them a creative approach to work. It is these workers who can be entrusted with solving non-standard and complex tasks.

it should be understood that all categories of workers have certain desires and needs. After some needs are satisfied, new ones of a higher level appear.

Types of non-financial staff motivation with examples

There are many different incentive tools available, the most common of which are:

1. Organization of motivating meetings and planning meetings, where news and plans for the development of the enterprise are discussed. This method allows employees to keep abreast of current events.
2. Conducting competitions, contests.
3. Congratulations to employees on the holidays. The occasion for congratulations can be both personal events and industrial ones. For example, work experience at the enterprise, appointment to a new position or birthday. In this case, congratulations should be public, in the presence of the collective.
4. Education, trainings, seminars. As one of the methods of non-material incentives, you can send promising employees to participate in conferences and seminars, to refresher courses, etc.
5. Notifying employees about the achievements of colleagues. Merits and achievements of distinguished employees can be published in the local newspaper, on the company's website.
6. Feedback. Non-material methods of personnel motivation involve the opportunity to express their wishes and suggestions. This tool can be used anonymously or open way when employees are encouraged to make suggestions on special board or put it up for discussion at planning meetings. In this case, employees will have an understanding that their opinion is taken into account. At the same time, the most rational and interesting proposals can be introduced and encouraged.
7. Organization of events as a reward. This can be a festive event with a banquet or a joint outdoor recreation, a trip to the cinema, etc. Thanks to corporate events, relationships in the team are strengthened, a single team is being formed from which you do not want to leave. It is also possible to organize socially useful events, for example, cleaning the territory and putting things in order in the office.

Other non-material ways to motivate staff involve the organization of places for recreation. Thanks to the equipped kitchen, changing room and other appropriate areas, employees will be able to dine without disturbing other employees in a comfortable environment, rather than at a desk. As a result, management will receive a streamlined workflow.

Methods of intangible motivation

There are several simple techniques that allow you to improve the efficiency of staff work with the help of non-financial motivation:

• It is advisable to greet workers by name.
• As a reward, employees should sometimes be allowed to leave work a little earlier, to take extra days off.
• It is necessary to develop any incentive measures for the "invisible" employees of the team.
• Arrange at least occasionally a tea party, bringing sweets, cake or fruits to the team.
• Place signs indicating the position at each workplace. Employees will be pleased to feel their authority.
• Consult with employees. For these purposes, it is necessary to report a serious task or problem by listening to staff suggestions to solve it.

There are other examples of intangible motivation used in enterprises. Some of them have been developed individually by organizations. These include the formation of flexible working hours for employees. For some of the workers, it is preferable that their working day begins as early as possible. This allows you to solve more personal matters in the evening.

Another way of motivation can be the right to choose. For example, a distinguished employee is given the opportunity to choose a preferred vacation time or area of ​​work that he would like to do (the client he would like to serve). Whereas other employees will need to choose from the remaining options.

In one case or another, the management is presented with a large number of different types and ways of non-material motivation, which can often be more effective than material incentives. In some cases, expressing public gratitude can be very in a positive way affect the efficiency of employees, encouraging them to show initiative.