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Non-material incentives for employees examples. New methods of non-material motivation of employees

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From this article you will learn:

What are its advantages and disadvantages
How to develop a system of non-material 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

The job market is very competitive right now. As a result, it is impossible to attract qualified specialists with a decent salary, and especially to keep them. In addition to receiving a monetary reward, it is important for a person to understand that he is valued in the team and his professional level is recognized. That is, today experts are interested in teamwork and the possibility of self-realization. And, I must say, the non-material motivation of the staff is no less effective than the material one. It is only important to approach the issue correctly. How? Read about it in our article.

What does "non-material motivation of personnel" mean?

In any company, regardless of direction, they use a system of motivation. It is necessary in order to form an internal incentive for employees to work efficiently and fruitfully without regard to competitors.

Alas, managers often do not fully understand how important the interest of the staff in the work is. Dean Spitzer, in Super Motivation, talks about the following:

50% of people do just enough work 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.

Financial incentive- this is a set of different material rewards that employees receive for their personal or collective contribution to the results of the enterprise through the implementation of their professional duties. Here we are talking about bonuses, profit sharing, additional payments, deferred payments, equity participation.

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

This is an incentive for staff to work more productively in different ways that are not related to finance.

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

Additional incentives become necessary if:

the terms of the employment agreement are violated;
the workload on the staff is higher than required by the standards;
the working day is not standardized;
working conditions are uncomfortable, etc.

The goals of non-material motivation of personnel are similar to the goals of financial incentives introduced by management. Here we are primarily talking about improving the efficiency of employees and the organization as a whole. Other goals of non-material 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 staff;
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 our performance indicators are the same”, “Petrov holds a lower position, but his salary is higher”), but unites. Employees constantly participate in joint events, attend trainings and meetings. Thanks to this, everyone feels like an integral part of the team, which is favorably reflected in the atmosphere in it.

The main types of non-material motivation of personnel

social motivation

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

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

Psychological motivation

It is based on the need of each person for communication and society. Psychological motivation should be the first and main form 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 stimulation, 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 staff motivation implies that everyone needs respect and recognition of their labor merits, both by management and colleagues.

When management recognizes quality work and results, it gives employees:

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

It is best to do this in the presence of the team.

Organizational motivation

It manifests itself in caring for the employee, about how workplace it was properly arranged for him to eat and rest during his 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-material incentives, holistic highly effective systems of non-financial motivation can be formed, which necessarily take into account legal, economic, social external conditions where the company operates.

Principles of forming a 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. The system of non-financial incentives brought to the ideal should become part of the corporate culture. At the same time, it is important that the system be very transparent, so that each employee knows exactly how the company supports loyal staff.

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

The motivational system should be focused on the development of key areas of the enterprise.
All staff should be involved in the motivation system.
The motivation system needs to be reviewed and updated from time to time.
In order for the motivation system to give excellent results, it is important to know what this or that 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 motivational system is documented. So it becomes much more transparent and every employee can get acquainted with it. HR-specialists and line managers should take part in the creation of a non-material motivation project. This is how you can get real high-performance tools that allow you to influence the productivity of your staff.

When forming a system of non-financial incentives for employees, five rules must be followed:

1. Intangible incentives should solve the tactical tasks of your business.

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

2. Non-material incentives should affect all personnel 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 not only be motivated, but simply recognized and praised for their merits.

In small business segments, where the bosses know every employee inside and out, it is quite easy to motivate staff. But in large companies everything is more difficult.

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

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

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

We often think that what stimulates us will also stimulate others. 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 be a good helper, thanks to which the motivational system will take 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 you should take care of a comfortable salary for him.
The need for protection and security. Such employees want an atmosphere of calm and friendliness to reign 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.
The need for respect and self-respect. These workers need constant attention in order to see that their merits are appreciated.
The need for self-actualization. If the 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 at a higher level.

5. Novelty effect.

Staff should not get used to constant rewards, as people get tired of the same motivational programs. Therefore, every six months it makes sense to form a new motivational system.

The program of non-material motivation for personnel is somehow connected with certain expenses for the company. But in general, the results here are disproportionately better compared to the costs of direct bonus payments. An additional success factor is the selection of personnel with an internal incentive. It is easy to work with such employees, set them up to achieve high results and devotion to the company. Thanks to energetic, active, motivated employees, the company prospers, and therefore a well-built motivation system is one of the most important tasks of personnel policy.

The formation and approval of a system of non-financial incentives is only the beginning of a long road. Continuous monitoring of the effectiveness of the system, adjustments and amendments, establishment feedback with the personnel turn into current and no less important tasks for the specialists of the HR department of the company.

With the improvement of 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 the non-material motivation of staff is perhaps best obtained through the organization of 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 instruments of non-material motivation of personnel used. The chief develops such a document 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 mere 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 position you need:

Clearly understand that you are not affiliated with a trade union organization and the purpose of the motivational program will not be to simply meet the requirements of the staff, but to motivate employees to achieve the real goals of the enterprise.
Establish what non-financial incentives mean for 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 attribute them to non-financial incentives. Even the introduction of a flexible schedule as an incentive is associated with certain costs for the firm.
Analyze the motivational system that already exists in the organization. Examine your benefit systems, evaluate their effectiveness. Examine the motivational profile of each employee. Of course, the solution of these problems will require considerable efforts. In addition, it is almost impossible to carry out these activities alone at a large-scale enterprise, unless, of course, the collection and evaluation of information are carried out automatically. If there is no such system, it is better to entrust the analysis to outsourcers. To develop a truly effective non-monetary incentive program, you must follow these steps.

After you begin to structure the position, establish what sections this document will consist of. You can define this at your discretion, taking into account the specifics of the enterprise and its values.

Often the position consists of the following subsections:

1. General Provisions.

They determine the purpose of the provision, where it will be applied, which concepts are the main ones, indicate the conditions for approval, adjustments, etc.

2. Terminology.

Here you reveal the meaning of each term used in the document. Suppose you need to clearly indicate what the company means by the concept of "non-material motivation", "incentive", "incentives", etc.

3. Corporate policy in the field of non-material motivation.

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

4. Goals.

Here they indicate what the company is striving for, forming a motivational system. It is necessary to designate the final result, for the achievement of which it will work. Usually this is business development and meeting the needs of staff.

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

increasing employee job satisfaction.
ensuring the smooth operation of employees of all departments;
achieving sustainable labor 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 business objectives.

5. Indicators of the effectiveness of non-material motivation.

The provision can also reflect performance indicators in order to judge the quality of work and the achievement of the goals indicated earlier in the article based on them. We can talk about the calculated (expected) results of the implementation of the system of non-material incentives.

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

evaluation of economic results from the implementation of measures under the program of non-financial incentives.
increase in labor productivity;
staff satisfaction assessment;
the rate at which a company loses its employees, expressed as a percentage, for the current period from the start of the non-financial incentive program to the end of the financial year.

6. Principles of construction and implementation of motivational programs.

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

The structure of the motivational system.

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

Package of non-financial motivation.

Here they indicate social benefits, or, in other words, transfers that operate in your company, for example, non-financial motivation in the form:

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.;
employee status changes: promotions career ladder or any other desired change in work for him;
training, internships at the expense of the company.
Reasons for rewarding staff.

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

7. Regulations for the work of the personnel management department with the Regulations on non-material motivation.

The results of the introduction of the system of non-financial incentives depend on the work of the heads of departments and specialists of the personnel service. Therefore, it is important to establish what each of these employees will be responsible for and how to act in the implementation of 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 results the implementation of the system brings, etc.

8. Requirements for the heads of departments applying the norms of the Regulation on non-material motivation.

Most often, 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 note all the professional merits of the staff 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 by the company;
together with the head of the personnel management department, forms a plan and conducts incentive activities;
develops a report on spending the allocated money for the implementation of a system of non-material incentives…

9. Resource planning procedure.

Despite the fact that we are talking about non-material motivation, it is still not free for the enterprise. One way or another, it is necessary to allocate money, and therefore it is important to determine the person responsible for planning events and distributing the 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 expenses and specify providers based on the offers that are on the market.

10. Responsibility and control.

Heads of departments and HR specialists are responsible for ensuring that the implementation of non-financial incentive measures is timely. An employee of the personnel management department, endowed with the appropriate authority, 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, and analyzes the effectiveness of implemented programs. HR department monitors the completion of the trial period and generates a report on staff turnover in the past year.

Important: the non-financial incentive program is being implemented faster than the financial incentive program. Therefore, when evaluating 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 certain elements of it. In addition, when choosing and distributing motivating incentives, it is worth considering the age characteristics of the staff. Thus, it is important for representatives of the older age group that their merits be noted. Young professionals are interested in interesting and varied leisure activities. Additional days off delight young families, and vouchers - single workers.

The most popular non-material methods of staff motivation

Personal public praise.

In the non-material motivation of staff, praise occupies a very important place. Alas, company management often forgets about it, but in vain! If an employee brilliantly coped with his task, spent his strength, time, energy, knowledge on it, he should be praised. Otherwise, he will think that no one needs his work. Accordingly, he no longer wants to give all the best in full.

Public praise is not motivation, but the maintenance of a healthy initiative and zeal to work.

Competitions and contests.

An excellent method of warming up the atmosphere of healthy competition in the team is the non-material 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 seen 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 a powerful motivation in the form of a super prize!

At one travel agency, sales managers competed for the right to accompany their boss on a business trip to Europe as part of a corporate program. 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 chance 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 can't offer staff the prospect of career advancement, it's unlikely that highly ambitious professionals will want to work for it. Building a career is not an incentive in itself. Rather, it is a tool of motivation 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, high wages, recognition and prestige.

Training, advanced training.

When analyzing effective non-material incentive methods, one cannot but pay attention to training - one of the most important motivation tools. If you correctly approach the issue, then 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 the 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. As a mentor, a teacher can be a specially invited speaker or a highly qualified specialist of the enterprise. Everything is determined by the financial capabilities of the company, internal policy 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 emotional contact with him. Small gifts for birthdays, wedding anniversaries, anniversaries, or New Years can help management build a good relationship with staff.

On the example of the implementation of such non-material motivation, it can be seen that, thanks to the friendliness and elementary manifestation of attention on the part of the authorities to their employees, it is possible to increase their loyalty to the company many times over.

Comfort and atmosphere.

The brightest representatives of the IT sphere, 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 reminiscent of adult Disneyland than traditional boring offices. Thanks to cozy lounges, various areas for games, gyms, free cafes and many shops on the territory of the office, the staff does not experience any problems with tasty full meals, relaxation, sports, communication and "recharging" of the brain.

The interiors of Google offices are designed by the world's leading designers. When developing the interior of different departments, the psychological characteristics of employees, their wishes and habits are taken into account. 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 area or free delicious coffee.

Maintaining corporate spirit.

Traditionally, many organizations, trying to non-materially motivate staff, hold corporate parties, sports competitions, and organize tours. It is necessary to say that such actions give a visible result.

For example, in one advertising agency corporate paintball game has become a kind of means of reconciliation. Previously, there were constant conflicts between managers and production staff, which significantly slowed down the execution of orders.

During corporate game in paintball, the staff was divided into two teams by lottery - that is, both managers and production personnel. They were forced to unite for the sake of a common victory, forgetting about differences. After several such games, the atmosphere in the teams has noticeably improved and the departments in the company have ceased to conflict.

Flexible schedule.

Surely in your organization, like in any other, there are personnel whose constant presence in the office is not so necessary. Such employees spend a couple of hours solving their work tasks, and the rest of the time they are idle, which, of course, distracts and demotivates others. 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.

A flexible schedule is a non-standard motivation that encourages employees to complete tasks faster and better in order to be released 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 by saving his earnings! This is the non-material motivation of personnel in crisis conditions.

The freedom of action.

Give the employee more freedom of action in the performance of his 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 productively as possible in a calm environment, a quiet remote corner, and someone - only in an emergency atmosphere to the sounds of an incessant phone and the screams of colleagues. Consider the individual characteristics of workers and from time to time allow them to act as they see fit. Evaluate the outcome, not the progress of the task.

Non-material motivation of personnel in Russian companies

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

Giving special powers.

Put an employee in the position of head of a particular direction. So he will gain new knowledge and experience, and in the eyes of the team will become more significant. He will understand what competent personnel management means, and then he will be able to indicate this skill in his resume. By controlling how he copes with his duties, you will understand whether he can be trusted with more serious tasks. Try to appoint one or the other employee to the position of the head. This gives great results, and many companies already do this. That is, perhaps every employee of the company can arouse interest in solving work problems.

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 hours), or a 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.

Attendance at important meetings.

Another tool of non-material motivation is the invitation of staff to the most important meetings. For an employee, this is an indicator of your confidence. The very fact that an employee participates in such an event increases his authority in the eyes of other employees, even if he was just present there. But a person may become less loyal to superiors after interacting with employees of a competing enterprise. To avoid problems, eliminate the negative atmosphere and work to ensure that everyone is financially satisfied.

Please advise.

Seek advice from workers who demonstrate a deep understanding of the problem. So you 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 in your company favorable climate. 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 allow them to leave work earlier;
once a month treat your employees in the office with something delicious: fruit, cake, pizza, cookies;
hang signs 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 give him information;
come up with a special reward for those whose work tends to go unnoticed.

Examples of non-material motivation of personnel from market leaders

Leave due to heartbreak

Hime & Company's marketing venture is exclusively female, so its owner supplemented her motivational system with "heartbreak" vacations. This innovation came after a survey of employees. As it turned out, many women were having a hard time parting with their fiancés and husbands, and therefore could not focus on work responsibilities. Now, if a lady under the age of 24 breaks up with her "half", then she has the right to one day off. Women aged 25–29 are given two days, ladies over 30 - three.

Unusual job titles

Excellent results in personnel management were shown by Walt Disney, the famous founder of the corporation of the same name. 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, laundry in hotels began to be called textile services and equated to the marketing and client departments. But getting a job in them 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 promoted consultants at his Apple office in New York to the position of "genius". Layoffs have become much less.

Lottery salary increase

The idea is non-standard, although, of course, such an instrument can hardly be attributed to non-material incentives. The bosses of a large Japanese company The Internet Services Agency stopped talk of an annual wage supplement using regular dice. The bottom line is simple: workers roll the die, and wages rise by 1–6%, depending on how many dots are rolled.

Encouraging marriages between employees

Product company Nihon Shoken has been encouraging marriage between workers for several years now, with a monthly bonus for newlyweds.

Holidays during sales season

At the 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. Due to the specifics of its activities, it provides incentives to owners of dogs and cats.

Newbie gift

It's a corporate tradition at Commerce Sciences that all newcomers receive a welcome gift, prepared by the last person hired. There are no restrictions. Absolutely everything can be a gift: a solid set of dishes or a simple chocolate bar. New specialists are very happy that their work activity begins in this way, 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 announces important events, for example, that a solid contract has been concluded. Expertcity has a rule: you can only ring the bell on business. If the employee called just like that, then in the morning of the next day he treats all the staff with breakfast. So, from time to time one of the employees 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 their workplace within their office. What for? No one expresses dissatisfaction with the fact that he took no the best place, communication is being established, as new neighbors appear from time to time. Thanks to this tradition, it is possible to maintain order in their territory.

Friendship families

OZ (Iceland) encourages communication with families. From time to time, employees may call their parents to the office for a joint lunch. It brings the staff together. And according to the management, this method of non-material motivation increases the productivity of labor activity.

Carefully consider the tools of non-material motivation of the staff, and this will become the basis for the effective gradual growth of the enterprise. Having formed and implemented your own motivational system, you will see that the purposefulness and loyalty of the staff has increased.

How to make non-material motivation of staff effective

When introducing non-financial incentive methods, most managers make mistakes. In order to avoid problems of non-material motivation of staff, we recommend that you follow certain rules:

Keep in mind: what is suitable for the authorities is not always applicable for the staff.
Do not play a tough and uncompromising leader - it will be difficult for an employee to subsequently accept any bonus from you.
Try to choose those tools of non-material motivation of personnel that will be effective in your company. Often what fits large enterprise not applicable in a small firm.
Always remember the main goal of the company. The motivational system developed for a furniture company may not be suitable for an IT company.
Incentivize all staff, not just income-generating employees.
When developing a reward system, take into account the personal characteristics of employees, in particular, age and wishes.
Too many bonuses are not always helpful.

To achieve a good effect, a number of conditions must be observed so as not to overdo it and not miss something important.

Stop familiarity in the team and do not let the staff feel absolutely free. Non-material motivation also does not imply such a situation when, for example, a specialist, having handed over a high-quality project, does not observe subordination with the manager and begins to do his own thing.

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

The boss should remember that you can not publicly praise and celebrate the achievements of the same employees. So there may be rumors that the leadership has "favorites". At the same time, some members of the team have a spirit of fierce competition and a desire to rise in the eyes of the authorities at all costs. For others, on the contrary, all motivation to work disappears. This, of course, will adversely affect the atmosphere in the team and productivity.

Therefore, try to find that very middle ground and create a pleasant working climate, eliminate unhealthy competition. But this should be done carefully so that the staff is not afraid of you, but can rely on in case of problems.

What is non-material motivation of company employees.
What is the difference between material and non-material motivation.
What is the material stimulation of staff - 4 main varieties.

Statistics show that more than 50% of people leave their jobs due to what they consider to be excessively low wages. But almost 40% do not indicate salary problems as the reason at all. For all executives who face such layoffs, this is food for thought. He says that the enterprise is poorly developed non-material motivation of personnel. How to improve the situation for the better, you will learn from our article.

What does non-material incentives mean for employees

Non-material motivation of employees- This is a broad concept that combines a large number of methods to encourage staff to work productively without the direct use of monetary incentives. Such motivation should be used at the enterprise in conjunction with material incentives and demotivation. When building a competent balance between rewards and punishments, you can achieve better results.

In comparison of material motivation with non-material great importance has Dean Spitzer statistics. In his book Super Motivation, he cited the following indicators related to people's performance:

50% of employees perform the amount of work that is enough to stay in the position, no more.
80% of highly motivated employees are able to do more than they do.

Of great interest is the study consulting company hay group. In 1996, she launched a special project called "The World's Most Successful Companies". In the course of compiling the rating, it turned out that the most successful firms reduced wages by about 5% to increase the productivity of employees and at the same time used non-material methods of motivation.

Is your team and its motivation system effective? Check 6 factors

To find out what prevents the team from showing the best results, the checklist from the editors of the "General Director" will help.

The difference between monetary and non-monetary motivation

To clearly trace the difference between the concepts under consideration, let's take Maslow's well-known pyramid of needs as an example. This pyramid in the classic version is divided into five steps. Each of them reflects a particular need of each person. The lower the rung, the more fundamental the need, with minor adjustments for individuals. Consider these five steps from the bottom up:

Physiological Needs. Satisfying hunger, thirst and other phenomena that threaten life.
The Need for Security. Stability of living conditions, availability of resources for survival.
Social needs. To love and be loved, to have belonging to the surrounding society.
prestige needs. Self-respect and respect from other people, career growth, success in a hobby.
spiritual needs. Self-realization, self-identification, knowledge of the world and self-actualization.

The material motivation of personnel affects only the lower two steps. When these needs are satisfied to the degree due to a person, material stimulation will cease to work for him as before. Satisfaction of higher needs comes first. It is for them that non-material motivation of employees is needed, which affects the other three steps of the pyramid.

It must be understood that after satisfaction of physical needs and the need for security, they do not disappear into nowhere. Therefore, it is not necessary to reduce salaries and deprive an employee of bonuses, in the hope of replacing these costs with methods of non-material motivation. It should also be borne in mind that the system described above is conditional. For some people, the significance of certain steps may change, as well as their order.

Disciplinary sanction: leverage on unscrupulous employees

Benefits of material motivation of employees

For the enterprise, the main advantage of the considered methodology for stimulating personnel is the low level of costs for the implementation of methods of non-material motivation. Many of the methods do not require any investment at all. Such a system is used by many small companies and creative studios that cannot afford bonuses and salary increases for some period of time.

The minimum cost of staff stimulation is not the only advantage of this method. Other pluses:

Team building. A number of methods of non-monetary stimulation of staff performance are aimed at creating close corporate relationships between individual employees. This is especially important for creative teams where disagreements and conflicts are common. A cohesive team can achieve much more serious corporate goals in a much shorter period of time.
Interest in success. Many people who are motivated only by wages and bonuses do not work for the company - they work exclusively for their own earnings. The use of a number of methods of non-monetary motivation makes employees understand that each of them is important for the company. Due to this, employees have a desire to work not only for earnings, but also for the result of the company.

Non-material methods of staff motivation do not have obvious shortcomings. But in order to achieve the result that is expected, non-monetary incentives must be used appropriately and in conjunction with proper monetary incentives. It is also not recommended to go too far with punishments. If they are unfair and cut off from motivation, then the only result will be employee turnover.

4 main principles when creating a system of non-material motivation

Before you start developing a non-material motivational complex for staff, you need to familiarize yourself with four main principles. Their simultaneous presence is the key to successful motivation.

Management Competence. The main thing to do is to appoint in each department such a leader who not only has experience and knowledge in the management part, but is also able to inspire employees to work productively. Incorrect choice managers is one of the most common reasons for demotivating employees, as well as a factor that increases staff turnover.
Strict observance of the Labor Code. This collection of laws indicates not only the duties, but also the rights of employees, which the company's management must strictly observe. The company must have transparent wage conditions, safe working conditions, vacation and sick leave in accordance with the Labor Code of the Russian Federation. These factors motivate employees to stay in the firm.
Company competitiveness. The management of the company must constantly work to maintain and improve the reputation of the organization. This in itself is one of the methods of non-material motivation. When people realize that they work in a stable and successful company, they get additional motivation and lose the desire to quit. In addition, it encourages employees to career growth.
The presence of a corporate culture. Management must create a culture in the company in which each employee feels individual importance and significance for the enterprise. The realization that the success of the business largely depends on the actions of the employee encourages him to work more productively and more responsibly. It is also important to establish a favorable environment within the company team.

The principles listed above are fundamental in the formation of a strategy for financial incentives personnel and its further use. Therefore, treat the topic as responsibly as possible.

Non-material motivation for various psychotypes of employees

Intangible labor motivation works for different employees in different ways. The main role in this case is played by the psychotype. According to socio-psychological abilities, employees can be divided into five types:

Critic. Such a person builds communication with colleagues based on irony and criticism. He is well motivated by a comfortable environment in the team, approval from the management of the organization, as well as the performance of audit and control work. Demotivation - objections from employees.
Idealist. Kind, non-confrontational and sympathetic type, opposite to criticism. It motivates the ethical atmosphere and corporate culture in the company, the opportunity to participate in social events, as well as the recognition of one's achievements by the team and superiors. Demotivation is unfriendliness.
Realist. Predisposed to solving organizational issues, easily makes decisions. People with such a psychotype are motivated to engage in managerial moments, as well as adherence to the principle of nepotism in the team. The main demotivator is the performance of insignificant functions in the company.
Analyst. Ideal for an expert position, attentive and thoughtful. For motivation, the opportunity for career growth and advanced training, as well as participation in professional events, is suitable. Demotivation - emotional guidance and fuss in the team.
Pragmatist. The opposite of an analyst, dislikes long meetings, active and agile. Such people are motivated by the prompt receipt of results, the introduction of new projects, the possibility of delegating cases for their more efficient and faster implementation. Demotivator - protracted projects.

In order to correctly apply the methods of non-material motivation suitable for all employees, one should take a closer look at subordinates and highlight the psychotypes indicated above. It will take time and effort, but the result is worth it - an individual selection of motivation is more effective than a general approach.

4 types of non-monetary incentives for staff

There are four main types of non-material motivation that are recommended to be used in combination to achieve the greatest productivity of employees. Let's look at the types of motivation:

Psychological. Aimed at the satisfaction of each employee of the company in communication. This is the type of incentive with which it is worth starting a strategy for non-material incentives for staff. First of all, this is work on the formation of a favorable environment within the team, as well as between staff and managers. This also includes the regular organization of corporate events.
Moral. Focused on meeting the human need for respect from other participants labor collective as well as from management. The easiest and most effective way to morally stimulate employees is regular verbal praise in the presence of the team, that is, at planning meetings, meetings and meetings. This method is free and brings noticeable results.
Social. This category includes the provision of social guarantees to each employee. This is insurance, pension accrual, the possibility of advanced training at the expense of the company, as well as a clear indication of career prospects. To increase motivation within the social sphere, employees form an objective feeling that they are important to the company.
Organizational. This direction of stimulating employees is expressed in the organization of convenient and safe working conditions, as well as in the manifestation of care from the management. These are lunches, rest and entertainment in their free time from work duties. As part of this motivation, firms purchase new equipment for work, and also organize sports and entertainment areas.

Now that you know the main types of non-material motivation, let's move on to considering detailed ways to non-monetary incentives for staff performance.

7 popular ways to non-monetary incentives for employees

It's time to move on to the practical part and consider in detail examples of non-material motivation of company employees. It is not necessary to implement all methods at the same time, since in practice it is quite difficult. But we need to take a course towards gradually implementing as many effective methods of stimulation as possible:

Another way to show employees that they are important to management and the company as a whole is to regularly congratulate employees on significant holidays for them. These are birthdays, anniversaries, weddings, the birth of children and other holidays. You can even without a gift - the main thing is to show attention and show significance.

Non-standard ways of non-monetary stimulation of staff

Non-standard non-material labor motivation is a way to diversify already implemented methods and increase their effectiveness. Practice shows that such original incentive options work well:

Introduction of unusual job titles and company departments.
Providing time off during seasonal sales.
Day off or leave for employees with personal problems.
An increase in wages through a lottery.

The listed examples of non-material motivation of employees are more than enough for you to develop a productive strategy for stimulating the work of staff. It is recommended to introduce these methods carefully and gradually, combining them with financial incentives and adequate punishments.

It can be concluded that the system of non-material motivation of personnel is an effective option for increasing productivity, cohesion and loyalty of the workforce. You can start by implementing ways that do not require large financial investments, and then move on to more serious non-monetary reward options. At the same time, do not forget about material motivation and fair demotivation.

What is the difference between material and non-material motivation of employees? What are the types and examples of non-material motivation? How to motivate staff non-materially?

Probably, everyone will agree that in order to create a cohesive team, subordinates need to be provided with the appropriate conditions. And it's good when the company's budget allows you to introduce decent cash incentives.

But what to do when material possibilities leave much to be desired? Practice other types of staff remuneration and combine them with monetary motivation. Practice shows that material incentives work much more efficiently in combination with various kinds of non-material and non-standard types rewards.

With you online magazine "HeaterBober" and a permanent author of publications Anna Medvedeva. Today we will deal with such a concept as non-material motivation of personnel.

At the end of the article you will find useful information on how to provide a new, higher level of communication and work in the team.

So let's get started!

1. What is non-material motivation of staff and how does it differ from material

At any enterprise, regardless of its specifics, a system of motivation is used. It is necessary to create an internal incentive for employees to work well and fruitfully and not look in the direction of competing firms.

All types of motivation methods are divided into 2 large groups - material and non-material. With material ones, it is more or less clear, but what are the methods from the second group?

These are different ways to create a positive attitude among employees high performance labor. Employees receive bonuses that are not denominated in money equivalent, but in various other forms.

Non-material motivation of the staff plays an important role in the overall motivation system. Although it is generally accepted that we work to get money and the best motivation is good salary practice shows that non-monetary incentives are indispensable.

The need for additional motivation arises when:

violations of the employment contract;
excessive workload;
irregular working hours;
uncomfortable working conditions, etc.

To avoid a distorted idea of non-material motivation, we will highlight the main aspects and principles in the approach to this issue, and also divide them into positive and negative ones.

Advantages and disadvantages of non-material motivation:

2. How to choose methods of non-material motivation depending on the psychotypes of employees - 5 main types

With the help of tests and questionnaires, you will determine what types of employees work in your team.

Use the information received in the development and implementation of the motivation program.

Type 1. Critic

This type of worker is immediately evident in the critical and ironic treatment of colleagues. They like to use complex phrases and abstruse words in colloquial speech.

The most positive thing about the work of critics is that they do a good job with the duties of various kinds of controllers. The best non-material incentive for them will be the public approval of the leadership and the assignment of control functions.

Type 2. Idealist

This is the opposite of criticism. Idealists are absolutely not conflict, they treat colleagues attentively, gently and kindly. Often they even smooth out controversial situations by agreeing with someone's opinion for the sake of peace in society.

The tense atmosphere in the team easily demotivates idealists. Therefore, in order to create intrinsic motivation good use of ethics and humanity in the development of the company, as well as various recognition and praise. Idealists can be safely entrusted with all sorts of social tasks.

Type 3. Analyst

Such workers are very thorough and thoughtful in everything, attentive to all the nuances of the work and the instructions given to them. For them, no fuss and rash decisions of the leadership, made on emotions, are unacceptable.

Analysts are well motivated by the comfort and arrangement of the workplace, the rational organization of work, and interaction with management at the proper level. Such employees are stimulated by advanced training, career growth and participation in professional events.

Type 4. Realist

This type of employees combines the fulfillment of all requirements for work and their own experience. Realists are active workers prone to organizational activity.

Leave it to the realists managerial work. With their help, you can establish a healthy atmosphere of mutual assistance in the team and create a cohesive team.

But small assignments are best left for others. For a realist, they are uninteresting, unprofitable, and can even demotivate a strong personality.

Type 5. Pragmatist

Unlike the analyst, the pragmatist does not spend time thinking about things for a long time. But one of the best qualities of pragmatists is the ability to quickly navigate and make decisions even in a suddenly changed situation.

The monotony of the workflow and too time-consuming projects are boring for such employees. Therefore, give them urgent assignments such as introducing a new project, opening a branch, etc.

3. What are the types of non-material motivation of staff - 4 main types

Let us describe in detail the main non-material forms of motivation.

It is conditionally possible to divide them into 4 types.

View 1. Social

This type of non-material motivation is associated with the desire of the employee to move up the career ladder, occupy high positions and develop professionally.

How to motivate employees who are configured in this way? Give them important public assignments, involve them in management and decision-making regarding the workflow.

Use incentives associated with the social package. Education, payment of sick leaves, medical insurance, travel vouchers.

Type 2. Psychological

Here, the determining factor is communication and the atmosphere within the team. Normal communication is unthinkable without a warm, trusting atmosphere.

The following methods apply here:

build a team based on individual features workers;
organize corporate events so that subordinates communicate with management in an informal setting;
set a personal example so that employees see the leader's contribution to the common cause.

Naturally, in a team with benevolent relations, one wants to fulfill oneself.

View 3. Moral

Such motivation directly depends on people's need for respect, not only from management, but also from colleagues.

Recognition of quality work and results is expressed as:

insignia;
certificates of honor;
verbal praise;
entry on the scoreboard.

Note that it is better to do this not face to face, but in the presence of other colleagues.

View 4. Organizational

This refers to the quality organization of jobs and the entire labor process.

Organizational Incentives:

equipping the workplace with modern technology (in offices - computers and various office equipment, in production - other devices related to the specifics of work);
allocation of a special room for recreation;
provision of food on the territory of the enterprise.

4. How to motivate staff non-financially - practical tips and tricks

Now we offer you some tips on how to improve the non-material motivation of staff.

Analyze whether you use all the possibilities in your practice. And if not, then take note.

Tip 1. Recognize the merits of the employee and praise him

This is one of the most effective ways non-material increase in motivation. Employees who are honored by their manager feel valued and respected and work hard to achieve higher performance.

Also, if you celebrate out loud the merits and achievements of good employees, this will be an incentive for everyone else to increase productivity. In addition, it is always nice when you work in the same team with cool specialists.

Tip 2. Strive to create a favorable psychological microclimate in the team

A tense and hostile environment not only reduces the productivity of employees, but also contributes to the loss of valuable personnel. Because people spend a significant part of their lives at work, and everyone strives to be in a good team, and not in a jar of scorpions.

Example
Svetlana was accepted as an engineer in a prestigious construction company. Her joy knew no bounds.
However, in the first month, all joy dried up. Although Svetlana was a competent specialist, she still had to address her colleagues with questions due to ignorance of the specifics of some issues.
However, in a closed team there was no mutual assistance and support. None of the employees sought to help, on the contrary, they deliberately put spokes in her wheels in order to put the new engineer in an unfavorable light. It was simply impossible to work in a state of constant stress.
A month later, Svetlana began searching new work and soon left for another company for the same salary. True, the percentage of bonuses here is somewhat less, but the friendly atmosphere in the team inspires her to improve her level of professionalism.
Tip 3: Give employees the opportunity to learn and improve their skills
The possibility of training and advanced training is an advantage of any company.
It is not overlooked by young ambitious professionals who seek to expand their knowledge base and improve their professionalism.
An organization that provides such opportunities is always in a winning position. After all, not every employee is able to pay for additional training on their own.
Tip 4. Create conditions for career growth of employees
There are probably few workers in the world who want to stay in the same position and do not strive to move to a more prestigious one. Therefore, one of the mandatory points of any motivational program should be career advancement.
Create personnel reserve from talented candidates. If your enterprise does not provide for the possibility of career growth, such employees will work only to gain experience, but other companies will choose to develop and advance.
Tip 5. Hold professional skills competitions among employees
Through such competitions, create an atmosphere of healthy competition among employees. Moreover, employees should be motivated not by the fear of remaining on the periphery, but by the desire to be among the best, which can be everyone, not just the elite.
This approach has another advantage. It will certainly identify the strongest employees, and you will know whose professional development is worth spending enterprise resources on.
Every type of employee appreciates the added value that comes from being at home. The bonus system shows that the organization values its staff and takes into account their needs.
What types of bonuses can be used:
partial or full payment for a gym membership;
issuance of gift certificates;
provision of places in kindergarten for children of employees;
lunches at the expense of the organization;
free travel in public transport, etc.

There are many options, it would be a fantasy. The main thing in this case is not to act at random, but to study the demand for such benefits.
Naturally, in workers with chronic fatigue syndrome, labor productivity decreases. Therefore, the presence of places of rest at work is necessary as well as good conditions.
Five minutes with tea and coffee provide an opportunity to relieve stress and chat on topics that are distracted from work. Maybe someone wants to do the so-called office fitness. In any case, employees are entitled to a few minutes of rest in addition to the traditional lunch break.
In the video you will find other useful and interesting tips on non-material motivation.

5. Professional assistance in increasing staff motivation - an overview of the TOP-3 companies providing services
Now we will give examples of companies that develop motivation systems or are engaged in training in the field of business and management.
Experienced specialists will tell you the necessary material and non-material ways of motivation that will be most suitable in your team.
1) MAS Project
The company has developed a multifaceted management system as a result of solving real problems existing business. MAS Project experts authoritatively state that strategic planning activities - not such a difficult thing if you have the right tools.
A large set of such tools combines the single software environment proposed here. MAS Project is an online service through which you can track the performance of all employees and control all levels of the enterprise hierarchy.
Analyze your existing motivation system and implement a new, more advanced program.
2) business relations
It helps to make a breakthrough in business development. The company offers a powerful training, after which the level of staff involvement increases dramatically. The maximum is planned in training practical exercises which results in excellent results.
You are offered various tools to improve business efficiency and solve problems with personnel through the correct perception of work situations and moments.
The developers focused the training on corporate training. Here we worked with many well-known large organizations - Beeline, MTS, Adidas, Megafon, Home Credit Bank and others. In the field of training in a corporate format, Business Relations is one of the most experienced companies.
To gain the missing knowledge and practical experience in solving management issues, we advise you to contact the largest Moscow business school, which has been a leader in its field for more than 5 years.
Here you can choose seminars and courses in different areas and in various industries. Corporate programs have been developed for team training, webinars and international programs, as well as courses for remote clients professional retraining and advanced training.
Representative offices of Moscow Business School are located in different cities and countries. This makes learning accessible to all interested, regardless of location. Study the seminar schedule and attend classes where it is convenient for you.
6. What influences the formation of high motivation - an overview of the main factors
At the end of the topic, we will consider additional factors on which the increase in the level of motivation in the team depends.
Pay attention to whether they are present in your motivational system.
Factor 1. The strength and competitiveness of the organization
The high status of the company and its impeccable image in itself are a great motivator.
First of all , good specialists strive to work at such an enterprise.
Secondly , the valuable personnel already available in the state do not tend to go elsewhere.
Thirdly , the realization that you work in such an organization contributes to personal development and striving for quality performance their official duties.
Such non-material motivation of employees is a rather powerful factor even without comparison with others.
Factor 2. Strong management team of the enterprise
Talented leaders should be not only in the highest positions, but also at all levels of the organization's structure. After all, as you know, a personal example of a leader is one of the strongest motivators for any category of employees.
Do you know what mistake can be made when choosing department heads? To appoint workers not with the corresponding abilities, but according to the length of service or professional talent. Have such an employee with as much experience as you like, but if he does not have leadership skills, this easily demotivates strong and ambitious employees.
"What for?"
“And you could be a good leader.”
“Do you think everyone should be leaders?”
“No, not everyone should. But everyone wants!
(film "Moscow Doesn't Believe in Tears")

Factor 3. Compliance with the rules of the labor code
Another important factor that speaks of the reliability and stability of the enterprise and guarantees the protection of the interests of its employees. A decent salary, paid vacation and sick leave, and most importantly, the transparency of the calculation system is a very powerful incentive for a patriotic attitude towards your organization.

What you need to know to build effective system non-material motivation of personnel
What are the methods of non-material motivation of personnel
Get acquainted with successful cases and examples of non-material motivation of staff

Today we will have on the agenda interesting article about non-material motivation of staff. Much has already been said and written about this, however, the issue of increasing the dedication of employees without additional cash costs is quite acute for the manager. After all, the increase in wages sooner or later ceases to produce results. Moreover, an unreasonably high salary has a demotivating effect on the work of an employee: why work well when you can work “in a slipshod manner” and still get good money?

Therefore, in order to prevent such a situation, each company must create its own system of non-material motivation of personnel, which will be based on certain rules. More about them.

How to improve staff efficiency: 5 non-obvious recommendations

The system of non-material motivation of personnel - 5 basic rules for creating

1. Non-material motivation should solve the tactical tasks of your business

First of all, the incentives used should be aimed at solving specific problems that your business faces. For example, if you are developing a branch network, then you must form teams that can work according to the standards adopted at the main office. Accordingly, your non-material motivation should be aimed at training your employees, for example, attending trainings on effective communications and team building.

2. Non-material motivation should cover all categories of workers

In most cases, when we talk about motivation, the emphasis is on those people in a company or department who make a profit. However, we must not forget that in addition to them there are also secretaries, production workers. Not only motivational programs, but simply recognition of work, praise can be applied to such people.

In small businesses, where the manager knows every employee by heart, lighting a fire in the eyes of every employee is easy enough. The task becomes much more complicated when it comes to a large firm. The General Director can no longer influence everyone. At this stage, line managers come into play, who are subordinate to small groups of people, usually 7-10 people. Line managers constantly communicate with people from their team and therefore know what can stimulate everyone.

3. Non-material motivation should take into account the stage of development of the company

In a small family business the main motivator is enthusiasm. When the company moves to the next stage of its development, when there are more employees and part of the processes are formalized, motivational programs should be focused on recognizing the merits of each employee, but it is also important to take into account the possibility of collective recognition of services, for example, some department or division of the company.

How to create a team that works without financial incentives

The four steps will help you create a self-managing team that works efficiently and with pleasure, and without financial incentives. You will find them in a case from the General Director magazine.

4. The right choice of methods of non-material motivation of personnel

We often think that what motivates us will motivate others. But it's not. In order to select the right methods of motivation, you must first collect information about the true needs of employees. And in this case, the pyramid of needs of Abraham Maslow will help you. With its help, the system of non-material motivation of personnel acquires an understandable form. So, it is important to determine which needs for your employees are leading, and develop appropriate motivation factors.

physiological needs. If this group is important for an employee, then it is necessary to provide him with a comfortable salary level.
The need for protection and security. For such people, it is important to organize a friendly atmosphere in the team. Accordingly, information about the negative components of the work should be minimized: bankruptcy, layoffs.
Social needs. For employees in this category, it is important to receive support from colleagues and management, and it is also important for them to constantly be in the circle of people.
The need for respect and self-respect. These employees need to be given constant attention. It is important for them to realize that their actions will be appreciated.
The need for self-realization. This is the main need for creative employees. It is important for such people to creative work. They are able to solve the most complex, non-standard problems.

And remember that any of your employees constantly wants something. And when the desired is achieved, the needs move to a higher level.

5. Novelty effect

Incentives should not become commonplace, because uniform incentive programs only depress your employees. Therefore, every six months it is worth coming up with some new motivational program.

About other ways effective motivation you learn from.

Ways of non-material motivation of personnel

You can come up with a large number of different ways of non-material motivation Your employees, but we tried to give you only the most effective of them. So, here they are.

And here are some more secrets of daily inspiration for employees

greet employees by name;

in letters and in oral communication, do not forget to say “Thank you”;

reward employees with extra days off or allow them to leave work early;

bring something tasty to the office once a month: cake, pizza, sweets, apples;

Hang signs with the name of the employee at each desktop. People like to feel important;

make sure that you have the opportunity to listen to the employee, and not just inform;

develop a special reward for those people whose activities are usually overlooked;

try once a week to arrange meetings with employees with whom you usually do not have the opportunity to communicate. Ask them about work, problems;

tell employees about some important issue and ask them to offer their solutions. In other words, to give you advice.

Based on Bob Nelson's books 1001 Ways to Motivate an Employee and 1001 Ways to Reward an Employee (both by M. [et al.]: Williams, 2007)

How to motivate employees to be proud of their position: instructions from X5 Retail Group, TechnoNIKOL and Snezhnaya Koroleva

You can make even the lowest paid position popular and respected not only within your company, but also in the market, inspired by case studies famous companies prepared by the editors of the General Director magazine.

Examples of non-material motivation of personnel from the life of some Russian companies

We have tried to collect for you the most striking examples of non-material motivation of employees that we have come across in various companies. We hope you find something interesting for yourself.

Victor Nechiporenko, General Director of Information Service Krasny Telephone LLC, Moscow

We are a small company, but we often need extra resources to work on projects. Here are some examples of non-material motivation of staff that we use.

A flexible schedule that allows you to study and do household chores, which is important for our women's team. Some prefer to start earlier, others to finish later. For women, it is especially important to have an extra day off during the week to solve household problems (in this case, you can eliminate the need to take time off from work on personal matters). For the company, the main thing is that during the whole working day someone is in place. In addition, it is always possible to single out areas of work that an employee is able to do at home (for example, create databases). We offer employees who have shortened their working week to do a certain amount of work at home for an additional fee.

Opportunity to work. I give people the opportunity to try themselves in another kind of activity (not in our company). The employee continues to work for us, but work time and not for a full salary until he makes a final decision. We also have another practice of combining: we invite people to separate projects.

Personal work area. The status of the employee appointed responsible for his area is increasing, the attitude of colleagues towards him is changing, the person is growing in his own eyes and, in addition, gaining managerial experience. In the summary, he will be able to write that he was responsible for the project or direction. And for the manager it becomes clear whether it is possible to entrust the employee with more responsible work. We in the company practice appointing employees as project managers, that is, they perform managerial functions temporarily, to solve a problem.

Nice job title. We actively use this method. For example, a person does not want to be called, as we usually do, an operator. We called him the manager - he is happy and works with great pleasure.

Participation in important meetings. It is clear that the presence of an employee at the negotiations is not necessary, but the very fact that you invited him with you and introduced him to your partners as a leading specialist increases his significance in your own eyes, in the eyes of partners, clients and colleagues. Of course, there is a danger that the employee uses the acquired connections for personal purposes. But if the company has created normal conditions, then for the sake of an extra two rubles, people will not run anywhere. Practice shows that a favorable climate at work is of great value to employees.

Right of first choice. The employee you want to encourage can be asked to be the first to choose a vacation time, or an exhibition where he would like to work (more interesting, with a more convenient location, more acceptable working hours), or a client he would like to lead (not a secret that customers are different - both pleasant and difficult). The rest of the employees choose from the rest.

Personal assistance. We must try to respond to requests, for example, to advise literature, write a review on thesis, arrange an internship in the company. There was a case when I went to the institute to the son of my employee and, posing as the uncle of a student, convinced the dean's office that the young man be allowed to take the exam (he himself did not know how to negotiate, and my mother panicked, as there was a threat of transfer to paid education).

Seeking advice. If an employee can provide real assistance in resolving any issue, you should ask him for advice - among other things, this will help him feel his importance and your respect.

public gratitude. It's always nicer than eye-to-eye praise. Unfortunately, more often there are cases when more attention is paid to the shortcomings, and not to the merits.

Konstantin Melnikov, Head of Human Resources at 1C:VDGB, Moscow

I consider attention to the personality of my employees, recognition of their success in the professional niche to be the most effective non-material motivation. In particular, you should take an individual approach to employees, personally congratulate them on their birthday - for example, a postcard signed by the CEO. You can emphasize the individuality of an employee - for example, thanks to a personalized camera, pen or other accessories.

We also pay special attention to the public recognition of the success of our employees. Today, such methods of recognition as letters of honor or thanks in an order do not lose their relevance. I can also recommend master classes of the best specialists - they are interesting for the speakers themselves and very useful for the audience.

Maxim Mussel, Director of Absolution Factory, Moscow

In fact, there are many different ways of non-material motivation of employees. For example, you can compensate for the expenses of employees for attending seminars, buying professional literature, etc. Although even today, simple gratitude turns out to be the most effective means of non-material motivation. When the bosses do not forget about the contribution of employees to business and thank them, it is possible to achieve a serious effect at no cost. Without such gratitude, you can lose the initiative of your employees.

Anna Barsukova, General Director of RKA-Consulting, Moscow

Managers today seek to increase their professionalism and value in the labor market. Therefore, they prefer a company that will complement material stimulation and additional benefits. In particular, brand awareness is important. Also, do not forget about Russian realities - the microclimate in the team is important to many, so many managers are working to improve the corporate spirit.

Alexey Gerasimenko, General Director of LLC CargoSoft, Moscow

The field of activity of our company is the development software projects. In such activities there is always an element of creativity. Therefore, the employee needs certain working conditions - they are also motivating factors: a well-equipped workplace, a flexible working day, the possibility of growth (and additional training), the maximum material reward, a healthy atmosphere in the team.

I consider the human attitude towards them to be the main component of non-material incentives for employees - only in such a situation can one count on efficient work and appreciation of the team, and it's worth a lot. human relation- this is a mandatory recognition of merit, praise for the work done, understanding the difficulties and problems that arise in its implementation and, if possible, assistance in neutralizing these difficulties.

Another important point: I always praise employees for the work done both personally and with the whole team, and I always give examples in conversations successful implementation some project, naming the distinguished employee.

The system of material incentives is used in our company only for the "production" department: programmers, designers and administrators. However, the company continues to develop and the motivation system may change over time.

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Valery Porubov, General Director of OAO Shadrinsky House-Building Plant, Deputy General Director for the production of Technokeramika LLC, Shadrinsk (Kurgan region)

In my opinion, taking care of employees is one of the primary responsibilities of a production manager. I adhere to this principle.

At the heart of our motivation system are guarantees of stability and an honest, open attitude towards employees. Namely - registration strictly according to the Labor Code, a clear payment of wages (twice a month). Gradually, we are building our motivation system brick by brick: a profit appeared - we provided the workers of the main and most numerous workshop (270 people) with free lunches (before that, they just gave out kefir, as it should be in production). In the near future (perhaps until the end of the year) - free lunches for employees of other shops. We have also recently renovated and refurbished the household building, where workers can relax, take a shower, go to the sauna, change clothes in comfortable locker rooms.

It would seem that I have listed the obvious things, but we did not focus on them by chance. I repeat, the main thing is attention to employees. After all, if you do not create normal working conditions, employees will simply leave or will work carelessly. All the activities that we carry out to create positive motivation among our employees, the desire to work in our production, are always negotiated with the heads of workshops, that is, with those who work side by side with the workers every day. It is they who can tell what is relevant now, and what can wait a bit, what is really missing, and what is secondary. That is, we always proceed from the real needs of our employees and, as far as possible, provide them with exactly what they need, even if not immediately.

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Valery Shagin, President of MITS, Moscow

We tried different options for motivating employees, but many schemes were abandoned. For example, from health insurance, because it was not popular. Most likely, the reason is that the company then worked mainly young people. The money invested just disappeared. When I saw this, I introduced the 50:50 scheme (half of the amount is paid by the company, half by the employee), but it also did not take root. We are currently working on resuming free health insurance. Employees have become older, the need, in my opinion, is there.

We also do away with free lunches. When we were in another office where there was a canteen, we paid food stamps to the staff. However, we encountered the fact that someone did not like lunch in the canteen and these employees asked to pay them the cost of coupons in cash.