Individual approach to employee motivation. Individual approach to valuable and talented employees Individual approach to each employee

The question in the title of the article is not new. It would not be an exaggeration to say that in fact every leader sooner or later faces a dilemma: whether to keep a valuable employee by any means? Or is it easier to fire him? Everyone chooses their answer, everyone adheres to their point of view. And many of the leaders themselves have been in the place of such an invaluable employee, and see the picture on both sides of the barricades.

As often happens, there is no simple answer to a simple question: “It depends on…”, as English-speaking citizens say. A look at when to do and when not to use an individual approach, and more importantly, how exactly it makes sense to apply it without harming the organization, is presented in this article.

To begin with, let's decide what the leader wants and what he fears, in whose submission the employee turned out to be a star.

Goals and fears

What does a normal driver want?

To make his car go fast and over any terrain, not break down and consume as little fuel as possible.

What does a normal manager want?

So that his subordinates constantly work with maximum efficiency, do not seek to change jobs and be undemanding in terms of finances.

True, if we are talking about an employee - a star, then there can be no talk of undemanding to finances (or other compensatory mechanisms). Just as fuel economy is out of the question with a turbocharged high performance sports car.

In other words, the main goals of the manager in relation to a valuable employee are retention (so that he does not go to others, does not go out of the way) and motivation (so that the performance is maximum, strives to be the best).

On the other hand, motivation must be reasonable. Otherwise, a valuable employee will demand more and more resources: money, special conditions, attention and honors, positions… I.e. will turn from "valuable" to "blackmailer". If this happens, the situation becomes absurd: the leader and the subordinate actually change roles: the leader becomes more dependent on the subordinate than the subordinate on the leader. And this is a direct path to the powerful manipulative influence of a subordinate. In addition, there are even more negative consequences of this situation: other employees, looking at the special position of the "star", begin to work worse. The corporate climate is getting worse. The principle “He can but I can’t ..?”

Conclusion 1. When working with stars, the main goals of the leader are to keep and motivate, and the main fears are “blackmail” and Negative influence to the team.

A systematic approach to the stars

Fears of blackmail and negative influence are relatively easy to eliminate. To do this, it is enough to adhere to a systematic approach. Namely: no exceptions, everything within the system! And even an individual approach should be within the framework of the system.

Example

Situation A. All employees of the sales department receive a fixed rate of N rubles. + 2% off personal selling. Everyone except Ivanov. Because Ivanov, although nominally the same sales specialist as his colleagues, sells almost twice as much as others. An exception was made for him: firstly, the rate is higher. Secondly, almost free schedule. Ivanov feels irreplaceable and manipulates management. Other sales people feel unfair.

Situation B. Grading has been introduced in the sales department. Depending on their own performance, a sales specialist can be of the 1st, 2nd or 3rd level (“class”). Level 3 specialists receive a rate of N rubles. + 2% on personal sales and strictly adhere to the work schedule. Level 2 specialists receive a rate of 1.5N rubles. +2% on personal sales and may be slightly late/leave a little early. Level 1 specialists receive a rate of 2N rubles. + 2% and have a free work schedule.

In situation A, there is a star in the collective. In situation B there are no stars. Ivanov will become a sales specialist of the 1st level (class) and, receiving significant privileges, will simultaneously be within the system. Which, in turn, will not allow him to demand special conditions - he, as it were, is already in the upper level. For other employees, there is no reason to be dissatisfied. Everyone understands what exactly he must do in order to be guaranteed the same privileges and get into the bright “star caste”.

“So, if the system does not provide for gradation, change the system?!” - there will be a question at many heads. And here, like the wise Cheshire cat, you can answer: "It all depends on what you want to get." If it suits you to have stars breaking out of the organization system, you can leave the current situation unchanged. But why are you reading this article...

Conclusion 2. To prevent "blackmail" and the negative influence of stars, use systems approach. And no exceptions!

Motivation and hygiene

With fears, some certainty appeared. Consider now the goals of the leader: motivating and retaining a valuable employee. One of the main problems in the field of staff motivation is that managers confuse the factors that affect motivation and the factors that affect satisfaction. Meanwhile, the difference is huge. An increase in motivation gives an increase in labor productivity, and an increase in satisfaction ensures employee retention. If we draw an analogy with racing, then motivation pushes the rider to become the first, and satisfaction - not to be last, to stay in the race.

In the late 1950s, Frederick Herzberg developed the 2-factor model of motivation, which remains one of the most workable theories in the field of motivation to this day. Other important topics in the field of motivation, this is Maslow's textbook pyramid, the basic triangle of motivation, the most efficient method individual motivation metaprogram (better known as LAB-profile) and others.

According to Herzberg's theory, two groups of factors are distinguished: motivating and hygienic.

Hygiene factors keep employees at work. Their absence causes dissatisfaction, but their presence does not raise motivation. Hygiene factors are related to the environment in which the employee works.

NB: convenient workplace does not motivate to improve personal performance. But an uncomfortable chair and an old monitor that is harmful to the eyes are quite capable of leading an employee to a decision to dismiss.

Motivating factors (motivators) cause an increase in efficiency. Their absence does not lead to dissatisfaction. But without them, labor efficiency will be mediocre.

NB: A pool pass for everyone who completes the plan encourages individual sales. But if there is no subscription, it would never occur to anyone to quit because of this.

Conclusion 3: use motivating facts to improve performance, and hygiene factors to retain valuable employees. Hygiene factors do not motivate!

Productivity and efficiency. "It won't work for us!"

Herzberg's theory seems to cover both goals of a leader when working with stars: retention (hygienic factors) and motivation (motivators). However, is it always so simple?

In fact, at any training event dedicated to management or motivation, there are people who say out loud or mentally, “These methods will not work for us!” And often they are right. There are several reasons for this. First, if the leader does not believe in the method, then his attention will be focused not on the benefits, but on what does not work. Those. a search will be made for evidence of the “inoperability” of the method. Secondly, indeed, there are industries in which operational methods of management will give a greater effect than motivation. But are there stars?

When it comes to auto racing, the athlete's task is to show the maximum result - that is, to come first. And here the highest level of motivation is needed. When it comes to harvesting, it does not matter who will be the first. It is important to process the maximum area. And here, high productivity of combines and combiners is needed, which is approximately the same for everyone. Those. the performance rate is important, and what is required of employees is mainly the ability to meet the rate. And from the head, respectively, control over the implementation of norms by subordinate employees.

Thus, the conscious cultivation of "stars" (within the system, of course) makes sense when the number of "doors" that the seller can knock on is limited. And then, when it is of great importance how effectively the employee will act in each of these “doors”. If your business operates in such an environment, performance is the most important thing for you, and the management style should be based on the motivation of employees.

Performance is effective if:

The size of the transaction is not large.
The deal is usually closed in one meeting.
The market is large and relatively free.
So far, sellers have made little effort.

On the other hand, if the number of "doors" is almost infinite, and diligence and perseverance are the most important qualities of the seller, motivational approaches are not necessary. For productivity, the methods of operational management, control and compliance with hygiene factors are much more important.

The concepts of productivity and effectiveness in the activities of personnel are discussed in detail in the SPIN system by Neil Rackham.

Conclusion 4: Efficiency varies. Use motivation to improve performance and control to improve performance.

What business - such and the answer

So, an unambiguous answer to the question “Do I need an individual approach to valuable employees? does not exist. The leader always chooses the answer. However, based on the above, the following conclusions can be drawn.

If your business is efficient due to the overall diligence of employees, the stars can introduce unnecessary imbalance and destruction of the system.

If your business is based on the effectiveness of individual people, you need stars. Without an “individual” approach, they will “extinguish”. An individual approach outside the system will have a bad effect on the star, and on the manager, and on the staff. Therefore, it is recommended to apply the "individual" approach provided by the system, providing the necessary hygienic and motivating factors.

Many companies develop serious comprehensive programs to motivate STAFF. However, these programs do not always work effectively, as they do not take into account the characteristics of individual EMPLOYEES.

1. To motivate a person who values peace and stability with the ability to solve complex problems at their own peril and risk is just as inappropriate as to motivate an active enterprising person with a bonus to salary for long service.

2. It is clear that any systems, including the motivation system, are developed and implemented in line with overall strategy ORGANIZATIONS. It should be remembered that the strategy itself is implemented at specific JOBS. A balance is needed between the interests of the organization as a whole and individual employees.

3. The motivation system should be adjusted and brought to the attention of each employee by LINE MANAGERS. The approach of the line manager largely determines whether the proposed system will become a motivating or demotivating factor.

4. Principled approach: we motivate people not in the way WE see fit, but in the way people themselves want it.

Having determined what type of workers prevails in the company, it is possible to develop recommendations for creating optimal conditions that will provide the maximum return. (For different types of workers, power, authority, money, stability, social recognition, the presence of approved procedures, maintaining the status quo, etc. are of varying importance.) Similarly (by contrast), we can assess how demotivating the existing conditions are (Table . one).

Supporting and motivating factors

DI - people who are more task motivated pay less attention to comfort. Motivated by the achievement of both personal and organizational goals.

SC people, who are more environmentally motivated, may avoid opportunities that take them out of their comfort zone. More process oriented than task oriented.

If the motivation system developed in the organization is in conflict with the behavioral characteristics of real employees, it is necessary either to adjust the system or change employees. Attempts to impose motives<сверху>without taking into account the existing organizational culture are ineffective.

At the same time, a correct explanation of the motivation system can largely smooth out these contradictions. Knowing what behavioral type subordinates belong to, the line manager can correctly place emphasis when explaining not only the motivation system, but also any other changes taking place in the organization.

Job satisfaction is the result of the ratio of motivating and supporting factors.

Supporting factors:

tools for work;

security;

reliability.

Motivating factors:

confession;

achievements;

responsibility and authority.

If both groups of factors are absent, the work becomes unbearable.

If only supporting factors are present, job dissatisfaction is minimal.

If only motivating factors are present, the employee loves the job, but cannot afford it.

If both groups of factors are present, the work brings maximum satisfaction.

When it comes to motivation, we must honestly admit to ourselves that in a company where the salary (regardless of its size) is below the market average for certain categories of specialists, it does not correspond to the living wage, where there is no organizational structure and the order where the load on the staff exceeds reasonable, that is, in a company where the prerequisites for normal work have not been created, no motivation system will give a long-term effect. Rather, the agenda puts the question of eliminating the main demotivating factors.

Thus, before building a system of motivation, it makes sense to first eliminate the demotivating factors that may be present in this organization. Many of them lie on the surface - the cry and rudeness of the authorities, chaos, lack of understanding of responsibility and authority.

A few examples (from the confessions of employees of prosperous organizations):

1. According to his behavioral characteristics, the employee is a perfectionist, logical, loves to work according to the rules. The reporting procedure in the organization was not well-established, the reports to the management were rather spontaneous (which, by the way, suited the majority of employees). The introduction of a weekly reporting form, according to the employee, became a motivating factor for him. (The demotivating factor - chaos has been eliminated.)

2. The employee is strong-willed, sometimes stubborn, focused on achieving the final result. Small, not always fair remarks of the manager reduce his desire to work. However, the leader's apologies and his admission of his wrongness relieve tension.

3. A strong-willed leader striving to achieve the goal found himself in a situation where the main attention is paid to the process, and not to the end result. After the higher manager outlined the goals and work plan together with him, motivation increased significantly.

The main mistake of line managers is that they try to motivate subordinates based on their own ideas about what is good and what is bad. For example, many bosses believe that giving a subordinate a difficult interesting task - The best way motivation. It turns out that this does not always work: not everyone is born a leader. To relieve stress (and demotivation) in such a situation, some subordinates need support, time, maximum information and security guarantees.

Other leaders like to give subordinates detailed instructions for all occasions, patronize and control. Some subordinates prefer to be given a breath of freedom instead of instructions.

Any action in relation to employees can be both a motivating and demotivating factor. It is important to evaluate this action in relation to specific people.

A number of demotivating factors are the result of the personality of the leader or his lack of understanding of what actually motivates subordinates. It happens that the diagnosis is not easy to make, because outwardly the situation looks calm.

There is a well-known phrase "A man comes to work in acampaign, but usually leavesfrom the leader".

It often happens that an employee is an excellent specialist, and there is a motivation system in the company, but for some reason he does not work the way the manager would like. This is largely due to the fact that companies have a system of motivation and corporate culture directed at all employees as a whole, and the manager, following this system, may be ineffective in managing individual employees. And by their actions unwittingly provoke their dismissal.

And how important is the task of keeping people in the team?

In the previous article, we looked at two metaprograms ( proactive - reflective, external reference - internal reference), and how to identify them in the process of communication. Now let's see how these meta-programs can be applied in the management process. After all, it is they, as deep filters of perception, that have a very strong influence on internal motivation, on how employees work and what results they get.

A person's intrinsic motivation determines what activities bring him pleasure, and it is these that he performs best. The basis of this intrinsic motivation is largely meta-programs. They help to understand what will delight and inspire a person and how to build his work so that it is done with high quality and in the best way. After all, if a person does something willingly, if he knows what he can and can do, the quality of his work will be incomparably higher than when the work or the way it is done contradicts internal values and filters.

Taking into account the metaprogram profile in personnel management is associated with several important points:

How and what kind of work a person will perform qualitatively;
what and how motivates him;
what is significant for him, and what is insignificant.

If the manager knows the leading metaprograms of his subordinates, him there is a key to how best to interact with them, how to plan and build the work of the most optimal way and how to convey information to employees in such a way that it is not only understood, but also helps to increase motivation and improve the quality of work.

Taking into account the expressed meta-programs of employees will not only facilitate the work of the manager, but also increase the efficiency and efficiency of the subordinate. Otherwise, the manager can waste a lot of effort and resources in vain, stepping on the same rake all the time, and the employees will not feel too good and will not work as they should.

"Proactive Employee" he initiates actions himself, he does not need to be pushed and find opportunities to support his initiative. He is the first to start a conversation, actively asks questions and speaks even when not asked. This can irritate management and you need to be calm about this feature of it.

With representatives of this metaprogram, you can create agreements about the manifestation of increased activity, for example, during the general meetings. A "proactive" employee will easily perform work in which you need to take initiative and be active. At the same time, his highly developed meta-program can be a hindrance in the analysis of experience and the extraction of lessons. This must be taken into account when summarizing the results and support the employee in this process.

"Reflexive" employees respond to events rather than initiate them. And it must be borne in mind that until they are asked, they themselves may not answer and not offer any options. When managing these employees, it is necessary to set them tasks that require more reaction and reflection than initiative and action.

Employees with a developed metaprogram "Internal reference" they decide for themselves what is right or wrong, how to act, what and how to perform the task. They like to make decisions and then be solely responsible for it. They motivate themselves to take action. Leading such subordinates, you need to give them freedom of action, defining directions and goals.

Employees with Metaprogram "External reference" they do an excellent job with those types of work and tasks in which the support of their actions is external sources(laws, figure, analytics, expert opinion). They are also close to assignments where it is necessary to analyze various data and, based on them, propose a solution. It must be borne in mind that they have a tendency to wait for instructions, to shift responsibility. They are better motivated when someone else decides and tells them what to do.

For many years, psychologists and sociologists have been repeating: all people are different, unique, inimitable. Accordingly, each of us is driven by our own unique goals and motivations in both our personal and professional lives. But what about being a leader? big company who has neither the physical ability nor sufficient resources to seek an individual approach to each of his employees?

Managers say that there is a way out and it is quite simple, like everything ingenious. A jeweler's approach to communication and building joint work relevant for small firms, creative teams. When, big business more complex unified management technologies, where the individualization of an employee is an integral part of a large mechanism of interactions in a team.

So, for example, the introduction of Alexander Lityagin's GOAL technology into the management of the company, which uses the principles KPI and MBO, allows you to use all the main elements of the employee motivation system. Let's take a closer look at which ones.

Firstly, when introducing Lityagin's complex technology, the motivation of employees occurs in several directions at once, which makes it possible to cover the widest possible range of "fundamental" reasons for "not changing jobs", but rather increasing their productivity.

On the one hand, self-development is important for a part of the staff, the opportunity to improve knowledge, unlock potential - this is realized by setting new clear tasks, with the possibility of additional training and, as a result, career growth.

For the other part, the level of salary is important - which is realized through the preparation of a clear and most objective payment systems labor, where each employee understands what he can get a bonus for.

The third group of employees, aimed at obtaining moral pleasure from work, is also motivated with the help of intangible bonuses: certificates of honor, awarding the title " The best worker week/month/year.

Thus, new management technologies are a unified system, but at the same time retaining an individual approach, where each employee of the company finds his own niche, increasing the overall efficiency of the company.

	Business Center "National"
Company:

4. Individual motivation. Individual approach to each of the employees.

1.3 Motivation process

Strategic management firm requires huge intellectual and financial efforts of management to assess the state of the environment and develop management methods to achieve corporate goals. The effectiveness of these investments will largely be determined by how much the staff is interested in solving the tasks assigned to them, especially if this solution requires additional efforts from them. The development and activation (motivation) of a certain behavior of the staff is one of the most important tasks facing the manager.

The process of motivation is built around human needs, which are the main object of influence in order to encourage a person to act. In the very general view a need is a feeling of a lack of something that has an individualized character, despite the generality of its manifestation. Innate needs common to all people are called - need. Acquired needs are associated with the existence of a person in a group, are more personalized and are formed under the influence of the environment. For example, the need for respect, for achieving results.

As long as the need exists, a person experiences discomfort, and that is why he will seek to find means to satisfy the need. The eliminated need disappears, but not forever. Most needs are renewed, while changing the form of manifestation, moving to another level of the hierarchy of needs. Needs are the main source of human activity, both in practical and cognitive activities. A need realized and formulated by a person does not always lead to action to eliminate it.

This requires certain conditions:

the presence of a sufficiently strong desire to change the situation, to satisfy the need at the level of sensations. This condition is key and determines the direction of efforts for resource provision, for the implementation of actions and the development of abilities, knowledge, skills to meet needs.

The motivational process includes:

assessment of unmet needs;

1. formulation of goals aimed at meeting needs;

2. determination of the actions necessary to meet the needs.

There are two ways to find ways to meet needs.

Finding a way to achieve success in realizing a need. This path activates human activity and gives the actions a target orientation. The search for ways to avoid any circumstances, object or conditions makes a person inactive, incapable of independent action. The main motives for human behavior in this situation are anxiety and fear. The main task of the manager is to create or activate those needs of the staff that can be satisfied within the enterprise management system.

Chapter 2 General information about the enterprise OJSC "FOP No. 2"

OJSC Dmitrov Offset Printing Factory No. 2 is an enterprise specializing in the production of small-volume books and magazines. The factory has existed for about 100 years. At first it was a small private printing house for the production of forms, since 1953 its mass modernization began, the printing house began to specialize in the production of multi-color children's publications. Today it is a well-known enterprise in the printing industry. It publishes such magazines as Murzilka, Veselye Kartinki, Mickey Mouse and other popular publications. The number of employees of the factory is more than 200 people. In connection with Russia's transition to a market economy and the introduction of private property, the number of client enterprises (printing customers) and competing enterprises has increased. Socio-cultural norms determine the behavior of the employees of the organization, as well as the opinion of the masses of people about the need for the existence of such an organization in connection with the need of people for its products. The development of new printing technologies determines the need to upgrade equipment, train personnel to work on it (recently appeared books with "cutting", with "three-dimensional" drawings when using special glasses). There is quite tangible competition in the market of printing products in the Moscow region. The main competitors are the Chekhov, Mozhaisk printing plants, the Moscow factory "Children's Book". Suppliers: Light, water - Gorvodokanal, Mosenergo. Machine tools, printing machines and computer equipment - Russian and foreign firms on direct orders. Materials: paper is supplied by direct print customers; paints, varnishes, films and others are purchased by the enterprise itself from Finnish and domestic manufacturers. Human Resources come from special educational institutions. Consumers are enterprises that order printing: the publishing houses Drofa, Egmont Russia, Rosmen and many others. In the organization under consideration, a linear-functional structure of the organization is used.

2.1 Motivation of the labor collective based on observation

Observation data:

Employee motivation through work organization

Motivating influences on the employee are provided not only by traditional means (monetary and moral), but also by the characteristics of the work performed. The mood for work, interest in the final results, readiness to work with high returns - that is, those main manifestations of working behavior in which a high level of labor motivation is manifested - largely depend on the characteristics and content of the work performed. Therefore, in order for the impact on the work motivation of an employee to lead to the desired changes in the working behavior of the staff, attention should be paid to the most important characteristics of work tasks.

The following characteristics of the work performed by them have a predominant influence on the labor motivation of employees:

1. the variety of skills needed to get the job done;

2. completeness of the tasks performed by the employee;

3. significance, importance, responsibility of tasks;

4. independence provided to the performer;

5. feedback.

The level of skill diversity among workers varies greatly. Employees of departments related to documentation, finance (accounting), relations with suppliers and customers have a very extensive set of knowledge and applied skills. The workers have production shops the process of work consists of repetitions of the same type of movements. This makes the work monotonous, which greatly reduces interest in it.

The company uses a conveyor-type production method. That is, each employee performs only a separate stage of production printed matter(unwinding and cutting paper, printing, etc.). Even in the planning and economic department and accounting for one more or less completed work (calculation wages etc.) are answered by several people, performing only individual operations. This organization of work increases the degree of responsibility, gives meaningfulness and significance to the work performed.

In a factory, the importance of workers in production departments and departments of work organization is different: the organization of printing takes into account the likelihood of small errors of workers servicing the machines. If an employee of the organization department makes a mistake, for example, incorrectly calculates the size of the book, then the cutting workers will do the work incorrectly, and everything will have to be redone. Therefore, they are responsible for themselves and for the production departments.

Opportunities for independent decision-making increase the sense of personal responsibility for the work performed. If workers can decide for themselves what they will do and how, then they feel more responsible for results, both good and bad. The company has the opportunity to make independent decisions that do not go beyond the norm.

Feedback is the information an employee has about their performance.

Feedback is effective, as workers see the results of their work immediately or after some time: workers in production departments see the finished product immediately, and workers organizational departments know about customer satisfaction or dissatisfaction. This, of course, increases the motivation to work correctly.

Motivation through setting work goals

The idea that employee motivation can be enhanced through setting work goals is an important part of management in modern organizations. The motivation of employees in this case depends on the following characteristics of the goals and on how the process of setting and implementing goals is implemented:

1. Specificity. The more specific the goals are, the more likely it is that the employee will understand how and when he should
reach them. Theoretically, the goals and objectives of the work should be clearly and specifically communicated to each employee, but it happens that the information is incomplete or not delivered to the employee on time. This, of course, sometimes leads to errors.

2. Complexity. This is the degree to which the employee views the goals as difficult, promising and challenging his capabilities, but achievable. The complexity of the work of most workers is average, not challenging its capabilities.

3. Acceptability. This is the degree to which the employee accepts the goals and wants to achieve them. As a rule, when applying for a job, a person is notified about the goals and tasks that he will have to perform. Therefore, the targets are acceptable.

4. Active participation in goal setting. This allows the employee to feel personally responsible for the success of their achievement in the future. The management of the organization participates in setting goals, the rest of the employees only fulfill them.

5. Providing feedback. Employees need information about how well they are doing their assigned work. Feedback is well provided. Employees receive information about the performance of their work immediately after the results of the operations performed. The entire management team knows about the success of the enterprise specifically, in numbers. An increase or decrease in the number of orders is felt at all stages of production.

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