The best motivation systems and bonus programs for staff. Bonuses for employees of Western companies - pleasant and not so Bonuses for project team members set before work begins

The bonus fund from which payments are made is formed as a percentage of the profit received from the results of the organization's economic activities.

The main advantage of using the bonus system is the ability to stimulate employees to achieve a specific work result. Also, the expectation of a bonus and the desire to receive it reduces the risk of dismissal of employees during the implementation of a bonus project, which in turn reduces staff turnover and gives stability to the organization as a whole.

An additional advantage of the bonus system is its flexibility, since the conditions for issuing a bonus can be easily changed in each specific case with any employee individually. And since the payment of bonuses is not an obligation, but the right of the employer, the employee, in the event of a dispute, does not have the opportunity to go to court (as opposed to paying a bonus).

The disadvantages of the bonus system include cases when the employer may incur losses due to the fact that the size of the bonus is fixed, and the organization's profit turned out to be less than planned.

To stimulate an employee with a bonus, discuss the terms of the bonus payment with him in advance. Tell the employee:

• conditions for issuing a bonus;
• the period for issuing a bonus;
• bonus amount;

Next, determine the period for the bonus payment. You can determine the bonus payment based on the results of work for the month, for the year, or at the end of a specific task (project). In the latter case, designate clear deadlines for completing the task, possibly several, and you can attach a certain bonus amount to each deadline.

For example, a programmer for completing a project (development of a program) within the scheduled time (three months) will receive a bonus amount of 50,000 rubles. If the project is completed a week earlier, the bonus amount will be 60,000 rubles. While an increase in the project deadline by a week will reduce the bonus amount to 40,000 rubles, more than three weeks will eliminate the bonus payment completely.

Since the bonus incentive system is not regulated by law in any way, all conditions relating to such payments depend on the desire and ability of the employer. In this regard, determine the amount of the bonus yourself, taking into account the financial capabilities of the organization and the economic feasibility of this type of expense.

You can express the amount of the bonus as a fixed fixed amount, or as a set percentage of the organization's profits. The amount of the bonus has the greater stimulating effect, the larger its size. The bonus can be quite significant, for example, equal to the amount of wages for a month or an even longer period.

Please note that when setting a large bonus amount, there is a risk that when performing the next bonus task, if the employee is set the bonus amount less than the previous one, with the same labor costs, then this fact may demotivate the employee and cause dissatisfaction. In this case, the employee needs to justify the reason for reducing the amount of the bonus and focus on the very fact of the employer’s desire to reward the employee for his work, or compensate for the smaller bonus with additional non-material motivators.

Determine the additional conditions for issuing a bonus in each specific situation separately. In doing so, keep in mind:

Individual characteristics of the employee (his positive and negative qualities (characteristics) as a professional and as a person);

The influence of external conditions on the result of the employee's work (position in the market, seasonality, results of work of other departments, etc.);

Influence of the project implementation deadlines on the result of the work of related departments, other employees;

Eco nomics some justification of the size of the bonus when certain conditions for issuing a bonus are met, etc.

Labor legislation does not oblige the employer to legally formalize the procedure for paying bonuses promised to the employee. However, such a design will be desirable both for the employee and for the employer himself.

You can include bonus conditions in labor contract. However, such an inclusion is not very beneficial, since in this case the bonus takes the form of an incentive payment and, therefore, is taken into account when calculating the average salary of an employee. This, in turn, leads to an increase in the amount of vacation pay, sick pay and other similar payments due to the employee during the period of keeping his average earnings. Therefore, the inclusion of conditions on the payment of bonuses in the employment contract will lead to an increase in the organization's costs for remuneration.

There is another option for registering the procedure for paying bonuses. Offer the employee to register as an individual entrepreneur and conclude a civil law contract with him, in which provide for a bonus payment. At the same time, the work performed by the employee will be governed by the rules of civil law. This is easier for the employer, but not very convenient for the employee. An employee may not agree to become an entrepreneur, since the status of an individual entrepreneur implies additional duties for calculating and paying taxes. Even in the absence of income, he will have to file tax returns for these taxes.

The most convenient option for issuing a bonus is to mention in the employee's employment contract the possibility of accruing bonus payments to him. At the same time, write down all the essential conditions regarding the procedure for determining the size and receiving bonuses in detail in a separate agreement between the organization and the employee, or define such conditions in another local regulatory act of the organization, for example, the Regulations on the payment of bonuses.

In this Regulation, provide for the procedure for the formation of the bonus fund, determine the method for calculating the individual amount of bonuses, and also stipulate the conditions under which they will be paid. In the provision, provide for the right of the employer to reduce or deprive the employee of bonus payments, and also prescribe the conditions for changing the size of the bonus in case of a decrease in the organization's profit, dismissal of an employee, and so on.

How to ensure that each employee tries to improve their own and overall results. Enter a corporate bonus, interest everyone financially.

What this article will tell you: what and how to do in order to successfully introduce a corporate bonus in the company; what is the minimum amount of this bonus; why it should be divided into parts and depending on which indicator to put; how to develop criteria for evaluating the work of employees and avoid subjectivity in assessing the quality of work.

Samples and tables: the size of the bonus from the salary - for different categories of employees; calculation of the bonus for the head of the sales department; Regulations on material motivation and wages.

It is customary to set bonuses for managers of various levels, and very rarely for ordinary employees. But sometimes introducing such a bonus (it is called corporate) is the only way to motivate employees to work more efficiently.

For example, if a company changes its direction of activity or starts to release a new product (provide a new service), and everyone needs to tighten up. Since for ordinary employees the main and most effective motivator is money, a corporate bonus can be a very effective tool with which you can encourage employees to produce better results.

The size of the bonus can be directly linked to the company's business performance, say, set for each employee a percentage of the profit left after taxes and divided by the number of divisions and the number of employees in each department. But this is a rather complicated scheme. To implement it, you have to do a lot of calculations. And the management of the company may not want to make the size of the corporate bonus dependent on the net profit received by the company. It is better to choose another method, in which the corporate bonus is paid if the company has reached the desired goals.

But how exactly then to calculate its size? Where do you even start? How to avoid subjectivity? Take six steps.

Step 1. Enter management by goals, develop plans - for the whole company, for departments, for each employee. It is necessary to establish what indicators each employee should achieve in their work. You can install this if you start "from above". First, with the support of the CEO, see to it that a plan is drawn up for the entire company. Then this plan is transposed to the level of structural units - it is determined what each of them must do in order for the entire company to achieve the desired goals. After that, based on the plan of departments, your HR managers, together with middle managers, will write out the tasks of each individual employee. Plans can be made for a quarter, for half a year or for a year. The exact timeframe depends on the company's strategy. This method of corporate governance and motivation personnel is called MBO (from the English. Management by objective - management by objectives). It is necessary that you be supported by the board of directors and that the implementation of the MVO be supervised by the general director or his deputy. But if for some reason this is not possible, you can use the elements of this technique yourself. Talk to top managers, invite them to formulate specific goals for their departments.

Example

The cosmetics holding company set a goal: to develop and bring to market a new line of products within a year. The HR Director discussed and agreed on the parameters of the bonus program with the heads of departments. We decided to link the bonus for production personnel with the implementation of the production plan and with indicators of the absence of defects. Brand managers awards - with the recognition of a new brand among the target audience. And the bonuses of the sales department - with the number of concluded supply contracts and the breadth of the geographic coverage of the location of buyers. As a result, after a year, the company's performance doubled.

Step 2 Update your job descriptions to reflect the relationship between labor and reward Template instructions taken from the Internet will not work for this purpose. Let the heads of departments instruct each employee to draft their instructions. After all, everyone knows their real duties well. Then, together with his manager, the motivation manager will be able to make changes and approve the final version.

Thanks to this, both the employer and the employee will understand what one pays for and the other receives - a salary and a bonus. This will help line managers also evaluate their subordinates, and HR department specialists will better select candidates for vacant positions.

Step 3 Make a list of positions and set a bonus for each - a percentage of the annual salary. Place the list of positions as an attachment to a corporate document that describes the rules for incentives, including the payment of bonuses (for example, in the “Regulations on Staff Motivation”). In this local document, write down the basic bonus amount for each category of positions. Groups can be:

• senior management of the company, deputies;
• middle managers, leading specialists;
• specialists and technical workers;
• junior staff.

Keep in mind: the basic size of the corporate bonus should not fall below 8% of the employee's annual income, otherwise there will be no motivation.

Follow the rule: the higher the position, the greater should be the percentage of the company's revenue. The logic is simple: for a person with an annual income of, say, 200 thousand rubles, an additional 20 thousand is a significant amount. However, if a top manager has an annual salary of 3 million rubles, then the same 10% of this amount is unlikely to force a top manager to work at the limit of his abilities. He needs a stronger incentive. What can be the specific amounts of corporate bonuses for different categories of personnel, see Table 1 below.

Example

At one of the petrochemical plants, a basic bonus was introduced for workers - 10% of the annual salary, for shop supervisors and middle managers - 20-30%, for top managers - over 50%. After the introduction of the bonus program at the enterprise, the turnover increased by 2.5 times.

A special case is sales managers. Their work is paid according to the results, so the bonus part should be high. Pay the bulk of the bonus to them quarterly or even monthly. It is enough for the rest of the team to pay a bonus once a year. As a rule, this happens after the preparation of the final financial statements - in March or later.

Step 4 Divide the bonus into parts. Each part - for a separate achievement Let's assume that one part is paid for the performance of corporate-wide tasks, the other - for the work of the entire department, workshop or division, and the third depends on the individual results of the employee's work. The principle is this: the lower the position, the higher the “individual” part of the bonus should be, and the lower the “general corporate” part. At the same time, the CEO bonus can only be linked to the performance of the entire company, since it has the most direct impact on it. In fact, this is his individual results.

Example

In the St. Petersburg construction group, the head of the division has a basic bonus set at 30% of the annual salary. The board of directors decided to tie it to three components: the results of the entire group, the performance of the division, and individual achievements. In order not to complicate the calculations too much, the HR Director suggested giving 10% of the annual salary for each component. And so they did. Now the leader is worried not only about showing personal results, but also about how the entire division he leads, as well as the entire construction team, will work.

Step 5 Develop transparent criteria for evaluating the work of an employee. It is necessary to evaluate whether an employee has solved the tasks assigned to him by quantitative indicators (what exactly has been done and to what extent) and by qualitative indicators (how well the work has been done). All indicators should be assigned a weight depending on their importance. Pay the basic amount of the bonus strictly for the fulfillment of planned targets. If an employee or department performed better than expected, the bonus should be increased. If worse or the project failed, the bonus should be reduced or not paid at all. For each part of the bonus, write down your payout conditions.

Example

In a wholesale tea company, the head of sales bonus was tied to three departmental metrics:

• proceeds from the sale of products under concluded contracts,
• sales to new customers
• the number of active buyers.

An example of the calculation of the actual bonus is presented in table 2 below.

Step 6 Minimize the subjectivity of managers in assessing the quality of an employee's work. Three Rules Use a scoring system. Let direct supervisors give subordinates scores on a certain scale. Here the biggest danger is subjectivity, which causes resentment and misunderstanding. To avoid it, follow three rules.

Rule 1Communicate the evaluation criteria to everyone. Let employees know what will be assessed and how. For some companies, the most important thing is customer focus, for others - the personal activity of the staff, participation in corporate life or discipline. Depending on what is important for your company, and assign weight to one or another criterion.

Rule 2Encourage employees to rate themselves. Convince department heads to ask the subordinate during the evaluation interview how many points he would give himself. Usually people name adequate assessments that coincide with the opinion of the leader.

Rule 3Conduct an interim assessment. Then there will be no surprises for the employee at the end of the year. He will know in advance what needs to be corrected in order to receive a bonus. For example, TEKTA Group has an electronic customer relationship management (CRM) system. At any time, an employee logs into the system and sees his performance, understands what bonus he can count on at the end of the year.

Invite employees to calculate their own bonus when you introduce new bonus rules

In the Regulations on bonuses, state all the rules in an accessible form, describe in detail how remuneration is calculated, what are the basic bonuses for various positions. In the introductory section, talk about the role of KPIs. In the same place, indicate which of the leaders is responsible for what, setting goals for employees. Mention how the bonus fund is planned and approved, what determines its size. Having familiarized employees with this document under signature, invite them to calculate their bonus themselves in accordance with the stated criteria.

Answers to the questions of personnel officers and HR-s from 12.00 to 14.00 April 3:

• Remote. How to arrange, pay for and control the work and what to do with those who cannot be transferred (simple)?
• Staff reduction. Five lessons from the past crisis to take into account this time.
• Part-time work. How to transfer and what to do with employees who refuse?

Two ways to financially motivate employees to lead a healthy lifestyle and get sick less often

Compensate the cost of meals for those who eat right

Trading company Gift Solutions, urging employees to adhere to a healthy diet, has entered into an agreement with a small company that delivers lunches to the office. And all employees who buy a healthy lunch without meat - soup, salad, buckwheat, rice, potatoes - the company pays 50% of its cost. Every quarter, the number of "vegetarians" consuming vegetables, cereals and greens is increasing, and over the past two years it has increased by 39%. Employees feel better, look fresher, more alert and do not suffer from excess weight.

Give bonuses to those employees who have never been sick in a year and regularly attend fitness

In one of the financial companies in St. Petersburg, a rule has been introduced: employees who do not miss a single class in a fitness club for a year receive a bonus of 12,000 rubles. Thus, the company encourages going to fitness - this benefit is provided as part of the social package. And in Japanese companies, those who have never been on sick leave in a year are highly valued. Their employers issue loans or credits with a reduced interest rate, and also transfer additional amounts to the corporate pension.

To retain staff, pay the bonus not immediately after the reporting period has expired, but later

Suppose your company provides bonuses at the end of the year. Pay them only in March or April and provided that the employee continues to work during these months. Then, for example, a sales manager who showed good results for the year, but received an offer from another employer in January, will think carefully about whether he should leave your company. After all, in this case, he will lose the bonus. For at least two or three months, the manager will postpone this issue.

Set bonuses for project team members before work begins

Do not postpone this question until the moment when all the work is completed. Immediately determine the goals of the project and the indicators for which the bonus is due. Then calculate the size of the bonus fund and individual participation rates (according to the role of the employee in the project and the amount of work performed). If the project is long-term, then it is desirable to link the motivational scheme to the implementation of intermediate stages. In this case, it is also necessary to specify in advance which indicators should be achieved at each stage. Pay the bonus in full if the next stage is completed on schedule and all goals are achieved. For delaying work, provide for a decrease in the bonus fund.

Attention!

The weight of one indicator should not fall below 10% of the amount of the bonus, so that it remains significant for the employee. And the sum of all weights of all KPIs should equal 100%.

In addition to the corporate bonus, nevertheless, provide for small one-time bonuses for special merits

This is the so-called administrative bonus, which the manager can pay at his own discretion. After all, sometimes unforeseen situations arise, and employees show themselves very well. For this they should be rewarded. For example, in a company producing dairy products, the one-time bonus program was called “Special Thanks!”. The bonus for special services cannot exceed 10% of the employee's base annual bonus. The bonus is paid even if a person performs his usual duties, but does this work very diligently. For example, if a company is undergoing a tax audit and accountants have to prepare documents late, come to the office on weekends.

For information on how to draw up a provision on material motivation, see No. 1, 2011 and in the electronic journal at.

A sample of the full text of the Regulations can be found here.

Properly motivated staff can significantly increase sales, which in turn leads to increased profits in the business and, consequently, increases the remuneration of these same hardworking employees.

The main thing is to choose the most suitable motivating program correctly so that you do not reward your staff for their duties, which are already included in the salary. A program that is too generous can cost you dearly.

At the same time, if the motivation program is poorly planned, then it will not lead to an increase in the profit of a restaurant, cafe or bar, as the staff will very quickly figure out whether the game is worth the candle.

• Personnel must understand the essence of the motivation system well. They must clearly know how to earn additional rewards.
• Bonuses (premiums) should be paid without delay. It is best to make payments once a week or month. The motivation of employees will lose its power if the receipt of remuneration is postponed indefinitely.
• The organization and control of the motivating system, as well as the processing of the results, should be easy. Even better, if the staff will fill out the necessary forms themselves, which still need to be checked periodically, using a random sampling method.
• The system should be based on clear measurable indicators that are easily controlled by the participants in the system, and not a phantom share of profits. It is better to motivate profit sharing by senior management, provided that the calculations are very well organized. But line staff will not be interested in such motivation and will not inspire.
• A new incentive program must be introduced gradually and constantly monitor the results - whether sales are really growing, and whether the staff is working better. It should be remembered that cases of fraud and forced sales are possible, which must be prevented. And innovations can negatively affect the morale of the staff.

Staff motivation: 6 types of incentive systems

simple promotion

With a simple promotion, a monetary reward is introduced for each sold position or received hryvnia:

• a bonus of 5 hryvnia for each sold dessert;
• 30 hryvnia bonus for each additional bottle of wine;
• 5% for every 50 UAH of sales.

The advantage of this system of motivation is in the close relationship between a certain action and the amount of remuneration. Sold more, earn more.

Cons - staff can use pressure tactics to sell first bonus positions and as many as possible. As well as the inability to pre-calculate the profit and expenses for bonuses.

Reward for achieving a specific goal

The staff receives a specific task, which is expressed in monetary terms. For example, if you sell more than 10 branded desserts, you will receive a reward of 200 hryvnias.

The advantage of this method of motivation is a clearly defined task and a pre-known budget of the bonus program.

This method will only succeed if the targets are well thought out. If you very quickly raise the bar of goals, then you can come across complaints from employees. If you set a higher goal for the best employees, you can cause a negative reaction from the rest of the team.

collective competition

The team is divided into groups and the group result is evaluated.

For example, the shift that sells the most desserts will share the 600 hryvnia bonus, or the kitchen workers will share the 1600 hryvnia bonus by fulfilling the food cost targets for the week or month.

The advantage of such an incentive system is the ability to calculate its maximum cost in advance. It evokes a spirit of competition that is sometimes even more motivating than the prize money itself. Works well in teams with high morale and well-coordinated teamwork.

The downside is that employees with low productivity or motivation and qualifications can lower the performance of the entire group. And then, employees with high performance and qualifications will be dissatisfied and may leave, as their work is not rewarded at its true worth. If the high qualification of an individual employee allows him to receive more tips, he is unlikely to want to share them with the group.

Established Performance Levels

Employees will receive monetary rewards when they achieve a clearly defined goal. For example, participants will receive a bonus for the first 10 bottles of wine sold in the amount of UAH 800; for the sale of the next 10 bottles - 1600 hryvnia; for 30 bottles - 3000 hryvnia.

The advantage is that with this method of promotion, you can significantly increase sales and save on bonuses. For example, if the staff sold 19 bottles of wine, then the bonus is paid only for the first 10, because the higher level goal (20 bottles) is not reached. You can offer a really large amount of remuneration - this will only increase productivity. So you can safely say that the bonus of 3000 hryvnia will be received by the one who sells 30 bottles of wine.

The downside is that the staff can be disappointed if they don’t reach the next bar just a little, say 1 bottle of wine.

Irregular bonuses

In this reward system, bonuses are paid irregularly for performance in terms of one shift, day or week.

For example, a team will receive a bonus of 1,000 hryvnias if they sell 20 specialty fish dishes in an evening. A Sunday bonus can be a dinner coupon or a ticket to the dolphinarium, which will be received by the employee who sold the most salads.

The upside is that in this way you can revive some long-term programs and make the motivational system more attractive. This method can be combined with 1, 2 3 and 4 programs. You can also purposefully motivate staff to sell positions with a good margin.

Minus - irregular bonuses will entail additional costs and may require additional organizational efforts.

Performance Based Rewards

New goals are formed on the basis of previous indicators. For the restaurant business, this method is not entirely suitable, since the entertainment industry is very volatile, and it involves a long-term perspective.

For example, the implementation of the annual budget; receiving a bonus by a manager if the level of salaries does not exceed the established amount; a banquet for the kitchen staff, if the targets for six months are met.

The advantage is that you will have to pay bonuses only if there were additional sales. The amount of remuneration does not depend on the case and the principles of its formation are clear in advance.

Cons will appear under the condition of poorly formed goals. For example, if the goal is easily achievable, then it will not greatly increase productivity. Yes, and the bonus is perceived as part of the salary, and not a reward for really excellent work.

Who doesn't want to be rewarded for hard work and faithful service? Everyone wants, but not everyone gets. Be that as it may, bonuses, albeit small ones, always encourage an employee to work better.

First, what are bonuses? Material incentives for work is a system of measures aimed at ensuring the material interest of employees in achieving certain results of work.

The measures of material incentives established by Article 191 of the Labor Code of the Russian Federation include the payment of bonuses and the awarding of a valuable gift. In addition, in accordance with Article 135 of the Labor Code of the Russian Federation, the employer establishes various wage systems, which include additional payments and allowances for compensatory and stimulating nature, as well as the reward system. These systems of remuneration must be fixed in collective agreements, agreements and local regulations.

Now let's figure out what bonuses are and what they are eaten with.

First, there are financial incentives and intangible. Non-material encouragement is most often praise: “Here, Petya, look how Vasya works well!”, and Vasya pouts with pride, blushing awkwardly for decency. Or this option: “Here you are, Seryozha, don’t smoke? Don't smoke. So, you can come to work half an hour later and leave half an hour earlier…”. And everyone who wants to sleep longer and get out early is tied up with nicotine, starting to be a role model.

Material bonuses, respectively, can be touched, felt, you can even buy something on them. “500 rubles to the prize for the one who comes up with the best headline for this article!” - in editorial offices, this usually works with a bang. “I have an untouched jar of delicious coffee lying around here - whoever finishes with the layout first will get a present.” Even if it’s ridiculous little calendars or useless notebooks, the work is still better when an atmosphere of healthy human competition is provided.

Salary related bonuses are most commonly used to incentivize employees. It is understandable. To whom in modern conditions do not want to receive more? Often it's a trifle, but nice.

The only thing that needs to be clearly defined is what these very bonuses and incentives will be paid for: for closing a complex project, for delays at work, work on weekends, business trips ...

It is also necessary to emphasize that both bonuses and incentives are a non-permanent part of income. Employees often get used to to additional remuneration, and not having received it, they begin to demand. To avoid this, it is necessary to convey to the staff as clearly and clearly as possible: whoever works poorly will not receive anything, and vice versa.

Bonuses, as a rule, are material rewards, while incentives can be very diverse: from a photo of an employee on the honor roll to a trip to warm countries for two. The main thing is that a person should have pleasant impressions and a desire to continue moving mountains for the benefit of his native company.

It should be noted that material and intangible stimulation are inseparable from each other. According to research psychologists, only one motive of professional activity is connected with money, all the rest - with recognition, relationship with management, achievements, career advancement, interest in work.

Only with the right combination of these two parts is it possible to achieve effective work of employees and, as a result, increase labor productivity.

- What incentive methods do you use to motivate staff and why is it important for the company?

We summarized the answers of experts and put together a block of 10 best ways to encourage staff, which have been tested in practice and are actually used in Russian companies.

10 ideas and cases to encourage employees

1. Organization of a football fan zone.
2. Legal support for employees.
3. Providing free education, trainings, courses. Certificates for training "hobby", trainings for personal growth, career building, personal effectiveness.
4. Intellectual games (brain ring, "what? where? when?", brain teasers, etc.)
5. Informal meetings and conversations with company management.
6. Cross-marketing with suppliers, contractors and other organizations. Gift bank cards, retail chain certificates, discount cards, mobile payment cards, promotional souvenirs.
7. Competitions for the most effective employee based on the results of the year, innovative developments, creative creatives.
8. Points or the internal "currency" of the company, which can be exchanged for goods, prizes, gifts or money.
9. Personalized gifts to employees (watches, badges made of precious metals, souvenirs).
10. Entertaining games, quests during work or after work at the choice of employees.

10 cases of employee incentive systems from companies

Vladimir Stupnikov, President of the iMARS communications and consulting group.

We really appreciate our employees and always provide them with a lot of bonuses for the work done, which in itself increases the enthusiasm of all employees.
Of course, the use of material resources as an incentive is preferable for many. But this statement applies more to ordinary employees than to top managers and leaders. However, this is at first glance, because for an increase in salary or payment of a bonus, an employee needs some kind of public recognition. And these are non-financial instruments: a new position, an increase in the number of subordinates, an expansion of functionality.

In the practice of our company, there is more of an emotional component behind the encouragement. We try to arrange educational seminars for the team, which contribute to professional development. But this is not a boring story where everyone dreams of going home as soon as possible, but rather communication with each other, which includes elements of practice and game digressions.

In addition, now is the period of the World Cup and many fans cannot watch the matches, because. they fall during business hours. Therefore, we decided that those employees who do their job well, fulfill all the duties, can go to a separate meeting room, where we organized our own mini fun zone and enjoy this national event.

Also soon, we we want to organize a brain-ring between the departments of our company. After all, this is a great opportunity to practice quick thinking skills, and most importantly, it's a good time with colleagues.

Such non-financial incentives are the most optimal for the team, as they allow you to maintain a healthy atmosphere, which ultimately has a positive effect on working capacity.

Alexander, General Director of King Gifts LLC

Our company specializes in motivational solutions related to gifts for legal entities, of course, our company also has motivational programs.
A special part is the encouragement of the sales department. Indeed, without an extra bonus to our salespeople, we would not have the result we have now.

We have both our own staff and agents throughout Russia. Which, when concluding a deal with a client, receive bonuses. Basically, we give a certain percentage for the referred client, which can be exchanged for various prizes, such as: gift bank cards (MyGift, Daru), certificates of retail chains, mobile payment cards, promotional souvenirs and much more. For more requests from the sales team, we have diversified our gift solutions so that everyone is satisfied and chooses what they really need.

Our products are now used by almost all large companies, and the number of orders is growing every day. After all, motivation, encouragement of agents, customers, employees, is an integral part of business. And without it, your competitors will be many steps ahead and more actively conquer the market. Thank you for your attention, give gifts!

Dmitry Esipov, TPH Rusklimat.

For the first time in the trade and production holding "Rusclimat" raffled Mercedes and Toyota cars for the most efficient employees. All employees of the sales segment of the central office and the entire branch network participated in the struggle for leadership. The finalists were determined by exceeding sales targets for 2017. Three winners were identified, who got the Mercedes E-Class for the first place, Toyota Corolla for the second and third places.

Vyacheslav Zolotukhin, ideologist and founder of a smart task management system with the function of motivating employees on Blockchain technology EvoDesk.ru, leading expert of RBC publications, Invest Foresight, BitCryptoNews, coach on managing their own time and improving the efficiency of employees in large companies (Uralsib and business Synergy plant).

At the moment, we are implementing our corporate boards in large corporations and training the HR department to search for employees through social media scoring - the newest and most effective method.

If we talk about motivation, then thanks to our platform it happens from two sides at once: both through the employee and through the manager.

The employee has the opportunity to receive special points, which he can later spend in our internal store on goods / services or even withdraw into money (in any currency), and the boss has the opportunity to see who and how many tasks are performed: who has too many, for some, it’s not enough how the work process is going.

Thus, he can delegate certain work processes as quickly and simply as possible, increasing efficiency and seeing its real output, increasing his own bonus.

The personnel issue is one of the components of such a global system as the economic security of the company and is one of its key points. No wonder there is an expression: cadres decide everything.

Professional, properly motivated employees work for the development of the company and its prosperity, while incompetent and unmotivated employees, on the contrary, lead to degradation and collapse.

Therefore, a wise leader will always pay close attention to the personnel issue. Each head of all levels of management should motivate employees to hold on to their places, perform their duties efficiently and on time, at their own level: from the immediate supervisor to the general director.

A unified strategy for motivating employees must be approved by the general director of the company, and private methods are already developed at the level of department directors and departments. And the more interesting and productive motivation a manager has, the less staff turnover in his department.

To choose the right method and type of motivation, you need to take into account several main factors, such as: the scope of the company; the average age of employees of the department (department); common interests of the employees of the department. In a frequent question, the manager must know “what each of his employees breathes”, what problems or life difficulties he has.

Periodically communicating with employees, heart-to-heart talks make it clear to employees that the manager is interested in them, lives by their worries and aspirations. This also plays a role in motivating employees to do a good job.

Cash bonuses, small gifts for the birthdays of employees and their children, Christmas tree tickets and gifts from Santa Claus for the New Year, no matter how trite it sounds, but also play an important role in matters of motivation.

Creative games include joint entertainment games after work at the choice of employees.
For greater motivation, we can offer the following option: at the end of the financial year, if the company's profits are provided by employees at the planned high level, then during the New Year holidays, send employees on a joint vacation trip to any country (a city in Russia, depending on the company's budget).

But with any work of a manager on motivating employees, one must adhere to the following principles: employees must understand that they are not indifferent to management; stimulating actions should unite the team to the maximum, developing in it the principles of mutual assistance, “shoulder of a comrade”, and eradicate the principles of “man is a wolf to man”.
And then we can expect that such a team will perform its work efficiently, on time and for the benefit of the company's prosperity.

Marianna Popova-Ivanova, Human Resources Expert, Event Consult LLC.

The system of material and non-material motivation of employees, an important and significant instrument of personnel policy. For the effectiveness of the system, first of all, it is necessary to carry out measures to identify the needs of the staff. When introducing a motivation system, it is necessary to take into account the industry in which employees are employed, the composition of the company, the position of the company in the labor market, in terms of the level of wages.

An effective incentive option, using the example of one of the companies: the construction industry, the work schedule is irregular, the number of employees is 800 (of which 120 are top and middle management, 680 are working staff), the age of employees is 25-55 years.

According to the results of the research, several factors of dissatisfaction among employees were identified:

1) the majority of employees do not like corporate events and consider them a waste of time;
2) employees do not have enough time for family and loved ones;
3) there is no team cohesion.

At the same time, satisfaction factors were identified:

1) the level of wages;
2) professional fulfillment;
3) long work experience in the company.

Based on the data obtained, a system of individual incentives for employees was developed and implemented, which takes into account the personal characteristics of each employee and provides:

1) family tickets to the theater/exhibition/zoo;
2) fitness subscription;
3) trainings/seminars "on interests";
4) certificates for teaching "hobby";
5) incentive trips for employees and their families.

At the same time, the company completely abandoned holding corporate holidays and replaced them with a system of rewarding “the best in professions” and introduced a system for conducting team-building trainings during working hours.

Nadezhda Aleksandrovna Muravyova, head of the New Height Personality Resource Center.

The New Height Personality Resource Center cooperates with companies in Moscow, and this year we started the implementation of the project "Training as a gift". The essence of the project is that the employer can give employees (however, both clients and partners) any training of their choice: from personal development (health, love, family, children) to the development of professional competencies (leadership, team building, sales, networking and etc.).

The project is only gaining momentum, but there are already positive reviews both from people who received the training as a gift, and from the heads of companies who We decided to encourage employees with such an unusual gift.

Over the course of my career, I have come across various incentives for employees. Most memorable: company badges (simple and golden badges in the form of a logo), tickets to the Modern Talking group concert and to the theater, extra days off at any time during the year, inclusion in the company’s anniversary printed photo album, vacation vouchers, comic prizes like sitting in the boss's chair.

In general, it has been observed from practice that the easiest way to reward an employee is to say “thank you” to him for the work done immediately after it has been completed. In Russian companies, this is everything.

Radario has a local currency - radars. This non-material motivation system was invented immediately after the founding of the company. So far, she is a success.

What can I exchange intracorporate money for? It all depends on the number of accumulated points. The list of prizes starts with a book and ends with an iPhone.

The first radars fall on the employee's account immediately after hiring. Nice welcome bonus. They are also awarded for participation in conferences, personal and team achievements.

He brought a worthy specialist to the company - keep the radars, suggested an interesting idea and successfully implemented it - catch more. Recycling is also encouraged.
Employees try to accumulate points to the highest equivalent and spend on something global. For example, VHI, a new iPhone or a travel package.

With yoga classes, massage rooms, rooms with game consoles, and even more so with medical insurance, you will not surprise anyone. We at Intercomp figured out how to stand out in a competitive market among other employers and how to attract and retain the best personnel.

We have included round-the-clock legal support for employees in the corporate compensation package!

Now each employee can use the templates of legal documents in their personal account, get acquainted with the library of knowledge, and if there are any questions, they can seek written or oral advice from the current lawyers of the company.

Why legal support?

Just as buyers of a drill do not really need a drill, but a hole in the wall, so employees do not need insurance or fitness - they need health, good mood, work-life balance.

A light search on the English-speaking part of the Internet proves that many foreign companies include in the compensation package the opportunity to consult with lawyers for free on personal matters. An employee who is preoccupied with upcoming lawsuits, problems with the return of low-quality goods, or the prospect of spending a summer without a vacation due to an unfair ban on traveling abroad is unlikely to give 100% at work, gush with ideas for business development and exceed production targets.

Why would an employer?
There is an opinion that in terms of labor productivity, Russia is ahead of only Mexico. Now imagine the employees from the previous paragraph. How to do it: make people forget about their personal troubles at work or give them the opportunity to resolve their issues during working hours, hoping that this will help them to work more efficiently on average? There are some interesting statistics on this subject.

In 2012, the portal superjob.ru conducted a survey among visitors, asking if the productivity of staff increases if they are given the opportunity to resolve personal issues at work. More than half (56%) of respondents thought that productivity would increase, another 32% doubted. What is most interesting is that when the responses of HR employees were selected from the general sample, it turned out that HRs are even more loyal to solving personal issues at work than employees on average: 60%!

It seems that it is still necessary to let employees solve personal issues at work. How to make it so that a minimum of time is spent on it, and the positive effect is maximum?

It is not yet very common to contact lawyers in our country. Perhaps this is a "legacy" of the past, when the profession of a lawyer was considered not the most respected and prestigious. Most people do not know what criteria to choose a lawyer or attorney (by the way, do you know what the difference is?), many try to find a solution on their own on free consultation sites and often reach the critical moment when the situation requires the involvement of expensive specialists and personal presence - at the expense of work, of course.

It would seem that there are many legal services for the population - sites where you can get an answer to a question, law firms are almost in every home. We studied many popular resources and found out that:
These sites are bad with privacy. Encryption is not used, the data is in the public domain, requests are visible to all visitors, and no private correspondence is often provided.
The qualification of a lawyer is confirmed only by a rating of stars - it is not clear where they come from and who puts them.
Articles and recommendations that are published on these sites are not kept up to date (and legislation and jurisprudence change in the meantime).
Free legal consultations with barkers on the street work on a simple principle: instead of solving the problem at the initial stage, they bring it to court, and then charge the client the maximum for litigation.

In America, there are four "civilian" lawyers per thousand people. In Russia - one in two thousand. At the same time, our compatriots are becoming more legally literate, and more and more ready to defend their rights.

We believe that by giving our staff the opportunity to consult professional lawyers for free, we help them quickly resolve their personal issues before they turn into really serious problems, forcing them to take time off from work, read legal forums during working hours, and also stay in stress, which can lead to poor health, illness and missed work.

It is wiser to prevent these problems than to use health insurance, bonus days off and preferential credit terms after the fact.

We received a lot of thanks and positive feedback from the staff. By providing legal support to our employees, we, on the one hand, give them the opportunity to solve their personal problems during working hours - at least some of these problems. On the other hand, we minimize the time that employees have to spend searching for a solution. win-win.

Dmitry Kotov, HR director at Navicon IT company.

In addition to generally accepted employee remuneration practices, it is customary in Navicon to give watches to team members who have worked in the company for 10 years. This happens every six months at "info meetings" - general meetings of all employees, where the management talks about the results and plans of the company. Interestingly, this tradition grew out of another - to give watches to employees who leave the company. This is how we express our gratitude to those who have worked with us shoulder to shoulder for many years.

In addition, we allocate funds for various creative group competitions. Of the recent contests we have run, the Video Contest and the Chatbot Contest have been particularly well received. Video clips were filmed by teams of departments for a corporate party dedicated to the 15th anniversary of the company.

And we held a chat bot contest in order to support interaction between departments: “mixed” teams had to develop their own chat bot in a month, which would facilitate access to the company’s internal services.