Intangible ways of motivation. Non-material incentives for staff

“Brick is the main weapon of the workers” - this is exactly what the German philosopher Karl Marx said. And it seems that there is no method against scrap, but managers still also have a weapon and it is called “motivation”.

Of course, it doesn't look so menacing. But when used properly, it is not yet clear which is more dangerous.

And, moreover, proper use is not only money, but also non-material motivation, which we will talk about today.

It's simple

The biggest disappointment for owners is to learn that people are not motivated by money.

I saw dozens of sad and falling eyes when voicing this phrase. And also dozens of indignant exclamations: “What if it’s not money? Then I don’t need such employees. I don’t have a group of interests here.”

Without philosophizing on this topic, just accept the fact that it’s not just money that motivates.

This does not mean that they should not exist at all, or that you can lower your salary to the plinth level and confidently say that you have a lot of other goodies.

Here we are rather talking about the balance of non-material methods of motivation and material ones. Like between good and evil.

Everything should be in moderation. If you have a high salary, but this does not mean that you will have the best employees.

For example, in my company, about half of the staff, according to tests, are those who are ready to easily leave us if there is no other support other than money.

Hmm.. you just can’t take me with money

And as I already said, so as not to philosophize, but go straight to ready-made solutions, for those who have just begun to study this topic, I strongly recommend reading our other articles about staff motivation:

Methods, many methods

And I don’t dare detain you any longer and we move on to competitive techniques (manipulative and stimulating).

I just beg you, introduce at least a couple, otherwise why am I blaspheming in front of you here? Agreed? Okay, I'll continue.

1. Meaning

Nothing motivates like a common goal. You don’t even have to feed people food if they are united by one global goal.

This can be called differently, but in business it is customary to say. I prefer the word “Meaning”. Test question: “Why are you doing business?”

The answers may vary. Someone is betting on “Let’s prove that Russia can produce best product in the world".

Someone creates value at the level of good “Let’s make this world a better place.” And someone carries through the thorns the meaning of the sport: “Let’s increase people’s life expectancy by 2 years.”

It doesn’t matter what exactly you have, the main thing is that people believe in the idea and are ready to give their all.

This is the root of all non-material motivation of employees. This is where I recommend starting to develop this approach, even if it seems relevant only for large companies.

2. Mentoring

This point cannot be called a direct way of non-material motivation of employees, but it is such.

When an employee has a mentor, he understands that he is cared for. So to speak, a parent (aka friend) is formed within the team, to whom you can always come for advice or just cry into your vest.

By default, the mentor is senior manager, but here the conversation is not about subordination, but about attitude.

Regardless of whether it is a boss or an experienced colleague, he must work to ensure that the person has an understanding of a strong shoulder nearby, perhaps even in personal matters.

Come here, I will be your mentor

And the same thing works in reverse. If a person is made someone’s mentor, then he begins to feel his importance, which manifests itself in power (which is what many want).

As a result, increased motivation without cost. Well, you already understood this without me.

3. Competition

My favorite method of non-material motivation. Of course, it can be made material, it all depends on the final prize.

But globally, you create conditions centered on the opportunity to show yourself and defeat your opponent.

Everything is as in famous phrase: "The important thing is not to win but to take part". Although victory also plays a role here.

I already wrote a whole article about the competition. So don’t be lazy and read, everything is detailed and clear there.

In short, the ideal duration of the competition is 2 weeks, the prize should be of interest to everyone, and the optimal goal of the competition is to raise the sagging in the company. Read the rest in the article above.

4. Additional responsibility

It may seem like a paradox, but the more responsibility a person has, the better he works. This is not an axiom, but it works for some types of people.

The logic is simple: the more responsibility, the more people feels like an important shot in the company.

Especially when it comes to providing additional responsibility of an ordinary employee.

Just don’t take it literally, that tomorrow you need to overload everyone with the most I can’t, and as a result, ask for them.

You just need to add a little more ability to make decisions on your own.

But at the same time, it is important that you do not imaginary give this opportunity, but really trust it and practically do not control it.

5. Height in width

I want to write again that this is my favorite example of non-material motivation, but in order not to repeat myself, I will say that it is fundamental to any company.

The point is that you do not increase the employee’s position along the vertical axis (manager -> department head -> director -> so on), but do it in width.

The most classic example: manager -> senior manager -> group senior. Depending on the category, the employee will have additional privileges compared to everyone else.

And in developing the system, I would rely on an intangible asset.

For example, more easy chair, extended lunch hours or the ability to be the first to choose vacation dates.

6. Space

After the appearance of a soft corner in the company, employees began to stay late at work more often. I can't say what it is good news, from an environmental point of view.

But on the other hand, since they stay longer, it means they want and enjoy doing it. A couch just an additional incentive.

We are also talking about the workspace. And I clearly noticed this when one of our clients could not find new employees for his company until he equipped modern office with all conviniences.

No, it wasn't Google. But in comparison with the previous room, this at least did not cause disgust.

7. Gifts

My partner has this type of non-material motivation for staff since birth.

When he goes to work, he can buy a couple of cakes, a few pizzas or other gifts for the whole company. But if he is used to doing this, then you can do it consciously to raise the morale of your colleagues.

Moreover, gifts can be given both without a reason and with a reason. From the banal, this is a birthday, New Year, March 8, February 23.

8. Training

This way you kill two birds with one stone: train your employees and increase sales.

Training can be carried out both within the company and sent to study with renowned trainers.

Naturally, the second option influences the level of respect in your favor several times better than local education.

If you want to get the maximum in the form of non-material motivation for your staff, then also periodically send your employee for training, but this time for a hobby.

Believe me, you will see a pleasant shock in the eyes of your people from the fact that the company cares about them not only as a team member, but also as an ordinary person.

9. Working conditions

I will split this point into several, since it can be viewed from different angles.

Conceptually: You need to create conditions that will be an added value when applying for a job. Among the most pronounced and not always obvious applications, I highlight:

Nutrition
Directions
Treatment
Insurance
cellular
Lunch nap

Logically, this also includes space, but I took it out separately because I think that in our time this requires special attention.

But at the same time, you can also safely include the work schedule, official employment, and the date of payment of salaries. In general, everything is now more understandable for the manager.

10. Events

This is when you get together as a team and have fun. Everything can happen during a regular corporate party in the form of a feast.

Or maybe in a format where the whole friendly crowd competes against each other in a playful manner. Ideally, combine both to tap into different pleasure zones.

But remember that if you do not have the most friendly team (for example, everyone works on different shifts and does not overlap), then without proper preparation such events can become hard labor, not pleasure.

I'm sure each of us has been to such meetings from which we want to quickly escape. So, it’s better not to do this at all.

11. Best employee

This is a logical continuation of the points “Growth in width” and “Competition”. Only here we are not talking about issuing privileges not based on achieving a career ladder, but based on the results of a monthly nomination “ Best employee month."

This is a separate point, since this cannot be called career growth, and it does not qualify for a competition, since it is launched on an ongoing basis.

The best employee is me

Based on the results of each month, you can issue different incentive privileges. My favorites: the ability to choose a work schedule (with a variable schedule) and additional days off.

In general, here the choice of a prize is tantamount to consistency, as in holding a competition for staff. But for your convenience, I will summarize it below.

12. Another name

Now you will laugh for a long time, but this simple action also applies to non-material ways of motivating staff.

Again, briefly: You rename the employee's position to something more pleasant and authoritative. For example, not a secretary, but the owner of the office. Or not a manager, but a seller of happiness.

Moreover, you can go through positions, departments, and premises. And the effect of this non-standard method won't keep you waiting long.

Because it’s much more pleasant to tell clients that you are not, but a genius of the sales department. And there will be a reason for conversation, and at the same time the position sounds more respectable.

13. Motivational board

The ideal intangible motivation for a sales team is an achievement board. You publicly post a board in the office where you daily note the results of each employee for the previous day and by month.

This way you constantly maintain a competitive environment throughout the department. And at the same time she is quite healthy.

This is especially true when the day comes sufficient quantity applications and championship results may change every hour. Doing this is not as difficult as it seems.

14. Gratitude to mom

Have you ever said “thank you” to the parents of your employee?! Most likely no. This is normal, since the practice is not obvious, but it is very effective.

Task: take and give anything (even money) to your employee’s mother. So you will do a good deed, show yourself with the best side and, most importantly, you will call your parents to your side (and their opinion is very important for children).

But please note that we are talking specifically about mom. We tested praise for dad, but they somehow react with restraint and don’t give a wow effect.

In the case of mothers, everything happens very brightly and effectively. All this was assessed based on feedback from the employees themselves after their parents told them about the gift.

15. Personal

This is something we do every day, but often don't notice. And since this is also an intangible method of motivating staff, it is better to use it consciously.

It's a matter of personal and human communication. You can manifest it in dozens different ways, I will show a few for understanding:

Give praise after work.
Conduct a personal meeting for “life”
Shake hands
Sitting in an open office
Call and find out how you are doing

Moreover, the closer the superior employee communicates with the inferior one, the better for the second one.

This is how something is destroyed glass wall between positions. And of course, you cannot completely switch to personal communication, as the chain of command will be disrupted. But a little of this behavior will give more life for each employee.

Briefly about the main thing

If you look globally, then all non-material motivation of staff revolves around the usual human approach.

It is the 15th example of non-material motivation that perfectly describes this approach.

However, if we consider each point, then the entire system of non-material motivation of personnel is built on a human approach.

Exceptions are stimulating tools of non-material motivation. But as a rule, they do not last long.

They need to be constantly upgraded or replaced. And that's okay. Therefore, my personal recommendation is to build a team not only on money, but also on values that will help you get through any crises and financial pitfalls.

If we generalize the huge number psychological definitions, then the motive as a whole is the motivation of a person to act. In the context labor relations The most obvious incentive function is performed by the wage system. However, in practice, it is not uncommon for employees to leave highly paid positions for reasons such as uninteresting work tasks, lack of recognition and attention from management, problems of interaction in a team, the inability to acquire new knowledge and skills, and lack of a voice in organizational decision-making. Such situations indicate that the company has not worked out a set of conditions that make up the concept of non-material motivation of personnel, examples of which are listed above. Consequently, money is not the only and sufficient factor in a person’s interest in work.

Non-material motivation as part of corporate culture

In its general sense corporate culture- this is a model of behavior accepted in a particular company. It is determined by such aspects as the history and traditions of the organization, mission, value environment, management and communication styles, etc. Each of these elements of corporate culture contains motivational mechanisms that perform the following functions:

inspiring (helps to “infect” employees with the desire to achieve high results);
involving (promotes the formation of a sense of involvement in the achievement of common goals and a share of personal responsibility for them);
developing (provides an opportunity to acquire new knowledge and skills).

Let us consider what specific types of non-material motivation implement the listed functions.

Examples of non-material motivation

When choosing one or another method of non-material motivation, one should take into account the specifics of the enterprise as a whole, as well as the individual characteristics of individual departments and their employees. Here are some of the possible options.

Functions	Methods	Examples
Inspiration	Labor enrichment	Non-trivial and significant work tasks, freedom in choosing a plan and methods for solving them.
	Recognition from management and colleagues	Posting a thank you note on an internal portal or information stand, a thank you letter or a personal conversation.
	Elements of competition, challenge	Rating of results, professional skills competitions.
Involvement	Informing about the state of affairs in the company	Adaptation programs for newcomers, periodic information broadcasts of key events across all departments.
Involvement	Providing a voice in solving enterprise problems	Assigning expert status to individual employees on certain issues. Employee participation in meetings, surveys and open brainstorming.
Development	Education	Reward in the form of completing a training course, webinar or training.
Development	Career steps	Promotion, staff rotation.

What is better - a material or non-material motivation system?

In modern reality, decent wages are a powerful stimulating factor. However, as we have already said, the condition of a stable and high salary is not enough. This may result in the employee's predominant motivation being avoidance of failure, or more specifically, avoidance of financial penalties or dismissal. In order to create a desire for achievement and thereby increase productivity, non-material motivation of employees is necessary, examples of which we have given.

At the same time, it is obvious that you should not expect good results “just for the idea.” Consequently, material and non-material motivation of personnel should be applied in a single complex. In both cases, systematicity is required. Financial rewards imply criteria, frequency and transparency of accrual. Methods of moral stimulation should also be organized as a system of non-material motivation, because their isolated and occasional use will not bring success.

To obtain the desired attitude of employees, there are two forms of incentives - material and non-material incentives for staff. If everything is very clear with the first option, then the moral side of the issue of encouraging employees is not always implemented properly. With its help, a company without financial investments can get a real improvement in its performance.

Non-material methods of stimulating staff - different approaches

Depending on the specifics of the company, individual characteristics each organization can be applied different methods non-material incentives. The techniques of this approach come down to providing good motivation and comfortable moral conditions work for each employee and for the team as a whole.

The main methods of non-material incentives for employees used today in most effective companies are the following:

meeting employee requirements regarding work schedules, providing flexible schedules, simple design time off;
demonstrating the company's appreciation for the work performed by the employee, developing internal system rewards with titles, diplomas, levels;
holding corporate events, team competitions, sporting events between company employees;
development and development of a team spirit, which is based on the foundations and principles of the company’s philosophy, on personal growth.

For a person who performs physical or mental work in a team of other people, it is important to get an environment in which he will feel the importance of his work. Most employees who perform demanding physical work quickly begin to feel like cogs in a huge engine, with little depending on their performance. It is necessary to provide the employee with a sense of importance, necessity and value of the work he performs.

Why does non-material reward work better than material reward?

An increase in salary motivates a person for several weeks or months until this increase becomes commonplace. The moral environment created by the company's leaders will surround the employee every minute of his stay at work.

The productivity and mood of employees will depend solely on the quality of this environment. It is non-material ways of encouraging staff that make it possible to create a high-quality environment in which each employee will feel the incredible value of their work and receive proper moral reward along with working in a pleasant team.

Examples of non-material incentives for personnel

The activities of many companies can be considered as examples, but it is necessary to develop own strategy non-material incentives for employees. Creating a team spirit and pleasant working conditions, as well as moderate competition, are the basic principles of modern non-material rewards. Techniques for achieving these goals can be different:

monthly summing up of the work process, rewarding the best employees;
redistribution of labor in the enterprise depending on the skills and preferences of workers;
provision large quantity independent responsibility for work;
lack of multi-level control, creation of opportunities for growth and development.

The main element of material incentives is wages.

Wages represent the price of labor power, corresponding to the cost of consumer goods and services that ensure the reproduction of labor power, satisfying the material and spiritual needs of the worker.

It is the main source of income for the employee, although not the only one (social payments can be made in favor of the employee (material assistance, paid vouchers for treatment, vacations, excursions, medical services can be paid for, assistance in education can be provided), the employee can receive dividends on shares of his enterprises and other income).

Wages perform reproductive and stimulating functions.

There are:

nominal (monetary);

real wages.

Nominal wage is the amount of money received by an employee during a certain period. It is divided, in turn, into:

a) accrued (before taxes);

b) paid (minus taxes paid).

Real wages - it is characterized by the amount of goods and services that can be purchased by a worker at a given nominal wage and a given price level for goods and services.

The following factors influence the level of wages:

the cost of labor, that is, the cost of means of ensuring the life and ability of a worker (costs of satisfying the material and spiritual needs of the worker and his family), which, in turn, depends on the achieved level of well-being of society, traditions and can change as the country develops (needs grow people, costs of training them, etc.);

qualifications, working conditions of the employee - undoubtedly, a highly qualified employee will have a higher level of remuneration (for example, the head of an enterprise or its structural unit will have a higher salary level than an ordinary employee of this organization, since management assumes the need having higher qualifications and, therefore, performing more complex work; an example is also a comparison of the qualifications and level of remuneration of a doctor and a nurse); the employee’s working conditions also affect the level of wages, since work in harmful, difficult, life- and health-threatening conditions must have appropriate compensation;

growth in employee productivity - the productivity of an employee (an increase in the quantity of products he produces, an increase in the volume of work he performs, of course, with an appropriate level of quality) allows him to increase his wages. However, labor productivity must grow faster than its payment, otherwise the gain from increased output will go into wages, but it should also be reflected in a reduction in production costs and prices;

conditions on the labor market - it is characterized by the relationship between demand for labor and its supply, the degree of intensity of competition between applicants for jobs, and the situation with unemployment. An increase in unemployment lowers the level of wages (in this case, the demand for labor is low), and vice versa;

results economic activity enterprises - the receipt of a high level of profit by an enterprise allows its management to pay bonuses (quarterly, annual) to employees, which has a positive effect on the level of their wages;

the personnel policy of the enterprise - work to improve the qualifications of personnel, “promotion” of employees to more responsible positions, increasing the creative activity of personnel, undoubtedly affects the level of remuneration;

degree of socialization of wages - part of the amount of wages “goes” through various taxes and contributions to the state (for pension provision, for free or discounted medical services), and the higher these deductions, the less funds remain at the employee’s disposal.

It should be noted that the enterprise independently establishes the amount of remuneration, its form and system. The state determines the minimum wage (minimum wage). Minimum wage is social norm, and represents the lower limit of the cost of unskilled labor.

Tariff and above-tariff conditions of remuneration.

The basis for workers' wages are the so-called tariff conditions of remuneration. They provide regulation of wages depending on the qualifications of the worker and the complexity of his work.

The tariff category characterizes the qualifications of the employee; the higher his qualifications, the higher his rank. The tariff schedule is characterized by a certain range (spread) - this is the ratio of the tariff rate of the highest category of the tariff schedule to the tariff rate of its 1st category.

Non-budgetary enterprises determine the choice of constructing a tariff schedule, the number of its categories, and the size of tariff coefficients independently.

The source of bonuses is the profit of the enterprise.

Salary is divided into the following elements:

Basic salary

Additional salary

Bonuses based on the results of the entire enterprise

The basic salary is calculated for the actual time worked and work performed at the enterprise. It includes:

payment at tariff rates and salaries, at piece rates, as a percentage of revenue for sold products(works, services);

compensatory surcharges;

incentive payments and bonuses.

Thus, the basic salary includes tariff wages, as well as payments and additional payments of a compensatory and incentive nature.

The basic salary is taken into account as part of the cost of products (works, services) produced by the enterprise.

Additional wages are payments for time not worked at the enterprise. These payments are established in accordance with labor legislation.

Additional salary includes payment:

vacations (annual and additional, educational);

severance pay upon dismissal of employees;

preferential hours during a shortened working day for teenagers and the disabled;

special breaks from work for nursing mothers;

when sending employees to advanced training courses;

downtime through no fault of the employee;

time to perform government duties, etc.

Additional wages are taken into account as part of the cost of products (works, services).

Bonuses based on the results of the entire enterprise are rewards based on the results of the financial and economic activities of the enterprise. They are paid from the profits remaining at his disposal. Their size is determined by the enterprise independently. For each employee, they depend on his personal results, his contribution to the overall results of the enterprise, continuous work experience at this enterprise and other conditions provided for by the Regulations on bonuses. An example of such payments is the so-called thirteenth salary.

The employee salary structure is the same for all enterprises and consists of two parts:

constant - determined by the personal contribution of the employee and taken into account the total cost of products (works, services);

variable depends on the performance of the entire enterprise and is paid from profits.

The size of the variable salary must be sufficient to create the necessary material interest of the managerial employee in fulfilling the accepted obligations stipulated in the contract.

Consider monetary incentives.

Long-term incentive schemes are introduced to stimulate and reward management for the company's long-term growth and prosperity, as well as to provide long-term perspective to management decisions. If only short-term goals are taken into account, a manager, for example, can increase the profitability of the enterprise by reducing the cost of maintaining equipment, which could have a negative impact in two or three years.

There are several other types of long-term incentive schemes. The right to evaluate shares is usually combined with the right to repurchase. This allows the recipient to either exercise his right (to repurchase shares), or to evaluate them in monetary terms (or in the form of shares), or to carry out some combination. A target-based scheme awards shares if a specific financial target is achieved, such as growth in earnings or earnings per share. A restricted shareholder scheme assumes that shares are transferred to the manager free of charge, but with certain restrictions that are determined by the company's internal instructions.

For example, shares may be withdrawn from a manager if he leaves the company before a specified period of time. Finally, in the case of a phantom stock scheme, the manager receives not shares, but notional units equal in value to the company's shares. After some time, he receives their value (usually in cash).

The manager's task, in the case of using economic motivation, is to develop a bonus scheme for payment for productivity, a piecework payment system, or labor agreements. This task is by no means easy, since the situation in each company is unique and, therefore, the bonus system must be unique for each case. It also depends on the specialization of the personnel.

Not all methods of economic incentives can have a motivational effect on employees, however, there are several basic provisions on bonuses that do not affect the specifics of the company and are universal. They should guide the manager when introducing methods of economic motivation:

Bonuses should not be too broad and widespread, otherwise they will be perceived as simply part of a regular salary under normal circumstances.

The bonus should be related to the employee's personal contribution to production, whether individual or group work.

There must be some acceptable method of measuring this increase in productivity.

Employees should feel that bonuses are based on additional rather than normative efforts.

The additional efforts of employees, stimulated by a bonus, must cover the costs of paying these bonuses. As already noted, methods of economic incentives should depend not only on the specifics of the company as a whole, but also vary depending on the specialization of workers. Below table 1:

Table 1 – possible ways of economic stimulation of various

staff groups.

Staff	Rewards
Trade group	Individual commissions based on sales volumes Individual bonus for contribution to overall profit Group commissions on increased sales volumes over the past year Group profit sharing system Promotion to more prestigious positions with higher salaries
Production workers	Group piecework wage system Early completion bonuses Prizes for overtime work
Secretary	General profit sharing scheme Promotion to Office Manager
Production Manager	Remuneration for overtime work Part of the group production bonus General profit sharing scheme Proposal for equity participation in a business

The above list is not exhaustive (for the reasons noted above, it is almost impossible to compile such a list). However, it demonstrates the fundamental difference in the approach to the development of economic incentive systems for personnel groups. It shows that, for example, the system of remuneration for overtime work is much more universal than the scheme of equity participation in business

Non-material incentives include:

benefits and privileges for staff - granting the right to a sliding, flexible work schedule; providing time off, increasing the duration of paid leave for certain achievements and successes at work.

Creating a favorable social atmosphere, eliminating status and administrative barriers between employees of the management apparatus, developing trust and mutual understanding within the team.

Moral encouragement of employees. Promoting employees, planning their careers, paying for training and advanced training.

Favorable regime and working conditions. The productivity of managerial labor is directly dependent on the state of the workplace and the conditions in which the manager works. The significance of the problem under consideration increases due to the emergence of new market-type organizations, when significant qualitative changes occur in the system of management of economic and social processes.

The rational organization of the manager’s workplace ensures the creation of maximum convenience and favorable conditions labor, increases the content of work. Currently, more than 5 thousand standard projects for organizing workplaces have been developed for various categories of administrative and managerial personnel. Availability of office equipment. The workplace must be equipped with appropriate office equipment, and therefore, a technology for its effective use must be created.

Favorable sanitary, hygienic and aesthetic working conditions. The temperature, lighting, and furniture in the room must be optimal. These measures to increase and improve the stimulation and motivation of work make it possible to more effectively use the labor potential of the enterprise

Having systematized all of the above, we can highlight the following aspects of non-material incentives and options for their practical application:

1. Emphasizing the important role of this employee (the boss shakes his hand and invites him to a private party in honor of his birthday, consults with him on important issues, etc.). Of course, it is dangerous to overdo it here. Trust your sense of proportion. Try to put yourself in the employee’s shoes: what would you like from management?

2. Encouragement with various kinds of diplomas and prizes; holding professional competitions; internships at the expense of the company and other opportunities to improve your professional level and emphasize the high status of a specialist. Since such people strive for self-improvement in their field of activity, this may be interesting to them.

3. Power sharing. This technique has been used by many Western companies for a long time. The company is being transformed into Joint-Stock Company, and employees receive a portion of the shares. Now they are interested in its well-being and prosperity, because their income as shareholders depends on it! Accordingly, the level of loyalty of employees and the quality of their work increases.

4. Providing new opportunities. This could be transferring an employee to a higher position, giving him greater independence in decision-making (if this does not harm the company as a whole), assigning complex projects and non-standard creative tasks that would be interesting to solve, providing him with all the necessary conditions - modern technology, individual an office and other benefits, if he really needs them to improve the quality of his work.

5. Creation of a favorable psychological climate in the team. The task is not as simple as it might seem, and often to solve it they resort to the services of professionals - psychologists and consulting specialists.

You can hold corporate entertainment events such as holiday parties or outings; this is a good thing if only you can avoid banality and boredom. In general, the better the manager understands the employee’s life situation, dreams, desires and way of thinking, the easier it is to predict his behavior and come up with incentives that are interesting to him. Of course, in search of a creative solution, you will have to maneuver between the interests of the enterprise and the benefits for a particular person. But surround yourself with smart and talented people is an entire art, and without mastering it, it is impossible to become a truly successful leader. Sooner or later, a stage will come in the development of the organization when it will become difficult for the manager to do everything himself and will have to delegate authority. How successful, active and loyal employees will be largely depends on the manager.

The structure of the personal income of managers is formed, basically, in the same way as that of other employees, but has its own characteristics. In income regulation great value has an incentive policy, which is carried out by the company’s management, and this policy plays a corrective role in the formation of the structure of remuneration, remuneration, and benefits [ http:/5ballov.qip.ru/].

From this article you will learn:

What is non-material motivation of employees

How does non-material motivation of employees differ from material motivation?

What methods of non-material motivation can be applied at an enterprise?

How non-material motivation of employees is implemented

How non-material motivation of employees in an organization can cause harm

What needs to be done to ensure that non-material motivation of employees works for the benefit of the company

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

Material and non-material aspects of personnel incentives: what is the difference?

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

50% of people do exactly the amount of work required to hold a position;
80% can work much more efficiently if they want.

In 1996, the consulting firm Hay Group, with the support of Fortune magazine, launched a project within which it annually compiles a rating of the “Most Successful Companies in the World.” According to the research results, when the most successful enterprises around the world want to push employees to achieve certain results, they begin to pay on average 5% less relative to the market and more actively use other methods to increase motivation. Do you know that financial motivation of employees does not always work? And that sometimes a situation arises when non-material motivation is needed to motivate a particular employee. Complete the training program "Real Motivation" and create an employee motivation system for your company.

Any organization can quickly begin to develop if it creates stable conditions high degree encouraging employees to achieve goals. How can this be achieved? There are many well-known techniques. They are conventionally divided into material and non-material motivation of personnel.

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

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

Salary increase. Unfortunately, this method is the most ineffective method of motivation. According to statistics, this method is valid for no more than three months. In addition, it cannot be used too often.
Awards and bonuses. Dividing the salary into basic, permanent, part and bonuses depending on the results of activities turns out to be a more useful means. This is often done in the trade sector or with employees who have direct contact with the client. The employee clearly sees the dependence of the salary on the level of indicators, which encourages him to work even more energetically. The amount of financial motivation for specialists can be determined depending on the current business tasks. Money can be awarded for fulfilling the plan, for finding and attracting buyers, for good level sales
Social package. This technique will allow you to solve two problems at once: you will attract the most qualified specialists and keep them in your organization. Sometimes the set of free benefits includes a voluntary health insurance policy for workers and their immediate relatives, additional pension insurance, discounts on gym visits, etc.

Any manager should have ideas to encourage subordinates to work in accordance with their requirements at minimal cost. Please note, many of you are already managing your teams, now it is important to transfer this process to a systematic basis. This will allow you to easily save money that is usually allocated to bonuses.

The main thing in the system of moral motivation– attention to your staff. He must understand that you, as a leader, are grateful to him. In order for them to appreciate this, they will have to do the maximum. First, you need to get people to align their own interests and agendas with the corporate agenda. And secondly, they perceived themselves as an important and full-fledged part of the company. This will be their main incentive. Involve the team more actively in the life of the organization - this will improve performance labor activity.

Remember that encouragement and praise should be heard by all employees. However non-material encouragement should be aimed primarily at the best: those who carried out the largest transaction, achieved high performance, and so on. This will increase their desire to achieve excellent results again.

Find out how to get maximum results from your staff while spending a minimum of effort during training.

Factors of non-material motivation of employees

- Strength and competitiveness of the organization. The good reputation of the entire enterprise makes it easy to encourage employees to develop themselves and improve the efficiency of their activities.
- Competent management team throughout the company. Be especially careful when choosing managers for all departments of the company. Only an experienced and demanding manager can, through his example, inspire staff to highly productive activities and thereby create an additional desire to work. It happens that people with extensive experience or significant length of service are appointed to the head of a department. At the same time, they may not be able to lead and in terms of knowledge they may be equal to their subordinates or be at a lower level of skill. Having hired such a manager, you will be faced with complete demotivation of strong employees. This may cause them to leave the company or reduce the quality of their work.

Compliance with the rules of the labor code. Following this point allows you to characterize the organization as stable and reliable, makes it clear that it can ensure the protection of the interests of its people. Here, transparent conditions for calculating wages and issuing vacation and sick pay are an excellent reason for further activity at the enterprise. Also, these bonuses will allow your subordinates to forget about the possibility of moving to competing organizations. If the law is not observed, the company will be regarded by the team as a temporary shelter. Because there is no point in striving for career heights in an enterprise that has forgotten about the interests of its employees.
Current corporate culture. Your basic rule in this case is as follows: “Every employee is an important member of my company, and in his hands is the success of the entire enterprise.” This axiom forms a person’s commitment to a common cause and responsibility towards the enterprise.

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

The socio-psychological characteristics of your subordinates can also help you identify motivation methods that suit you.

Psychotype	Features	Driving factors	Reasons for demotivation
Critic	Communication with colleagues is based on criticism and irony. In conversation he uses complex phrases: “In essence...”, “objectively...”, “in abstraction...”. Performs well the functions of a controller and auditor.	comfortable, calm psychological climate in the team; boss approval; performing verification functions.	employee objections; lack of a friendly atmosphere.
Idealist	This is the exact opposite of “critic.” Kind, non-conflicting and attentive to others. In order to avoid a showdown, I am ready to agree with colleagues.	ethics and humanity in the company; recognition of the benefits of his work; participation in public events.	unfriendliness; lack of moral guidelines for the development of the organization.
Analyst	Best suited for an expert position. Thoughtful and attentive, listens to speakers at meetings and takes notes.	respectability, comfort of the working space; real growth prospects; opportunity for advanced training; participation in professional events.	excessive fuss in the organization; prescriptive type control; emotionality of management in decision making.
Realist	Most often deals with organizational issues and is able to make decisions. Based on own experience and existing regulations.	the principle of nepotism; attraction to managerial actions; attentive attention to issues of the physical condition of employees.	lack of colleagues with a high level of qualifications; performing unimportant functions.
Pragmatist	Actively participates in changes occurring in the life of the company. He is the opposite of an analyst, characterized by high mobility and intolerance to long meetings. Can quickly solve a problem when the situation suddenly changes.	obtaining results in a short time; implementation of new projects or opening of branches; delegation of authority to achieve results in the fight against any difficulties.	monotonous activity; protracted projects.

How non-material motivation is introduced in an organization

Remember: For different people are effective various ways motivation. For motivated, young workers, what is likely to be more important than the material part is the opportunity career growth. For an older specialist, it is especially pleasant to have respect for him and to recognize his role in the success of the entire company. Therefore, you will have to sometimes check what exactly will be most effective.

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

If you want to achieve the most accurate response regarding the best way non-material rewards for subordinates, ask them: “What do you think motivates people to perform at their best?” Everyone, without hesitation, will describe their main incentives. Make a short questionnaire where you can insert this question - it will look most relaxed there.

The questionnaire might look like this.

Describe your ideal boss in a nutshell.
What motivates people to do their best work?
What do you find most attractive about your job?
What needs to change in the department?
What is the difference between a flower and a brick?

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

If the response to a question regarding staff morale includes creative tasks, flexible schedules and opportunities for professional growth, such a person is unlikely to be able to cope with routine tasks for a long time. It will be most useful to translate it into the field of PR. And if the respondent indicated stability, a convenient workplace and a comfortable atmosphere in the team, he is able to perform routine work efficiently.

An incentive based on pleasant emotions and team spirit will contribute well to the growth of your business. And most importantly, it will require virtually no financial costs. You really have to pay attention to the needs of your employees and be ready to reward them.

The most effective classical methods of non-material motivation of employees

Meetings, planning meetings, meetings. These are key tools you can use to create employee ownership. Meetings allow people to stay informed, share news, and feel involved in the life of the organization, as everyone is curious about what is going on around them.
Congratulations on significant events. Important dates may include completion of the first year of work, appointment to a new position, or personal celebrations of the person, such as an anniversary, birthday, and others. There is scope for your imagination; gifts can be completely different: from an award to a hand-drawn poster. Don't give in private, invite everyone to watch and join in the wishes.
Education. Encourage your subordinates by sending them to various training courses, internships and scientific conferences. Self-motivated, income-generating employees typically enjoy development.
The right to choose. Consult with the staff on where and how to hold a corporate event, what incentive method to choose: payment for telephone costs, gasoline or something else - there are many options. Allow your best team members to have first choice when it comes to vacation time.
Possibility of feedback. Give experts the opportunity to speak out. They can do this by writing recommendations and comments in a makeshift mailbox, on whiteboards, or by speaking out loud in meetings. Don’t forget, it’s important for people to understand that their opinions are being listened to. You can also reward unusual offers. In world practice, this is called awarding initiatives.
Provide seating areas. First of all, take care of the kitchen area and space for outerwear. You should always have lunch not at your desk, but in a designated room, where no one will disturb you and you can switch gears. This method will have a positive effect on the work and emotional state of the team.
Communication of achievements and evaluation distinguished. Non-material motivation can be expressed in the form of well-deserved praise. Remember good words everyone loves it. You can praise an employee both in the corporate newspaper and on the intranet.
Contests and competitions. As the experience of Russian and foreign organizations shows, subordinates are perfectly stimulated by participation in such nominations as “Advanced Manager of the Quarter”, “Most Accurate Employee” or “Mr. Positive”. It is important that this method of motivation is able to function independently.
Personal or personal work area. Everyone enjoys being known by sight and addressed by name. Therefore, a simple sign on the door, a table sign and even business cards can be your tool for non-monetary staff motivation.
Discounts on company services or products. The price reduction may be quite small. The significance is that there is only a narrow circle of people who can use it - this increases trust in the company and management.
Internal incentive events. Create and strengthen corporate spirit using forms of motivation such as holiday banquets, barbecue trips, trips to football or the theater. Even a cleanup day in your office or in the surrounding area will be beneficial, especially if you introduce team-building games.

Non-material motivation of subordinates: examples of Russian companies

Granting special powers. Appoint an employee as the head of one of the areas, this will allow him to gain new experience and grow in the eyes of his colleagues. He will learn how to manage a team and then be able to indicate this competency in his resume. By observing him, you will decide whether to trust him to solve more serious problems. Try betting on leadership position first one or another specialist - this is effective, many businessmen already do this. In this way, almost the entire company team can be interested in the work.
Attendance at important meetings. Invite your subordinates to high-level meetings; they will take it as a sign of your trust. The very fact of a person’s participation in such a meeting guarantees him the respect of his colleagues, even if he was simply present at the negotiations. True, an employee may lose loyalty to management after communicating with representatives of a competing company. To avoid trouble, eradicate the unfavorable climate and try to ensure that every person is satisfied financially.
Please give advice. Seek recommendations from professionals who demonstrate deep knowledge in one of the areas. This way the person will feel respected and his opinion is considered important.
Public expression of gratitude. Praise in public, but if you want to scold, do it in private.
Improving the psychological climate in the team. Make an effort to create a comfortable atmosphere, this will make it easier for you to lead people.

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

Original ways of non-material motivation from market leaders

Leave due to “broken heart”. The marketing company Hime & Company employs only women, so its founder included heartbreak leave in her incentive program. This innovation was introduced after a staff survey. It turned out that some were very worried about the breakup with their “halves”, so they could not think about working. Now, when parting with a loved one, workers under the age of 24 have the right to one day of vacation, ladies from 25 to 29 years old - two, and after 30 years old they are entitled to three days off.
Unusual job titles. Walt Disney, the famous founder of the company of the same name, succeeded in managing the team. He believed that the level of job satisfaction depends not only on the salary received, but also on the prestige of the position and department. For example, under his leadership, hotel laundries were renamed textile services. Since then, these divisions have been equated to marketing and customer service. However, it is much easier to get into them, which means they are popular among young people who dream of starting a career in an organization. A Steve Jobs gave consultants at his Apple office in New York the title of “genius,” and the number of layoffs fell several times.
Salary increase in the form of a lottery. The idea is very unusual, although, of course, this method difficult to attribute to non-material motivation of staff. The management of a large Japanese Internet services company has stopped talk of an annual salary increase with simple dice. Employees roll the dice and their salary increases by 1-6% depending on the number of dots rolled.
Encouraging marriage between employees. The food manufacturing company Nihon Shoken has been positive about team marriages for several years now, giving newlyweds a monthly bonus.
Time off during sales. The marketing company Hime & Company allows specialists to take half a day off during the sales season.
Compensation for those who keep pets. Kyoritsu Seiyaku Corp is a veterinary equipment company. Therefore, in accordance with its activities, it gives out gifts to cat or dog owners.
Gift for a newbie. At Commerce Sciences, it is customary to give a welcome souvenir to all new employees. Moreover, the last person hired prepares it. There are no restrictions; anything can be a gift: from a solid set of dishes to a chocolate bar. Newcomers are pleased when their service begins with such a surprise, and this creates an additional incentive for productive activity young staff.
Bell in the office. Hang a bell or gong at your place - many businesses use this method. Its sound is intended to announce important events, for example, the signing of a contract for a large sum. The Expertcity company has a rule: you can only ring the bell for business. If an employee used it without good reason, the next morning he will have to treat everyone to breakfast. For example, periodically someone rings the bell to announce that they have a baby.
Change of workplace. HubSpot has an interesting custom: every three months, specialists change their workplace within the office. What is it for? No one is offended that he didn’t get the best the best place, communication is improved, as new neighbors periodically appear. This tradition also helps maintain order in one’s area.
Family friendship. Icelandic company OZ encourages family communication. Sometimes subordinates are allowed to invite their parents to the office to have lunch together. This method brings team members closer together. Management is convinced that in this way it is possible to increase labor productivity.