This stage involves the transition of the entire company to a new motivation system, based on the specifics of each department. It is necessary to inform employees about the upcoming changes and their impact on the level of income. Otherwise, drastic changes may be perceived negatively, despite the success of the motivation system as such.
The support service of a large bank previously used the following motivation scheme: taking into account the rank of junior, senior or leading specialist, the salary was from 18 to 25 thousand rubles. A bonus of 20 to 100% was also established for employees providing high-quality service and exceeding the sales norm.
Implementation of a motivation system
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During the review of the thailand phone data motivation system, the company saw a significant increase in salary, while the share of bonuses was reduced to 50%. At the same time, bonus payments became more diverse, which led to a corresponding increase in total income. Having become familiar with the new accrual procedure, employees immediately became convinced of the associated benefits and began to show greater diligence in their work. However, a simple announcement from management about cutting bonuses, on the contrary, would have caused dissatisfaction among them.
Analysis of results
The motivation system should be analyzed monthly and quarterly. This will make it easier to detect problems in the system and begin to correct them immediately.
Motivation at the individual level is determined by the personal preferences of individual employees. Even if money is the main incentive for a person, it cannot be said that he will immediately agree to a higher-paid position.
Additional incentives for him may include an extended package of voluntary health insurance, travel compensation or a comfortable workplace. Then the employee will not be interested in offers with slightly higher pay, but without a guarantee of support.
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