Each individual in the organization is motivated by different things. So, your approach needs to be personal.
Always give feedback to your employees. Even when it is negative, present it in a constructive way.
Demonstrate your employees that trust them. Delegating them more rights and responsibilities.
Maintain proper internal communication channels. Keep your employees informed about important changes and the company’s prospects.
Clarify team roles, expectations, obligations, responsibilities, performance evaluation criteria from the beginning. In this way you save future misunderstandings and employees demotivation.
Remember that the purpose of motivating your staff by providing bonuses and rewards, is to support the better work quality, building professional confidence, a better organizational climate and commitment to the company.
What all employees want is fair treatment (such as pay, bonuses, job security), achievements (to be proud of their work and achievements and, accordingly, to be praised for this, to have opportunities for development) and good social relationships within the organization.
Offer your employees a share in the company’s profits to create greater commitment on their side.
Intangible bonuses could also be extremely motivating, and do not cost you a penny.
Help you employees to maintain a work-life balance.
Demonstrate your employees that their work is important. Let them know how exactly it fits into the mission of the organization. It is also important that they see the results of their efforts.
Provide opportunities for trainings and career development.
Provide opportunities for your employees to get to know each other better. For example: social events, team building, Christmas party and others.
Catch the problems in their beginning and keep an eye on your troubled employees.
Support project work in the name of mobility, employee flexibility and team spirit.
As a manager, you influence all employees with your attitude. If you work with enthusiasm, they will work with enthusiasm as well.
When praising, let it be sincere, timely, and public. Demonstrate what type of behavior is tolerated in the organization. Conversely, the critism must be done in private.
The motivating manager knows how to have fun with his employees – organize meetings or take your team to lunch.
Don’t be overconfident and accept open feedback from your employees.
Avoid to demonstrate special treatment to some of your employees.
Hire the right people. Those specialists who would fit into the organizational culture, who want to work for you and who are inspired to give their best.
It is extremely important for team members to set common goals together, to share roles and responsibilities among themselves. Moreover, they should be aware of their personal benefits from participating in this team.
As a manager, you need to be aware of external and internal conditions that could demotivate semployees. Strive to act preventively or limit their negative effects. Financial difficulties, health and family problems, as well as other personal challenges risk to distract the employee at work and demotivate them. Among the internal conditions that would also have a similar negative effect are the company’s bad reputation or financial instability, insecurity in mergers and acquisitions, work overload, unfair treatment, interpersonal conflicts and others. Demostrate empathy and help your employees cope with these challenges.
When you hire employees, make sure that they are sufficiently qualified or overqualified for the position. This will not only affect their motivation, but will also reflect on other team members. In case the employee is not qualified enough, he will probably find it harder and slower to deal with his duties, he will feel overwhelmed and tense. In the flipside,if an employee is overqualified, he is likely to feel underestimated, to feel that he is wasting time.
Be alert for signs of demotivation – absenteeism, inattention to detail, boredom, lack of enthusiasm, conflicts with colleagues or their avoidance, nervousness, negative body language. If you notice such, initiate a conversation with the employee. In this conversation it is very important to listen actively, not to judge, to offer your help and in the end to agree on the next steps.
Remember that demotivating an employee has a domino effect and can affect the people you work with directly. Having a demotivated employee can sway newcommers, customers, and if involved in the selection process, also potential future members of the organization.
When you are building a reward system, make sure all employees are involved with ideas and feedback at every stage. This system should be linked to organizational objectives, based on fair and objective criteria, tolerate not only the best performers, but all those who make an effort and achieve certain results. Last but not least, the system should maintain a balance between tangible and intangible incentives, between individual and team remuneration.
Intangible rewards can be classified as follows: private recognition (personal note or email, lunch invitation, additional day off), public recognition (a few words in the internal bulletin, intranet or team meeting), opportunities for personal development ( new responsibilities – leadership position, more freedom in decisions; chance to attend a training or seminar), a prize, gift or certificate.
Remuneration should be based on realistic and objective criteria and revised periodically. Remember that money does not completely solve problems and higher rewards will not necessarily motivate and retain your valuable employees. Plus, you can’t increase pay indefinitely. In order to achieve the maximum effect, it is extremely important that the material rewards are accompanied by intangible ones (at least with praise for a job well done).
Team leads, line and all managers must motivate the employees with their personality and attitude. They must be open, fair, confident, courageous, visionary, direct, caring for and developing their employees.
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