Implementation of non-material motivation
Posted: Mon Jan 20, 2025 4:03 am
Material rewards, although effective, do not maintain motivation for long, and not all employees can be equally motivated by financial factors. For example, one employee may try to earn more because of a mortgage, while another will be satisfied with an average salary, but is more interested in career growth, fame, or the opportunity to spend time with their family. Thus, to achieve better results, monetary motivation should be combined with non-material motivation.
Career advancement
Career advancement usually involves promotion, for example, an assistant first becomes a manager, then a senior and leading specialist, and then a department head. However, in small companies there are often no vacancies, therefore, there is no prospect of upward development. In this situation, the method of creating a career ladder not upward, but in width will do.
Career advancement
For example, let's consider the the benefits of using our teacher database situation: the position of sales manager is divided into three categories, where each of them is characterized by an increased salary, more significant coefficients, and the presence of additional benefits.
Methods of implementation:
Bring the employee up to speed; he must be aware of the development prospects in your company;
tell him what knowledge he should have for career advancement;
develop a joint, clear plan for its development in your company.
Advanced training, education
By developing your employees’ skills and competencies, you can stimulate their desire for professional growth. By organizing staff training, you give people the opportunity to realize their importance and understand that they can continue to develop and grow within the company, even while remaining in the same position. In addition, it is always interesting to evaluate your personal and professional growth using the “before/after” method.
Methods of implementation:
identify employees' weaknesses and provide them with constructive feedback and recommendations for improvement;
develop individual training plans for sales department employees, taking into account the tasks assigned to them and the necessary skills to complete them (for this, you can use the services of an HR company);
Set skill development priorities for each person over a given period (2-4 per year);
Using this information, find a specialist (an employee of your company or an outside consultant) responsible for training employees, select suitable literature or, perhaps, purchase a training course - it all depends on corporate practices and financial capabilities.
Conduct training sessions to practice salespeople's communication skills with customers and teach them the specifics of sales, taking into account the product's properties.
Career advancement
Career advancement usually involves promotion, for example, an assistant first becomes a manager, then a senior and leading specialist, and then a department head. However, in small companies there are often no vacancies, therefore, there is no prospect of upward development. In this situation, the method of creating a career ladder not upward, but in width will do.
Career advancement
For example, let's consider the the benefits of using our teacher database situation: the position of sales manager is divided into three categories, where each of them is characterized by an increased salary, more significant coefficients, and the presence of additional benefits.
Methods of implementation:
Bring the employee up to speed; he must be aware of the development prospects in your company;
tell him what knowledge he should have for career advancement;
develop a joint, clear plan for its development in your company.
Advanced training, education
By developing your employees’ skills and competencies, you can stimulate their desire for professional growth. By organizing staff training, you give people the opportunity to realize their importance and understand that they can continue to develop and grow within the company, even while remaining in the same position. In addition, it is always interesting to evaluate your personal and professional growth using the “before/after” method.
Methods of implementation:
identify employees' weaknesses and provide them with constructive feedback and recommendations for improvement;
develop individual training plans for sales department employees, taking into account the tasks assigned to them and the necessary skills to complete them (for this, you can use the services of an HR company);
Set skill development priorities for each person over a given period (2-4 per year);
Using this information, find a specialist (an employee of your company or an outside consultant) responsible for training employees, select suitable literature or, perhaps, purchase a training course - it all depends on corporate practices and financial capabilities.
Conduct training sessions to practice salespeople's communication skills with customers and teach them the specifics of sales, taking into account the product's properties.