Motivation is a combination external factors and the internal needs of a person, which force a person to take some action in order to stay in the comfort zone, to achieve the goal. Stimulation is a tool by which the manager forms the desire of the staff to achieve, first of all, the goals of the organization. For this, two types of stimulation are used:

• Financial incentive
• Non-financial incentives

In a rapidly changing modern world approaches to stimulation and motivation are also changing, but not so fast. Basically, these approaches have remained the same, perhaps only slightly modified methods of stimulation.

The main forms of material and non-material motivation of personnel

As mentioned above, the types of motivation can be material and non-material. Material incentives are always limited by the organization's budget, but for the bulk of employees it is a fundamental method of stimulation. Fair remuneration, distribution of profits, a flexible system of incentive payments and bonuses - should form a sense of stability and security in the team, arouse a desire to continue working in this company. And for those who have risen one step up the career ladder, a dominant should be formed for the high performance of their own activities and the people who are subordinate to him.

A variety of non-material methods of motivation depends on the strength of the leader's imagination. There are no restrictions here: from verbal encouragement to promotion of an employee up the career ladder. It is very important that non-material forms of incentives take place publicly - this mobilizes the employee for performance, inspires, and increases self-esteem. In fact, positive motivations are immunity from poorly performed work. But before deciding who and how to motivate, you need to get to know your team well.

Non-material motivation of personnel - concept and features

Non-material motivation is a set of incentive methods that do not require significant financial costs firms. Expenses will be unambiguous if you are not satisfied only with the oral praise of the distinguished person. It is important that these are minimized, and the effect is the maximum possible.
A feature of motivation, to a greater extent intangible, is publicity. This has a good educational moment, both for the person being encouraged and for the team as a whole.

Material motivation of personnel - concept and features.

Material motivation is the correspondence of the financial reward of the individual and the achieved planned performance indicators, the correct ratio of the main wages and additional incentive payments and bonuses.

Salary should be commensurate with the contribution of the employee to the achievement of high performance indicators of the company. In no case should wages be reduced after summarizing the results, if the amount of work for a particular employee has not decreased and there were no claims against him in the process of completing the task.

In addition to the main salary, there should be incentive payments - bonuses based on the results of the reporting period. It is important that team members understand the incentive payment system. For this economic department should develop an effective system for calculating incentive payments and bring this calculation to each employee. Only an informed employee makes a minimum of claims to the management, understanding why he and his colleagues received this or that stimulating additional payment or bonus.

Improving the system of material incentives for personnel

Improvement of the system of material incentives should take place constantly. Changing working conditions, volumes of work, requirements of higher organizations, reforms in legislation should also be reflected in the system of remuneration for members of the team. It is recommended to discuss changes in legislation, the dynamics of the company's activities, and new elements of the payment system at meetings. As a rule, it is necessary to analyze and evaluate the process of the company's activities without waiting end result so that motivation remains always relevant. And payment for the results must be timely, i.e. incentive payments and bonuses should be not only at the end of the year, but also based on the results of the month, quarter.

Ways of material and non-material motivation of personnel

The choice of motivation method depends on the management of the organization. As mentioned above, material - salary increase, bonuses for the reporting period and a system of monthly incentive payments.
In addition, non-material ways to stimulate employees depend on the power of the leaders' imagination. It can be:

• Providing flexible working hours;
• Additional paid leave for high results in work;
• Involvement in the management of the company;
• Promotion;
• Tuition payment;
• Travel expenses to and from work;
• Meals provided by the organization.

Given the consumer stereotype of the life of the population in the long term, the most effective for the majority of the population will still be material motivation, primarily the level of wages.

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Good afternoon Today we will have an interesting article on the non-material motivation of staff on our agenda. Much has already been said and written about this, however, the issue of increasing the dedication of employees without additional cash costs is quite acute for the manager. After all, the increase in wages sooner or later ceases to produce results. Moreover, an unreasonably high salary has a demotivating effect on the work of an employee: why work well when you can work “in a slipshod manner” and still get good money?

Therefore, in order to prevent such a situation, each company must create its own system of non-material motivation of personnel, which will be based on certain rules. More about them.

The system of non-material motivation of personnel - 5 basic rules for creating

1. Non-material motivation should solve the tactical tasks of your business

First of all, the incentives used should be aimed at solving specific problems that your business faces. For example, if you are developing a branch network, then you must form teams that can work according to the standards adopted at the main office. Accordingly, your non-material motivation should be aimed at training your employees, for example, attending trainings on effective communications and team building.

2. Non-material motivation should cover all categories of workers

In most cases, when we talk about motivation, the emphasis is on those people in a company or department who make a profit. However, we must not forget that in addition to them there are also accountants, secretaries, production workers. Not only motivational programs, but simply recognition of work, praise can be applied to such people.

3. Non-material motivation should take into account the stage of development of the company

In a small family business, enthusiasm is the main motivator. When the company moves to the next stage of its development, when there are more employees and some of the processes are formalized, motivational programs should be focused on recognizing the merits of each employee, but it is also important to take into account the possibility of collective recognition of services, for example, some department or division of the company.

4. The right choice of methods of non-material motivation of personnel

We often think that what motivates us will motivate others. But it's not. In order to select the right methods of motivation, you must first collect information about the true needs of employees. And in this case Abraham Maslow's pyramid of needs will help you. With its help, the system of non-material motivation of personnel acquires an understandable form. So, it is important to determine which needs for your employees are leading, and develop appropriate motivation factors.

• physiological needs. If it is important for an employee this group, it is necessary to provide him with a comfortable level of wages.
• The need for protection and security. For such people, it is important to organize a friendly atmosphere in the team. Accordingly, information about the negative components of the work should be minimized: bankruptcy, layoffs.
• Social needs. For employees in this category, it is important to receive support from colleagues and management, and it is also important for them to constantly be in the circle of people.
• The need for respect and self-respect. These employees need to be given constant attention. It is important for them to realize that their actions will be appreciated.
• The need for self-realization. This is the main need for creative employees. It is important for such people to engage in creative work. They are able to solve the most complex, non-standard problems.

And remember that any of your employees constantly wants something. And when the desired is achieved, the needs move to a higher level.

5. Novelty effect

Incentives should not become commonplace, because uniform incentive programs only depress your employees. Therefore, every six months it is worth coming up with some new motivational program.

Ways of non-material motivation of personnel

You can come up with a large number of different ways of non-material motivation of your employees, but we have tried to give you only the most effective of them. So, here they are.

• Motivating meetings
• Contests and competitions
• Congratulations on significant dates
• Service discounts
• Informing about achievements
• Incentive trips
• Peer ratings
• Help with family matters

And here are some more secrets of daily inspiration for your employees

• Greet employees by name
• Don't forget to say "Thank you" in letters and verbal communication.
• Reward employees with extra days off or let them leave early
• Bring something tasty to the office once a month: cake, pizza, sweets, apples
• Hang signs with the name of the employee at each work desk. People like to feel important
• Make sure you have the opportunity to listen to the employee, not just inform
• Develop a special reward for those people whose activities are usually overlooked
• Try once a week to arrange meetings with employees with whom you usually do not have the opportunity to communicate. Ask them about work, problems.
• Tell employees about some important issue and ask them to offer their solutions. In other words, to give you advice.

Based on the books by Bob Nelson "1001 Ways to Motivate an Employee" and "1001 Ways to Reward an Employee" (both - M. [et al.]: Williams, 2007)

Examples of non-material motivation of personnel from the life of some Russian companies

We have tried to collect for you the most striking examples of non-material motivation of employees that we have come across in various companies. We hope you find something interesting for yourself.

CEO speaking Viktor Nechiporenko, General Director of Krasny Telephone Information Service LLC, Moscow We are a small company, but we often need extra resources to work on projects. Here are some examples of non-material motivation of staff that we use. A flexible schedule that allows you to study and do household chores, which is relevant for our women's team. Some people prefer to start earlier, while others prefer to finish work later. For women, it is especially important to have an extra day off during the week to solve household problems (in this case, you can eliminate the need to take time off from work on personal matters). For the company, the main thing is that during the whole working day someone is in place. In addition, it is always possible to single out areas of work that an employee is able to do at home (for example, create databases). We offer employees who have reduced their working week, for an additional fee to perform a certain amount of work at home. Opportunity to work. I give people the opportunity to try themselves in another kind of activity (not in our company). The employee continues to work for us, but work time and not for full pay until he accepts final decision. We also have another practice of combining: we invite people to separate projects. Personal work area. The status of the employee appointed responsible for his area is increasing, the attitude of colleagues towards him is changing, the person is growing in his own eyes and, in addition, gaining managerial experience. In the summary, he will be able to write that he was responsible for the project or direction. And for the manager it becomes clear whether it is possible to entrust the employee with more responsible work. We in the company practice appointing employees as project managers, that is, they perform managerial functions temporarily, to solve a problem. Nice job title. We actively use this method. For example, a person does not want to be called, as we usually do, an operator. We called him the manager - he is happy and works with great pleasure. Participation in important meetings. It is clear that the presence of an employee at the negotiations is not necessary, but the very fact that you invited him with you and introduced him to your partners as a leading specialist increases his significance in your own eyes, in the eyes of partners, clients and colleagues. Of course, there is a danger that the employee uses the acquired connections for personal purposes. But if the company has created normal conditions, then for the sake of an extra two rubles, people will not run anywhere. Practice shows that a favorable climate at work is of great value to employees. Right of first choice. The employee you want to encourage can be the first to choose a vacation time, or an exhibition where he would like to work (more interesting, with a more convenient location, more acceptable working hours), or a client he would like to lead (it's no secret that clients are different - both pleasant and difficult). The rest of the employees choose from the rest. Personal assistance. We must try to respond to requests, for example, to advise literature, write a review on thesis, arrange an internship in the company. There was a case when I went to the institute to the son of my employee and, pretending to be a student's uncle, convinced the dean's office that the young man be allowed to take the exam (he himself did not know how to negotiate, and my mother panicked, as there was a threat of transfer to paid education). Seeking advice. If an employee can provide real help in solving any issue, it is worth asking him for advice - among other things, this will help him feel his importance and your respect. public gratitude. It's always nicer than eye-to-eye praise. Unfortunately, more often there are cases when more attention is paid to the shortcomings, and not to the merits.

Konstantin Melnikov, Head of Human Resources, 1C: VDGB, Moscow I consider attention to the personality of my employees, recognition of their success in the professional niche to be the most effective non-material motivation. In particular, you should take an individual approach to employees, personally congratulate them on their birthday - for example, a postcard signed by the CEO. You can emphasize the individuality of an employee - for example, thanks to a personalized camera, pen or other accessories. We also pay special attention to the public recognition of the success of our employees. Today, such methods of recognition as letters of honor or thanks in an order do not lose their relevance. I can also recommend master classes of the best specialists - they are interesting for the speakers themselves and very useful for the listeners.

Practice experience Alexey Gerasimenko, General Director of LLC CargoSoft, Moscow The scope of our company is the development of software projects. In such activities there is always an element of creativity. Consequently, the employee needs certain working conditions - they are also motivation factors: a well-equipped workplace, flexible schedule working day, the possibility of growth (and additional training), the maximum material reward, a healthy atmosphere in the team. I consider the main component of non-material incentives for employees to be a human attitude towards them - only in such a situation can one count on efficient work and appreciation of the team, and it's worth a lot. The human attitude is the obligatory recognition of merits, praise for the work done, understanding the difficulties and problems that arise during its implementation and, if possible, assistance in neutralizing these difficulties. Another important point: I always praise the employees for the work done both personally and with the whole team, and I always give examples of the successful implementation of a project in conversations, naming the distinguished employee. System financial incentives is used in our company only for the "production" department: programmers, designers and administrators. However, the company continues to develop and the motivation system may change over time.

Valery Porubov, General Director of OAO Shadrinsky House-Building Plant, Deputy General Director for the production of Technokeramika LLC, Shadrinsk (Kurgan region) In my opinion, taking care of employees is one of the primary responsibilities of a production manager. I adhere to this principle. At the heart of our motivation system are guarantees of stability and an honest, open attitude towards employees. Namely, the design is strictly according to Labor Code, clear payment of wages (twice a month). Gradually, we are building up our motivation system brick by brick: profit appeared - we provided the workers of the main and most numerous workshop (270 people) with free lunches (before that, they just gave out kefir, as it should be in production). In the near future (perhaps until the end of the year) - free lunches for employees of other shops. We have also recently renovated and refurbished the household building, where workers can relax, take a shower, go to the sauna, change clothes in comfortable locker rooms. It would seem that I have listed the obvious things, but we did not focus on them by chance. Again, the main thing is attention to employees. After all, if you do not create normal working conditions, employees will simply leave or will work carelessly. All the activities that we carry out to create positive motivation among our employees, the desire to work in our production, are always negotiated with the heads of workshops, that is, with those who work side by side with the workers every day. It is they who can tell what is relevant now, and what can wait a bit, what is really missing, and what is secondary. That is, we always proceed from the real needs of our employees and, as far as possible, provide them with exactly what they need, even if not immediately.

Valery Shagin, President of MITS, Moscow We tried different options for motivating employees, but many schemes were abandoned. For example, from health insurance, because it was not popular. Most likely, the reason is that the company then worked mainly young people. The money invested just disappeared. When I saw this, I introduced the 50:50 scheme (half of the amount is paid by the company, half by the employee), but it also did not take root. We are currently working on resuming free health insurance. Employees have become older, the need, in my opinion, is there. We also do away with free lunches. When we were in another office where there was a canteen, we paid food stamps to the staff. However, we encountered the fact that someone did not like lunch in the canteen and these employees asked to pay them the cost of coupons in cash.

We hope that after reading this article, you were able to answer your questions, as well as pick up interesting examples of non-material motivation of staff.

The modern realities of the economy are forcing company leaders to look for ways to stimulate the growth of the efficiency of their employees. Usually, to achieve such results, bonuses are paid and salaries are raised. This leads to the required return, but cannot be practiced for a long time. This kind of motivation can gradually turn into an expensive pleasure. Costs are on the rise. Therefore, non-material incentives, practiced in different countries peace.

How to stimulate the efficiency of your employees without increasing salaries and bonus payments. All about non-material incentives for staff.

What is meant by non-material motivation

Incentives, defined as intangible, include those types of incentives that do not require direct involvement. monetary resources. The value of a particular company for many of its employees lies not only in the amount of salary. People are also interested in something else:

• career growth;
• acceptable working conditions;
• friendly staff, etc.

Employees are ready to reciprocate if they feel that the company is interested in them. An increase in the level of loyalty is one of the few things that can be achieved through non-material incentives.

The proposed type of motivation is more relevant for that part of the staff that is interested in development that can lead to career growth. Labor collective heterogeneous. Some strive for something, while others serve a kind of duty imposed by the environment of existence. The latter want little: to receive a salary on time and nothing more. There can be no question of any development here. This makes it necessary to test employees in order to understand which category they belong to.

Types of Incentives

Usually, the classification of motivations within the team leads to the formation of two groups: material and non-material. At the same time, individual and collective incentives are distinguished.

Financial incentives do not require lengthy explanations. And so everything is clear. Prizes and various bonuses are given out. This has a positive effect on the quality of work, since monetary rewards are an effective incentive. At the same time, the system regulating wages requires an annual review. Employees must understand that they quality work will be rewarded under any circumstances.

As for non-material motivation, it can be of an indirect nature: paid holidays, sick leave, provision of health insurance, training aimed at increasing, etc.

Also, appropriate motivation is provided by:

• creating conditions for career development;
• recognition of the importance of employees, which is confirmed by gratitude and letters from the management;
• creating a comfortable environment within the team, strengthened at various events. Joint events unite employees, which ultimately leads to positive changes. The work of employees becomes more efficient.

In the West, the term team building is often used, denoting the process of team formation, which is done in order to successfully develop the company. Competitions are held, joint trips are organized, sports competitions are organized, and much more that could contribute to the so-called team building. As for companies from Russia, they are just beginning to join this type of practice.

If you think that non-material motivation does not require money spending on the part of the company, then you are mistaken. The implementation of activities that feed this kind of motivation cannot be carried out without investing funds. Although direct cash payments to employees in this case are not made.

The development of motivation without a material component must be carried out individually in accordance with certain factors that characterize a particular company. Should be considered corporate culture, development resources, goals and objectives. Important points include life position employees, their importance, gender and age. All this helps in identifying the priorities of employees in relation not only to work, but also to life.

The motivation system is largely based on the individuality of companies, but there are also general principles based on three principles:

1. The goals and objectives of a particular company are the basis for creating the type of system in question. It is necessary to introduce the selected incentive methods only when their effectiveness in terms of promoting strategic plans companies.
2. The resources and budget of the company are important elements, without which it is impossible to stimulate labor, even if it is intangible. For example, issuing certificates to employees confirming their advanced training can serve as a good motivating solution. But this is only available if there are funds for it.
3. When creating motivators, it is necessary to identify the individual needs of employees. It is impossible to operate with information received on the basis of inquiries of the average worker. This does not contribute to the efficiency of the system.

Types of non-material motivation

The success of the company is ensured not only by monetary rewards for employees. Intangible incentives are beginning to become increasingly important, which can be as follows:

1. Creation. It is necessary to create conditions for employees to express themselves. If a person has ambitions, then they must be realized. Employee training provides an opportunity to improve their quality. This should not be neglected.
2. Satisfaction. Working for a company is supposed to be satisfying. It is good if employees are involved in solving the problems of the company. They must have the right to vote.
3. Moral component. Physical fatigue and nervous overexertion require relaxation. It is necessary to help employees, which is achieved by providing additional free time, increasing the duration of vacation (?), making the work schedule more flexible, etc. Public rewards are important to maintain moral motivation. High-quality work should be confirmed by verbal thanks, certificates and medals.
4. Education. Increasing the level of skills (knowledge) of employees is costly, but it justifies itself. Increases labor efficiency when implemented in the company. The opportunity to improve their skills is valued by the majority of employees. Within the company, rotations associated with changing jobs are necessary.

Requirements for the incentive system

To create an effective incentive system, it is necessary that its functioning is consistent with the following:

1. Selected motivators are directed to solving priority problems.
2. The incentive methods defined within the framework of the system cover everyone: from workers in production to employees of management levels.
3. Non-financial incentives do not lag behind business development. The growth of the company is the movement from stage to stage and the solution of the corresponding tasks. The incentive system requires the same approach. Its development is natural.
4. Methods of non-material motivation correlate with the requests of employees. This can only be achieved if information is collected on the individual needs of the staff.
5. The concept of non-material incentives is changed on an annual basis. Over time, the motivation system becomes obsolete. She stops stimulating.

Personnel management on the example of Japan

The rapid development of the Japanese economy in the middle of the last century is due to how relations with personnel are built in this country. The success achieved is associated with three principles:

1. Guaranteed employment when a Japanese worker works all his life in one company.
2. Career growth depending on age and work experience.
3. Features of the trade union movement.

In Japan, collectivism is too developed. Employees of one company are almost family. Group psychology contributes to the solution of not only production problems, but also personal ones related to the achievement of individual goals.

Incentive system tools

Companies may define specific goals and principles of non-monetary motivation in different ways, but common set Almost all motivators are the same:

• benefits - reduction of working days. A scheme is gaining popularity when an employee is given the opportunity to use several days a year at his own discretion;
• events - celebrations, excursions and other types of collective pastime. They create a “family” atmosphere in the team, which positively affects the quality of work;
• recognition of merits - career growth and various incentives for those whose activity has significantly helped the development of the company;
• non-financial rewards - symbolic gifts, benefits, medical insurance, etc.

Material and non-material rewards, as well as mixed ones, are considered as incentives. However, they can be somewhat idiosyncratic.

material

1. Incentives of a material nature, aimed not at the employee, but at his household: a subscription to a salon, providing the possibility of additional education, etc.
2. For the lower echelon of employees, the bonus, for the middle - a percentage of profits and the top - ownership of the company's securities.
3. Solemn events, gifts and awards for those who have been working in the company for a long time.
4. Gift certificates giving the right to purchase goods in one or another trading network for the specified amount.
5. Subscription to magazine products of an expensive segment, membership in clubs and various kinds of associations, which is offered to the employee to choose from.
6. Lunch certificates that allow you to visit expensive restaurants with family members.
7. Specific gifts related to employees' hobbies.

Non-material incentives for employees

1. Thank you verbally.
2. Assignment of the title "Best Employee" at the end of the month.
3. Transfer to another job horizontally, when not career growth is expected, but providing more comfortable conditions work.
4. Hanging in a specially designated place for this thank you letters framed.
5. Placing on the bulletin board, located in the staff rest area, information that the encouraged employee performs on time and with high quality all the tasks that are assigned to him.
6. Planning work schedules and rest time, taking into account the wishes of the employee.
7. Placement of a photograph in a newspaper published by the company in the form of a corporate publication.
8. Issue a message about expressing gratitude for a good job.
9. Organization of ceremonial farewells for those who have proven themselves with positive side employees who leave the company due to a job change.
10. Expansion of the circle of powers without changing the workplace.
11. Writing to a personal file, which can be understood as work book(see?), thanks.

Mixed methods of rewarding staff

1. Creation of a photographic album reflecting the employee's work activity in it.
2. Symbolic gifts with inscriptions such as "Best Worker": a mug, a T-shirt, etc.
3. Original badge.
4. Stationery, different high quality execution, in the form of a passing pennant: from one employee to another as a result of labor success within a certain period (week, month).
5. Lunches, when proven employees meet at the same table with the company's management.
6. Referral to seminars or similar events outside the city where the company is located, the topics of which are of interest to the promoted employee.
7. Visiting exhibitions that differ in a certain specialization.
8. Training paid by the company, in view of possible career growth or expansion of existing powers.
9. Mentoring (paid) within the company, carried out at the level of colleagues.

As both the global and the experience of each of us show, monetary reward cannot be the only incentive for a person. Conscientious performance duties, enthusiasm in work, continuous improvement of a specialist, inspiration in his work - for this, a good salary, bonuses, and allowances are not enough. A whole system of non-material motivation should also stimulate the employee. What is it, what are its methods, methods, as well as specific examples, we will consider further.

What is this?

Non-material motivation is the style of personnel management with the use of various non-monetary incentives. This is a whole complex of social work, the main goals of which are:

It is a whole system with its own laws. We will talk about them further.

Basic Rules

The non-material motivation of the team is based on five basic rules:

Now let's move on to something more specific.

Maslow's motivation

A. Maslow's pyramid of needs is a good framework for non-material and material motivation of employees. Here it is important to determine (this is achieved with the help of simple psychological tests) which group is closer to the employee. Based on this, a motivation system is selected.

Needs	Incentive Example
Physiological	Decent salary.
Security, protection	Comfortable and friendly atmosphere in the team. A minimum of news about the problems of the company.
Social	Support from the team and management. A sense of community - joint events, holidays.
Respect and self respect	Approval from peers and boss. Constant attention to human achievements.
Self-realization	The opportunity to engage in creative, non-standard work. Solving complex and important tasks for the company.

Remember that each person soon or slowly moves up this pyramid. Therefore, with its development, incentive tools should also change.

TOP 10 ways to motivate

And now let's move on to examples of non-material motivation of employees:

The most effective methods of non-material motivation

A lot of employee incentive systems have been developed and are being developed. We present the most time-tested:

Motivation for every day

Inspiring employees is the daily task of a leader. Here are some simple tips on how to do it without much effort:

Non-standard motivation

The reward system can be unusual and original. From this, interest arises in it, in general, the mood of employees rises, and the microclimate becomes friendly. For example, some leaders practiced:

Classic Mistakes

Consider common mistakes, which managers allow when building a system of non-material motivation:

Examples from leaders

Now we present real examples non-material motivation, already successfully applied by managers:

Non-material motivation can be very different. The main thing is that it should not run counter to the interests of the company, it should seem attractive to every employee.