Personal communication

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maksudasm
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Joined: Thu Jan 02, 2025 7:10 am

Personal communication

Post by maksudasm »

When organizing a personnel incentive system, various tools are used. They must be used thoughtfully and with caution, since the organization's staff may be different in both age and gender. For example, for young guys it will be an incentive to go on a hike, fishing, skiing for a few days, but for older women such events will probably be a burden. For them, a ticket to the theater, gifts for grandchildren are better.

There are four main ways to evaluate the choice of an incentive instrument.

Personal communication
No one understands employees components of a job seekers database better than their immediate supervisor. To do this, they will need to devote no more than one hour a week to each employee for personal communication. During the conversation, they discuss how the employee performs the tasks assigned to him, what he thinks about his work, and how the production process can be improved.

Once this form of communication becomes the norm for employees, they will begin to openly talk about what interests them. Thus, forms of staff incentives take on specific forms in the form of additional leave, salary increases, the opportunity to work remotely, career advancement, or simply a more comfortable workplace. If during a conversation, without focusing on the issue, an employee says that his desk lamp is broken, then the manager has no problem ordering a new one, and the person will feel the care of the boss.

Selection of staff incentive tools

The main task of the manager is to assess the current level of staff incentives. This allows you to understand whether the company meets the interests of employees. In a dialogue, the level of incentives is determined quite easily:

At the entry level, employees mostly talk about finances: salary increases, bonus payments;

the level of personal benefit implies questions about additional incentives that the organization can provide – compensation for food, vouchers to camps and sanatoriums, an expanded social package and other bonuses;

At a high level, employees talk about new ways of working and how they would like to solve the tasks at hand.

In the case of career growth, the manager must ensure that the employee can cope with new responsibilities.

When talking to specialists, it is worth focusing on the marshmallow test. This is an experiment where children were offered two marshmallows with the words that if they waited one hour, they would get both. When positioning this test on a work team, it should be understood that the higher the position an employee occupies, the harder he will have to work in order to get a result. Those people who are demotivated by waiting are not recommended for leadership positions. This is explained by the fact that they can simply burn out over a long distance.

This point is easy to determine by asking the applicant just a couple of questions: "What do you expect in the next two years? You have a fixed salary, there is a bonus, and what will you do?" The following option is assessed negatively: "Work off what I have." Based on such an answer, one can conclude that the person has no interest in the tasks set.

If there are a large number of people under your command, it is quite problematic to devote time to each employee. The average management norm is seven people. If there are more, for example, about 30, then the manager should create a close circle of 7-8 employees and try to make sure that it includes people who are respected by the entire team. Then this group, charged and loyal, motivates the rest of the team.
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