Interviewing staff

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Interviews help systematize information. Sometimes an employer, using non-material incentives, may believe that the bonuses provided are a necessity and there is no point in analyzing them. With the help of surveys, it is possible to determine who uses the benefits and how, which will allow for more effective budget management.

For example, the company provides free bahamas mobile phone numbers database parking spaces for staff. The interview showed that only some employees regularly leave their cars there, while the rest often work remotely or rarely come by their own transport.

To optimize costs, a manager may decide to reduce the number of paid parking spaces or eliminate this bonus entirely.

Conducting surveys may be unnecessary if the team is relatively small (30-50 people) and everyone works in the same office space. This tool is more often used in companies with more than 100 people on staff. This is necessary to systematize data and optimize expenses on non-material incentives for personnel.

In the case where the team is small (around 30 people), but performs tasks all over the world, sending individual emails or holding telephone conferences may be an inconvenient solution. In this context, it is wiser to organize a short interview that will allow you to systematize the expectations, interests and requests of specialists.

Analysis of the features and results of work
Clearly defined tasks and clear criteria for assessing performance help in matters of motivating subordinates. This is reflected in the objectivity of calculating the variable part of wages, bonuses and premiums.

If a new sales specialist is tasked with achieving a sales plan by 150%, he will most likely look for a new job. Achieving such a result seems unrealistic, so it is wiser to move to a company with more achievable and understandable indicators.

Objectively, the tasks to be solved can be set by department heads who have an understanding of the specifics of the work, know the production standards in a specific area and understand which KPIs can be accurately calculated. The table contains some examples from different industries.

Field of activity Tasks by which the achieved results can be measured
Bartender Average daily bill – 8000 ₽
Sales Management Specialist During the month, tables and chairs were sold for five institutions. Brought revenue of 4 million rubles
Database Analyst Prepared a detailed quarterly sales report for the marketing department
Head of Human Resources
Conducted training for sales and accounting department managers on setting tasks for subordinates.

Effectively allocated the budget for providing bonuses to employees

The more creative a specialist’s area of ​​activity, the more ambitious long-term tasks are set for him.

For an editor, a monthly plan might include clear tasks to write six short pieces, nine news stories, and three long, detailed articles.

The product management specialist will have the goal of bringing a new product to market within a year.

All employee performance evaluation criteria must be linked to overall business goals and enterprise strategy.