Copying models from other companies
We have already noted that it is impossible to create a universal motivation system. What worked in one company will not necessarily be effective in another. Blindly copying successful cases of other organizations is not the best strategy.
What to do:
An effective motivation model should be developed based on specific tasks, taking into account the characteristics of the product, production, business processes, the employee's life cycle in the company and the strategic goals of the enterprise. Only a comprehensive approach will allow you to select effective tools that stimulate staff to work better and more effectively.
For example, motivation norway email list methods popular in IT companies, such as no dress code, office break areas and flexible hours, may be unacceptable for manufacturing companies, banks and other traditional sectors.
Application of a single motivational model for all employees
The principle of "one size fits all" is not applicable within the framework of the motivation system. Each employee is an individual with unique interests, preferences and life goals, therefore, the methods of stimulation should be different.
It is important to consider the needs and preferences of all subordinates when creating a motivation system at the enterprise. Some employees are interested in developing in the professional sphere, others want to advance in their careers, and for others, the atmosphere in the team and the opportunity for informal communication are important. The foundation of the motivation model in the company can be uniform, but personal add-ons should be additionally taken into account. With this approach, each employee will feel their value and the significance of their contribution to the results of the enterprise.
What to do:
Communicate with your staff regularly to understand what can improve their work performance. For example, training needs can be determined by asking questions such as: “What tasks do you find difficult now?” or “What do you need to solve these tasks?” Perhaps employees lack the knowledge or skills to improve their productivity. They rarely initiate payment for training, so management should be proactive in this area.
Lack of feedback from employees
Many managers believe that motivation functions autonomously: an employee achieves a KPI, receives a bonus and incentives, understanding that his work is evaluated positively. But this is not enough. It is important to provide employees with comprehensive feedback, discussing the strengths and weaknesses of their work, indicating ways for further growth. This is necessary to maintain employee loyalty and form their ideas about development prospects. Feedback itself is a significant motivational tool. It should not be ignored.
What to do:
At meetings and appointments, focus on summing up the work, highlighting positive aspects and weak points. Regular and deep feedback helps employees understand the effectiveness of their work and see areas for growth.
It is important to remember that external professional motivation is a mutual process. The company should benefit from what is done for the staff. To do this, regularly evaluate the effectiveness of the motivational tools used and adjust them if necessary. If any method does not bring the expected results, it may be worth changing or eliminating it altogether.