Staff motivation includes a set of incentives that determine the behavior of a particular individual. Therefore, this is a specific set of actions on the part of the manager aimed at improving the working capacity of employees and ways to attract qualified and talented specialists and retain them. Each employer independently determines the methods that encourage the entire team to be active to meet their own needs and achieve a common task. A motivated employee enjoys the work to which he is attached and feels joy with their soul and body (Petak, 2021). This cannot be achieved by force. Recognition of achievements and encouragement of employees is a complicated process that requires considering the quantity and quality of work and all the circumstances of the emergence and development of motives for behavior. Therefore, the manager needs to choose the right motivation system concerning subordinates, and each requires a unique approach.
It is important to conduct a competent assessment of employees from the beginning and identify their root motivation: what motivates you to work in the company, what inspires, and what demotivates on the contrary. Several mechanisms will help determine this. The manager can act on the principle of “top-down,” that is, to compare the business’s strategic goals with its current state and offer development options to employees if there is a need for this (Petak, 2021). For example, now the company produces about 1 million products per year. In two years, it is possible to increase the indicators to 2 million. In this case, the salary will increase. However, to achieve this, a manager need to pump specific skills to employees. Thus, a competence development plan is drawn up so that the brand can achieve its goals and at the same time develop its staff.
An individual approach is recommended to improve the efficiency of the team. For example, it can be personal conversations of everyone with a corporate psychologist to identify the current state of a person. Perhaps the employee does not need professional development, and their problems at the workplace are associated with an unhealthy atmosphere in the team, general fatigue, lack of motivation. In this case, the specialist may not need additional training but a complete vacation, a change in the work schedule, or new business goals. Thus, the employee will feel needed and will receive a charge of motivation.
The manager’s main task is to identify employees who need to upgrade their skills in the first place. These include those who have recently moved to a new, more responsible position or those who have been in the old one for a long time but do not yet understand where they would like to move on (Petak, 2021). Thus, it is obvious that such employees should be sent for retraining. There is a path with points A (where the employee is now) and B (the position that a person wants to come to in the company after a certain number of years). It helps to understand what skills and knowledge an employee must have in order to achieve their goal and strengthen the business with the help.
The right motivation does not always arise at the expense of a built-up reward system. For many employees, personal relationships with the team are more important. Some managers keep employees on charisma, respect for their person. People work for the benefit of the company because they consider it almost their home. At the same time, a productive strategy is based on aggregated analytics collected in one place (Petak, 2021). This is akin to an advanced dashboard: the manager needs a tool that visualizes and analyzes any data. A manager can analyze both information for the entire team and data for a specific employee with it. It is essential to study goals, engagement, skills, and then digitize everything and provide managers or HR specialists with tips on where to move a particular employee.
Reference
Petak, T. (2021). One thing managers need to do to inspire, excite, motivate, and retain employees – recognize strong work performance. American Society of Business and Behavioral Sciences, 28, 143-158.