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A well-thought-out system of personnel motivation in an organization allows you to control the behavior of employees, create conditions for the prosperity of the enterprise.

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Goals and objectives

The main goal of the personnel motivation system is to stimulate the activities of personnel in order to increase productivity.

A motivated worker performs better professional duties, and this has a beneficial effect on the profit of the company as a result.

The main tasks of the motivation system:

• stimulate Professional Development and growth in the qualifications of workers;
• optimize personnel costs;
• ensure employee loyalty and staff stability;
• to orient employees towards solving the strategic tasks of the company;
• stimulate efficient work each employee;
• attract highly qualified specialists to the company.

Kinds

There are various systems of motivation. So, it is customary to distinguish models according to the place of their application. The most popular are Japanese, American and Western European models of motivation systems.

Domestic science and practice cannot yet boast of unique knowledge on how to develop such a system of incentives. This is largely due to the fact that for a long time there were no incentive measures, except for an additional bonus and a social package.

stand apart certain types systems for evaluating the effectiveness of personnel - for example, a scoring model.

scoring

When using a point incentive system, employees are given points for the performance of labor functions.

With their help, you can evaluate the abilities of a particular employee, as well as such important qualities as responsibility, diligence, ability to work in a team.

At the end of the billing period, employees receive a bonus in accordance with the points scored.

Let's explain this scheme in practice:

• the incentive payment fund is 60 thousand rubles;
• number of employees in the state - 3;
• for failure to complete tasks, the employee receives 0 points, for completed without comments - 1 (we use a simplified rating system);
• the maximum number of points is 14 (for all employees), 42 points (for the entire department).

So the first leader personnel service scored 12 points, manager - 10 points, HR specialist - 13 points.

We use the formula:

(maximum amount of incentive payments / total number of points) * total points of a particular employee = amount of remuneration

For the 1st employee: (60 thousand/42) * 12 = 17143 rubles.

For the 2nd employee: (60 thousand/42) * 10 = 14286 rubles.

For the 3rd employee: (60 thousand/42) * 13 = 18571 rubles.

Japanese

Japanese managers are striving to create a system that would be aimed at organizing group work, education of collectivism.

Their model plays a significant role quality indicator. After all, it helps to increase the profit of the company. To achieve this goal, corporations use effective systems of wages, analysis of the organization of jobs, certification of workers, etc.

The peculiarity of the Japanese system is that it highlights the loyalty of its employees to companies.

Employees are identified with the firm they work for. At the same time, each employee is sure that he is a significant person for his company and its fate depends on his actions.

To prevent employees from leaving for another firm, a remuneration system based on seniority is applied. Employees also receive bonuses twice a year and regularly improve their skills.

In general, the remuneration system is built not only on the length of service, but also taking into account other indicators, including the qualifications of the employee and the effectiveness of his activities.

The personnel motivation system, as we discussed earlier, is a set of tasks. Their solution allows high efficiency workers' labor.

The system is developed at a particular enterprise, taking into account the specifics of the activity, the organization of the state, etc.

Structure and elements

The corporate system of motivation and incentives for the personnel of the organization consists of the following elements:

• goals and objectives (results that the company seeks to obtain);
• the strategy and policy of the company in this area, taking into account the long-term goals of the development of the organization and the time to achieve them;
• principles of motivation and stimulation of labor;
• system functions - regulation, planning, organization, coordination and regulation, motivation and stimulation, control, accounting, analysis;
• system structure (and non-financial incentives);
• system formation technology.

Approximate scheme of the motivation system in the organization

Tools

Tools are those types of incentives that can influence the motivation of staff. They can be tangible and intangible. Among them there are those that directly depend on specific results of labor, for example, bonuses.

Indirect motivation tools are also used - reimbursement of expenses for communication, food, travel, etc.

They are used to increase employee loyalty, reduce staff turnover.

Indirect tools do not depend on the results of work and are determined by the status or rank of the employee.

Development and construction features (step by step algorithm)

In the process of creating a personnel motivation system, the following stages can be distinguished:

• formation of the company's goals and objectives in this area, approval of those indicators that can clearly demonstrate the result of each employee's activities;
• approval of the tariff scale;
• determination of the tools that are planned to be used in the personnel motivation system;
• evaluation of the effectiveness of each employee;
• establishing the relationship between performance and remuneration.

Analysis and economic efficiency

Analysis modern system motivation is necessary in order to assess whether employees are affected by it, whether their reaction to the impact of the motivation system corresponds to the expectations of management, etc. For this, various techniques are used - for example, analysis of variance for related samples.

The motivation system provides for certain costs for incentive instruments. That is why organizations need to track cost effectiveness.

A company is interested in an employee as long as he earns more for the company than the company spends on him.

Assessment steps

The personnel motivation system is being evaluated in several stages:

• Stage 1. At this stage, the existing system of motivation and stimulation of personnel in the organization is evaluated. The company conducts a survey of employees in order to analyze the effect of tangible and intangible factors.
• Stage 2. Questionnaires of participants are transferred to the employees who will carry out the assessment.
• Stage 3. Processing questionnaires, calculating the average score for each factor.
• Stage 4. Analysis of each factor by which the motivation of the company's employees is carried out. First of all, it is necessary to pay attention to those of them that received the lowest estimated result.

Why might not work?

Many managers are interested in the question: "Why does the motivation system not work?". There can be many reasons for that.

Usually they boil down to the fact that the employer, when building it, is not at all interested in the opinion of his employees.

Conducting surveys, questionnaires will identify the needs of employees. Their satisfaction will serve as an excellent incentive for effective work.

Another one typical mistake- employees do not know the company's goals and strategy. Because of this, they cannot reconcile them with their own aspirations.

Example

One example of a successful and original construction of motivation is the Olympiad system, introduced in the Moscow trading network Enter. Employees earn points that are reflected in their own social network. Depending on the number of points, employees are assigned various incentives.

For different departments, different assessment indicators were approved:

• "Golden fever"(for the sales department, delivery service and warehouse teams) points are assigned depending on the key goals of the organization, for example, the sale of a certain type of product;
• Confession. Every month, employees who have achieved the best results receive medals and bonus points;
• "Imago". Provide for the collection of ideas for improving the activities of the company. Points are awarded for each useful suggestion;
• Workshops. Organization of master classes at the request of employees.

Problems of staff motivation in a crisis situation

Until recently, the issues of staff motivation were in the focus of attention of company directors and HR specialists. Now even a cursory analysis of information reviews on personnel management, as well as the proposals of most consulting companies, shows a new trend - staff reduction. The topic of staff reduction is actively discussed in the media as the main way to stabilize a company in a crisis, and through these discussions, the formation of new myths can be traced.

Myth 1: the personnel market ceases to be "overheated", now or very soon cheaper qualified personnel will appear on the market, then it will be possible to replace part of the personnel with stronger ones.

Myth 2: Now is not the time for innovation, it is necessary to close development projects and reduce the people hired to implement these projects.

Myth 3: people are afraid of losing their jobs, and this in itself motivates them to achieve the planned results.

Is it worth it in this case for companies to spend efforts on changing the motivation system?

We believe that such attitudes are more likely to weaken the company than to strengthen it.

Firstly, strong specialists are not fired even by companies that have already found themselves at the “edge” of the crisis. A crisis is a temporary and finite phenomenon, and weakening a company's human resources potential means depriving it of a chance for a "breakthrough" when market conditions become more favorable. First of all, managers seek to reduce the personnel whose contribution to the company's performance is not obvious. Of course, from those market segments that have suffered significantly as a result of the crisis ( financial sector, construction and development firms, insurance companies) entered the personnel market qualified specialists ready to go for a significant reduction in personal income. But experienced HR directors are in no hurry to break up existing teams and replace them, fearing that after the crisis is over, these employees will start looking for their usual level of remuneration. In addition, the crisis somehow began to forget that the current demographic situation, namely the decline in the number of able-bodied population in our country, remained at the same level. Therefore, it is not necessary to count on a serious and long-term reduction in the “personnel shortage”. It is obvious that today one of the urgent tasks of companies, despite all the difficulties, is the maximum retention of effective employees.

Secondly, we can conditionally distinguish two main strategies for the behavior of companies in a crisis, directly dependent on their financial stability. If a company does not have the resources to “wait out the crisis” without significant losses, then the only survival strategy for them is total cost reduction. But at the same time, a number of managers seek not to close development projects, but to “freeze”, thereby preserving for their company the opportunity to return to them in the future. For companies with a financial cushion, the crisis is the time to act, the time to make innovative changes that increase efficiency and reduce costs, but by optimizing rather than eliminating directions. The crisis in this context is the search for paradoxical solutions, the creation of new directions, and the increase in the efficiency of existing ones.

And again the task arises to motivate people to find solutions to improve the performance of the enterprise.

Third, the real threat to the stability of the company is a disoriented and demotivated team. The flow of negative information broadcast by various media, forecasts and promises of analysts, contribute to a feeling of insecurity among company employees, and, ultimately, may affect their productivity. Fear of uncertainty, fear of losing a job can destroy even a close-knit team. Therefore, in the complex of anti-crisis measures, work with personnel motivation is given one of the leading places.

What measures should the manager take in order to prevent demotivation of the staff?

In the complex of anti-crisis measures, work on personnel motivation is focused around two main tasks: stabilization of personnel (moral climate in the team) and change in the system material motivation.

Regardless of the chosen strategy of behavior, the first and necessary action aimed at stabilizing the staff is to openly inform employees about the current state of affairs in the company and planned anti-crisis measures. In times of crisis, more than ever people need certainty and confidence that management has a plan of action. Even if it means voicing "unpopular measures," it's much better than the unknown. It is important to explain why these measures were taken, what are the company's future prospects. It is optimal when this information comes from the first person of the enterprise. Forms of submission of such information may vary depending on the size of the company. If the firm is small, then it would be appropriate for the manager to personally address employees during general meeting. In large companies, written appeals are used. It is important to explain to employees current situation, indicate which anti-crisis measures plans to undertake, as well as list the expectations of management from employees in connection with the current situation.

Until the instability situation passes, communication between the manager and employees should be regular: weekly or monthly. These can be reporting meetings, letters from management, reports on the results of the company's activities for the period (based on employee reports). This is not difficult to do, provided that the company has a reporting system. Regularly informing the team that anti-crisis measures and joint work bring results motivates people to overcome difficulties.

In addition to non-material support, an important anti-crisis tool for many companies is to change the system of material motivation. And here a number of difficulties often arise. On the one hand, indicators that were important in a stable period lose their relevance in a crisis, and this entails the need to adjust the entire wage system. On the other hand, an effective payment system must meet the following requirements:

• encourage employees to achieve the goals set by the company's management;
• be "green"
• employees should understand what their income consists of, what the company expects from them, what actions they can take to increase their wages;
• be “transparent” for performers, for this, the motivation system often includes the possibility of an employee independently calculating current earnings and predicting the amount of his salary at the end of the month;
• A balanced employee motivation scheme should be beneficial for both the company and the employee himself.

Development of a motivation system taking into account all necessary requirements difficult and resource-intensive task. The main difficulties arise when it is necessary to quickly modify the wage system, which consists of several indicators.

As a rule, wage systems consist of two parts. constant part(salary) and variable part (bonuses). Due to the latter, the personnel incentive system is “tuned” to achieve results that are significant for the company.

In some cases, a company may allocate a bonus fund for a unit, which the manager redistributes among employees independently through the KTU system (labor participation rate).

The most “fine” adjustment of material motivation is carried out by developing a system of key performance indicators (KPI) for example:

• volume of sales
• amount of accounts receivable
• average term existence of debt in days
• number of debtors with arrears

KPIs can be based both on the actual performance of indicators, and on the ratio of actual indicators to planned ones. Accruals for indicators can be calculated using a scale of values, for example, for "sales volume":

Complex motivation schemes include several target indicators, for each of which the allowable values ​​and their weight are determined, depending on the company's goals.

When a company’s goals change, it is necessary to reconfigure bonus indicators, for example, if in a crisis situation companies rebuild the system of working with clients and stop selling on credit, indicators such as the amount of receivables or the number of debtors may cease to be significant. Or vice versa, if the company has the goal of tightening control over the return of debts, indicators of work with debtors may become more important. New indicators may also appear, for example, saving resources, creating new products or services.

Obviously, changing a complex system financial incentives requires the involvement of one of the most scarce resources in a crisis situation - time. If the payroll in the company is automated, the use of opportunities information system allows you to significantly reduce the time for changing motivational schemes, introducing new indicators.

An example of optimizing the remuneration system for employees of a trading company using the software product "1C: Salary and Human Resources Management 8"

Let's look at an example specific enterprise the possibility of developing a system of material motivation for sellers, adequate to the changed conditions using the configuration tools "Salary and Human Resources".

Application of planned indicators of the motivation system before the crisis

During the period of stable development of the economy, trading company "X" set planned targets for sales managers, on the basis of which a motivation system was built. The use of planned performance indicators entailed the need for a detailed and lengthy study of the motivational scheme. To achieve a balance of indicators, the weight part of each of them was determined depending on its significance, their relationship was assessed: the absence of duplication of the goals they were aimed at was checked. As a result, a motivation system was developed that encourages employees of the commercial service to overfulfill the sales plan.

One of the accruals of the wage system was a bonus, the value of which varied depending on the ratio of actual to planned output.

The use of motivation schemes involves a rather laborious calculation of employees' earnings. Application of the program "1C: Salary and Personnel Management 8" allows you to automate payroll and makes it possible to form analytical reports in terms of efficiency. So, according to the report "Analysis of indicators", the manager can evaluate the fulfillment of the planned indicator for each employee separately and for the entire unit as a whole (Fig. 1).

Fig.1

According to the analysis for 9 months of 2008, it can be seen that the percentage of plan fulfillment by employees was very different and ranged from 48 to 150 percent. However, there were no significant deviations from the planned values ​​for the unit as a whole. They varied from 94.87 to 102.73 percent.

You can determine the trend of changes in the value of sales using the data of the graph generated according to the report "Analysis of indicators" (Fig. 2).

Fig.2

On the basis of the schedule, the company's management came to the conclusion that for the division as a whole, the first five months of the year, the amount of sales revenue, on average, coincided with the planned figure. Since June, there has been a decline in sales activity associated with the start of summer holidays. However, even in September the amount of sales turned out to be slightly higher than the summer level, which was atypical for the beginning of autumn and became a harbinger of the coming economic crisis.

Entering the actual indicators of the motivation system to stimulate the work of sellers in a crisis

In the context of the economic crisis, it is impossible to predict the amount of planned revenue for a long period. The need for a timely response to market changes required a monthly adjustment of the decisions made. In this regard, it was decided to build a motivation scheme for sellers based on actual indicators. The percentage of revenue was chosen as the first motivational accrual:

The accrual "Percentage of revenue" created using the tool of arbitrary calculation formulas is shown in Figure 3.

Fig.3

In addition, it was important for the organization to keep during the crisis regular customers and, if possible, purchase new ones. Therefore, a significant measure of the effectiveness and qualifications of specialists was the number of transactions executed by them per month, as well as the number of primary transactions concluded.

It was decided to calculate the "Bonus for attracting new customers" reward depending on the scale of values ​​by the number of primary transactions. To form a formula for calculating the bonus, it is necessary to enter a scale for assessing primary transactions (Fig. 4), as well as the “Number of primary transactions” indicator (Fig. 5).

Fig.4

Since the task of attracting new customers becomes more difficult than under normal conditions, the size of the bonus for an employee is quite high (from 300 to 900 USD).

Fig.5

By entering the function "Estimate by (,)", we get the accrual formula (Fig. 6)

Fig.6

The "Bonus for the number of transactions" is calculated in the same way. Since the indicator "number of transactions" takes into account the number of transactions with previously attracted clients, it is less significant than the indicator "attracting new clients", and, consequently, the amount of remuneration varies in smaller amounts - from 150 to 450 USD. (Fig.7).

Fig.7

The bonus accrual for the number of transactions will look like this (Fig. 8)

Fig.8

To calculate the earnings of employees, the value of performance indicators can be specified in the information register "Value of indicators of motivation schemes" manually, or by downloading from a file. Values ​​can also be entered directly into the tabular section of the document “Payroll to employees” before its calculation. Diagram 1 shows possible options entering KPI values ​​for payroll calculation.

Scheme 1. Options for entering KPI values

At the same time, it should be noted that due to the automation of trading processes based on the 1C: Trade Management 8 program, the laboriousness of calculating motivational schemes is significantly reduced. Using the program allows you to automatically generate the values ​​of performance indicators in the course of the work of managers, and at the end of the month makes it possible to on a regular basis upload data on indicators to the “Salary and Human Resources Management” configuration.

The list of indicators on the basis of which it is possible to analyze the KPI values ​​is shown in Figure 9.

Fig.9

Choosing the optimal motivational scheme using the configuration tools "Salary and HR Management"

Today, it is necessary to make a decision to change the motivation system in a situation of limited time resources. Therefore, the possibility of real-time forecasting economic consequences its changes become relevant.

Indicators of motivation schemes

exist to calculate accruals and deductions. They are created by the user in the reference book "Indicators of motivation schemes". A maximum of five key figures are used for a formula of one calculation type. However, due to the fact that the indicator can be a predefined one - "Calculation base", which is the result of a different type of calculation, we can implement almost any formula.

"Settlement base " are the base accruals for the current type of calculation. Therefore, if you use the "Calculation base" indicator as a single parameter of the formula in the form of calculation, then first you need to fill in the "Basic accruals" tabular section.

Each indicator of the calculation formula can be characterized by the following features:

• The indicator type is the essence of the indicator:
  • Monetary;
  • Numerical;
  • Percentage - for calculations you need to convert to a number;
  • Tariff category - the user must specify the tariff category (ex. " Tariff categories"), and the exponent value is the size tariff rate, for the given category;
  • Evaluation scale. Represents a table in which you must specify the range ("From", "To") and the result ("Size"). The scale is rated as follows:
    • the evaluation scale is given the number "X";
    • in the evaluation table there is a line in which "X" is between the values ​​in the columns "From" and "To". It should be taken into account that the upper limits of the intervals specified in the scale ("by" column) do not participate in the comparison;
    • the number from the "Size" column is returned from the found string. The amount is set as an amount or percentage of payment, depending on whether the scale is numerical or percentage;
  • Ability to change - determines whether it is possible to change the value of the indicator when calculating wages;
  • Indicator type - determines whether the values ​​of indicators are entered individually or for a group of employees.

In ref. "Indicators of schemes of motivation" has several predefined elements. The user cannot set characteristics for them. Such elements serve to describe schemes that are automatically calculated by the system when calculating payroll:

• "Norm of time in days", "Norm of time in hours" - is calculated as the time according to the employee's work schedule;
• "Time in days", "Time in hours" - is calculated as the time according to the work schedule minus deviations, that is, taking into account displacements;
• "Settlement base" - is calculated as the sum of the base charges for the current type of calculation;
• "Piece work" - is calculated as the sum of accruals entered by the documents "Piece work order" for the current employee;
• "Zero" - zero amount, for example, to reflect unpaid absenteeism;
• "Work experience" - is calculated as the number of months, starting from the month of employment.

Entering indicator values

Depending on the specified input order, the indicator values ​​can be set:

• For a long period of time (when hiring, personnel movements). They are set by personnel documents.
• For the month of calculation (sales income). You can enter them:
  • In the process of payroll calculation (doc. "Payroll to employees", "Payroll to employees of organizations");
  • Before calculation (information register "Values ​​of indicators of motivation schemes"). You can enter data into the register manually or download it from external files.

Staff motivation -

These are wage terms. They contain a set of accruals and deductions, the amount of which is calculated every month and amounts to the amount payable to the employee. A set may consist of one or more accruals. The types of accruals and deductions are combined into semantic groups that are assigned to employees hired for a specific position or workplace (position in a unit) and are called motivation schemes.

Motivation schemes

Motivation Scheme- this is a list of accruals (possibly deductions) for a specific workplace or a specific position in any unit. It is used to facilitate filling personnel documents. Motivation schemes can be used for the purposes of managerial and regulated accounting. Motivation schemes are formed according to:

• "administrative" structure - by responsibility centers;
• structure of organizations - by structure legal entities.

Formation of motivation schemes

Motivation schemes created by the user are stored in the information register "Employee motivation schemes". New entries are entered manually or by means of processing "Personnel motivation" and "Increment step by step entry of motivation scheme". At the beginning of work, you need to set the formation mode:

• by responsibility centers - when creating motivation schemes, the choice of types of calculation will be carried out from the plan of types of calculation "Administrative accruals" (accruals of the enterprise), and the selection of departments from the directory "Departments";
• by the structure of legal entities - when creating motivation schemes, the choice of types of calculation will be carried out from the plan of types of calculation "Basic accruals of the organization", and the selection of divisions from the directory "Divisions of the organization";

The position in both cases is selected from the reference. "Positions of the organization". By changing the formation mode, you can simultaneously create motivation schemes for managerial and regulated accounting.

At the top of the processing ("Positions" window), it is necessary to make accruals for specific positions, without linking them to departments. To create a motivation scheme, you need to place the cursor on the position for which accrual data is entered, then enter information about the type of calculation (the button "Post motivation schemes" - "Add calculation type"). If you do not need to enter data on positions, then you can "collapse" the upper part of the processing ("Hide motivation schemes by positions" button). In the main part of processing, depending on the mode, we see a tree of departments of an enterprise or a specified organization. For a dedicated unit, motivation schemes are created in the context of positions.

When motivation schemes are formed, you can perform additional actions such as viewing the staffing table, filling in the list of positions in departments of organizations according to staffing(if it is formed).

Choosing a motivation scheme

In the configuration, there is a mechanism for modeling several options for the wage system, comparing them and choosing the most suitable one. It is based on the creation of several motivation schemes for each workplace. You can analyze several motivation schemes Possibility if you set the "Support multiple motivation schemes" flag. With this choice and installation in the "Personnel motivation" processing of the "By responsibility centers" mode, to create motivation schemes, you need to select an edited motivation scheme. There are choices such as "Basic Motivation Scheme", one of the temporary schemes. The analyzed variants of motivation schemes are entered in the reference. "Variants of schemes of motivation".

To be able to compare employee remuneration options for several schemes, you must enter the documents "Payroll for employees" for each of the analyzed schemes. The documents should set the flag "Calculation according to the temporary scheme of motivation", and also indicate the scheme. When the document is filled in automatically, the data on the employees of the enterprise and the data of the register "Employee motivation schemes" are used. When conducting documents ("according to a temporary scheme"), the results of the calculation are recorded in an outdated state, i.e. they are used for analysis only.

To spend comparative analysis accruals under different motivation schemes, it is convenient to use the "Analysis of motivation schemes" report. You can approve the selected scheme by processing "Approval of motivation schemes". When you click the "Approve" button, the document "Entering information on planned accruals and deductions of employees" is generated, recorded and posted on the machine. He terminates all accruals and deductions of employees, according to the units to which the approved scheme belongs, and assigns new accruals. Information about the automatic creation of the document is contained in the comment to it.

Cases of inefficient work of the motivation system. Typical situations in which incentive systems do not have the desired effect can be grouped into four main blocks:

• payment of "prizes"
• guaranteed bonuses,
• setting unattainable bonuses and
• reward for someone else's work.

Let's take a closer look at each of these groups and step by step diagram to redesign the motivation system of 3 main stages with expert comments on each of them.

Payment of "prize-prize"

The use of "prizes-prizes" is found in many sectors of the Russian economy. Distinctive feature of these awards is their unexpected nature. It is believed that the use of this kind of rewards is intended not only to increase the loyalty of employees, but also to motivate them to work actively during the next period.

However, there is usually no improvement in performance. In order for bonuses to give results, each employee must clearly understand what he received the bonus for and what tasks will allow him to count on it in the future. Otherwise, bonuses are perceived by the staff as an element of a lottery and do not lead to an increase in motivation expected by management.

Alexey Yereskovsky is a partner of AXES Management (Moscow).

One of the tasks of the motivation system is to manage the expectations of employees. A common mistake is that employees do not understand how the motivation system works and what needs to be done to get a bonus. In practice, there are cases when the calculation of the premium was performed using logarithms and integral calculations. Obviously, it is difficult for a sales manager or an employee of the procurement department to understand how such a bonus system will work. The proposed formula may be fair and correct, but not motivating.

Guaranteed premiums

The situation when employees consider bonuses based on performance as part of their salary is most typical for industrial enterprises that inherited the incentive system from Soviet times. Surveys conducted among employees of oil producing enterprises showed that when asked how much they receive, the majority named wages with a variable part, and not salary. This means that the existing incentive system does not orientate employees towards achieving any results. They perceive awards not as a bonus for Good work, but as integral part your monthly income.

At the same time, enterprise managers are in no hurry to combine the variable part with the salary, because they do not want to lose the tool of punishment for possible faults. Under the law, the employer does not have the right to "cut" the employee's salary, but it may well deprive him of the bonus. Such punishments are most often not of a systemic nature and, therefore, have nothing to do with incentives.

Timur Gadeev - Deputy executive director ZAO Euromanagement (Moscow).

It is sometimes considered that, since the management personnel of the organization perform key features, special conditions should be created for it.

For example, in one of the companies, employees of the management apparatus were completely transferred to salaries, increasing them by the size of the average monthly bonuses based on performance, and the bonuses themselves were canceled. Six months later, the company's leaders noticed that the management staff had ceased to work effectively, and returned the original conditions.

Unreachable bonuses

Creating an incentive system with excessive requirements can demotivate staff. If management tries to impose obligations on employees for which they are not ready to take responsibility, the desired result will still not be achieved. In our practice, there was a situation when the president of one of the largest industrial holdings in the field of FMCG annually set medium-term goals for the heads of territorial divisions and top managers, the achievement of which directly depended on the size of their annual bonuses. The list of goals was fairly standard - increasing turnover, market share, increasing profitability, reducing costs. However, the planned quantitative indicators were so difficult to achieve and far from reality that top managers did not even try to earn the promised bonus. They preferred to concentrate on current activities and independently formulate their goals and objectives, which led to decentralization and loss of control over the company. One of the possible solutions to this problem is the creation of a so-called incentive fork, when an employee receives different bonuses for achievable and hard-to-reach goals.

Ruslan Ilyasov - HR Director at Alfa-Bank (Moscow).

It is possible to solve the problem of unattainable goals if planning is carried out "bottom-up".

In this case, the joint use of progressive and regressive bonus scales is necessary. For example, for every 2% above the set plan, employee bonuses grow on a progressive scale, and when the plan is overfulfilled by 10%, then for every 2% overfulfillment, the bonus becomes smaller and smaller, that is, the regression scale works.

Thus, we declare that it is not necessary to underestimate the plans and then formally overfulfill them. At the same time, of course, the formulation of plans is controlled from above. Such a system allows you to achieve good results.

Alexey Ereskovsky. If a company sets unattainable goals for employees, this may indicate the following:

Management incompetence;

Management is trying to reduce the company's labor costs. If the goals are not achieved, you will not have to pay bonuses and, therefore, incur additional costs;

An attempt to correct the inflated self-esteem of employees.

However, if the goals are not achieved, the staff will not perform better. The less successful the company's employees, the more money you have to pay to keep them. This is the unspoken paradox of organizational psychology. It should also be added that employees associate 90% of cases of non-fulfillment of the plan not with their own inefficiency, but with the wrong behavior of managers or with an irresistible external force that the same manager did not take into account. Therefore, it is necessary to be very careful in assessing the achievability of goals.

Natalia Volodina - Deputy CEO for the personnel of the Moscow Nut Company.

Failure to achieve the set goals may be the result of not only miscalculations made in the development of the motivation system, but also errors in the selection of employees. For example, a company needs sales managers with a salary of $700 and an average monthly bonus of $300, that is, employees whose monthly total income will be $1,000.

Candidates are told during the interview that they will receive $700 plus an undisclosed bonus. The mistake is that the future employee may be a person whose salary expectations are exactly $700. At first, he may not be motivated to receive an existing bonus, which will primarily affect his performance. It should also be noted that in some organizations, the staff may not strive to achieve high performance if there is a “star-yes” employee.

An example of this is the system of motivation for sales managers, when the one who sells the most receives a bonus. There is always some kind of undisputed leader who regularly sells more products than the rest. Seeing such an example, the rest begin to think that they will not be able to sell more than it, and do not strive to work better. I believe that it is more appropriate to carry out bonuses based on other criteria, for example, based on the percentage of overfulfillment of an individual sales plan.

Award for someone else's work

The results of the work of employees of some departments are traditionally tied to consolidated business indicators. At the same time, the impact on these indicators of the activities of other departments is often not taken into account. In one of famous companies management was faced with the task of increasing sales. To solve it, the employees of the relevant department were encouraged with bonuses, the amount of which directly depended on the volume of sales.

At the same time, no incentives were provided for employees of other departments, whose activities directly affected the growth of sales. So, the shares of marketers gave financial results for which sales managers were actually rewarded. As a result, both groups of employees were demotivated: employees of the sales department due to the fact that the money they earned was easy to get, and specialists of the marketing department due to the lack of appropriate remuneration.

Causes of errors

Most of the situations described above are due to errors made at the design stage. Let us highlight the main reasons why the enterprise creates “problem” incentive systems.

Incentive metrics are not linked to business objectives.

Although different departments may have different incentive schemes, it is essential that all of them are aligned with the goals of the company. At one of the enterprises that carried out the complex provision of services, it was decided to link the incentive system with the indicator of profitability of individual divisions. This led to a violation of the manufacturability of the process of providing services in the company, as the divisions sought to sell their services as actively as possible on foreign market to the detriment of business needs. In fact, it was necessary to use such a system of incentives, in which the bonus is primarily focused on the implementation of established plans.

Timur Gadeev. There are quite a few examples of incorrect setting of goals to which the remuneration of employees is tied. On one industrial enterprise in accordance with the regulation on remuneration, drivers in the event of a car downtime due to repairs received wages at the rates of repairmen, which were three times lower than the rate of the driver. This was done in order to encourage drivers to work without accidents. Thus, the goal was the maximum return on the use of vehicles, and not its most efficient use. Since the management did not establish proper control over the situation, the drivers tried at all costs to avoid downtime of cars due to repairs, including planned ones, and the equipment very soon turned out to be beyond repair. With the correct operation of the machines, it would be possible to significantly extend the life of their use and save on capital investments.

There is no quantitative assessment of employee performance indicators. There is an opinion that the effectiveness of many activities cannot be measured. As a result, a subjective assessment of the effectiveness of the work of employees is used, which often has a demotivating effect. With absence quantitative indicators activities (revenue, production volume, number of customers) should be used point systems estimates. It is always possible to single out employee performance indicators, group them into categories and evaluate them in points, describing in advance what a particular point is assigned for.

Natalia Volodina. It can be a big mistake to use expert assessments activities of employees or departments based on points, without describing the order of their assignment. This situation arose during the competition for the best team among production units. Several evaluation criteria were identified (productivity, sanitation and hygiene, quality, etc.), which were evaluated in points. The lack of a description of the scoring system led to disappointment among the employees of the non-winning teams, and the event, instead of stimulating effective work, reduced staff loyalty to the competition in subsequent periods. The current situation required clarification of the criteria and principles of evaluation.

Thus, the quality of customer service is perceived by many managers as an immeasurable and subjective indicator. However, to evaluate it, one can use the practice trading companies where a number of quality measurement methods are used. For example, an employee who is unfamiliar to the store staff (“unknown customer”) visits it and fills out a questionnaire (check list). The questionnaire contains indicators that characterize the behavior of the staff (for example, the question “Did you come up with an offer to help you choose a product?”) And the quality of the exposure (presence of dust, empty shelves). Each indicator is evaluated by an "unknown buyer" in points according to a scale developed by the company's experts. At the same time, the maximum possible number of points, as a rule, is not the same, since it depends on the degree of importance of the indicator. Based on the data obtained, a total score is calculated, reflecting the quality of the work of the store staff.

Alexey Ereskovsky. One of the mistakes in the design of motivation systems is that managers receive large unformalized powers to influence the size of employees' wages. In other words, employees are rewarded by the manager based on subjective assessments of productivity, qualifications, competence, etc. As a result, an employee’s salary is 80% dependent on the subjective assessments of management, which leads to ineffective motivation and a complete loss of loyalty. In practice, the motivation system is adjusted to the company management system and the leadership system. If the leader has weaknesses leadership qualities and his decisions are not considered by employees as justified and correct, then remuneration of personnel should be more focused on objective, unambiguously measurable indicators.

However, building a motivation system based on formulas and precisely calculated indicators is also fraught with dangers. So, in one of the trading companies, the formula for remuneration of supply managers was strictly tied to inventory turnover and their cost, which completely suited the managers. They clearly understood what they would receive a bonus for and how to work with suppliers. But when it became necessary to work with new counterparties that were of strategic interest to the company, the management was unable to adjust the motivation system in a timely manner. Obviously, it is difficult to obtain favorable conditions from a new supplier and low prices. This affected the remuneration of purchasing managers, and they simply sabotaged work with strategically important suppliers. Creating a motivation system that is completely autonomous and does not require the participation of a manager and decision-making is one of the most serious mistakes made in the process of developing motivation methods.

Ruslan Ilyasov. It is very important to quickly track changes in goals and adjust the motivation system. For example, in a number of companies, sales managers receive a percentage of product sales. If a company plans to enter a new market, then not the whole system changes, but only the amount of bonuses. For example, if a manager receives 1% of the cost for a package of products sold in Moscow, then for the same quantity sold in a promising market for the company, he will already receive 3%.

Planning, execution and control of performance indicators are carried out by departments independently.

At one of the oil producing enterprises, the incentive system included monthly bonuses to employees for completing production plans. At the same time, the functions of drawing up plans, their implementation and preparation of reporting documents were assigned to one unit. Of course, according to the reports, the plans were met by 100% every month and bonuses were paid to all employees. In reviewing staff performance, the evaluators attempted to compare the content of the plans with the progress reports. It turned out that there were no plans at all. Obviously, when creating an incentive system, the functions of control, planning and execution should be distributed among different structural units.

Natalia Volodina. Our company hosts a monthly competition for the best sales representative(sales manager). Initially, the percentage of fulfillment of the sales plan was chosen as an indicator for evaluating the effectiveness of work. As a result, it turned out that the manager is able to influence the rate of implementation of the plan by negotiating with clients about the terms of payment. Subsequently, we complicated the system for determining the winner of the competition by introducing several additional criteria into it, such as the number of new customers and quantitative distribution.

The employee cannot influence the performance of the assigned tasks. This situation is quite common in trade, when as key indicator incentive store staff often used profit. However, this indicator largely depends on various uncontrollable factors, such as the location of the store. So, in well-located stores, the staff a priori receives much more than in not crowded, but strategically important for business. outlets. This imbalance can lead to many various problems associated with motivation. Therefore, when determining the indicators to which the personnel incentive system will be tied, it is necessary to answer the question: “Can an employee influence the indicator on which the size of his bonus depends?”

Timur Gadeev. An example of building a motivation system based on uncontrolled indicators can be a large regional energy company. The structure of the enterprise includes three types of branches:

generating - production of electricity and heat energy;

network - transmission of electricity;

sales - energy sales.

Bonus payments to employees of all branches included a bonus “for meeting the electricity generation plan”. In fact, only employees of generating units could really influence the achievement of this indicator. The staff of the other branches could not manage this indicator, but each quarter received their part of the bonus remuneration. When optimizing the bonus system, this indicator was excluded from the system for evaluating the performance of such units.

Stimulation of project activities according to the principles of the current

This error can be most clearly shown by the example consulting company whose activities are of a project nature. If in a company project managers are rewarded not according to the results of the project, but, for example, on a quarterly basis, then they are not interested in the result of the project, the timing of its execution and the receipt of money by the company. Therefore it is very important that project activity employees were rewarded strictly on the basis of results, and current activities designed to maintain continuity production process, was stimulated cyclically with a frequency of one month to a year, depending on the type of activity of the employee.

Ways to fix errors

As a rule, attempts to quickly correct the design errors of the incentive system, aimed at solving the identified problems, only complicate the situation. A qualitative change in the situation requires a complete or partial redesign of the incentive system and its re-implementation.

At the same time, managers should be prepared for the fact that redesigning the incentive system is a rather lengthy, complex and expensive process that requires strict adherence to the applied methodology and mandatory testing in one of the departments.

Therefore, it should be started only after managers are convinced that they correctly understand the causes of the problem and that the damage caused by the problem to the business is commensurate with the forthcoming time, financial and labor costs. It is also important to choose for the “pilot” implementation of the system the units and groups of personnel on which the success of the business most depends.

Alexey Ereskovsky. When developing a motivation system, it is necessary to strictly observe the following basic principles:

Pay for results or success;

Use uniform transparent rules governing the difference in income of various groups and categories of employees;

Manage employee expectations. If the created motivation system does not meet the expectations of employees, then it will not work;

Compete in the labor market: the compensation package should be formed taking into account the offers of key competitors.

After all fundamental decisions have been made, a “pilot” redesign can begin.

The step-by-step scheme of this process assumes the presence of three stages.

Stage 1. Description of the system "as is"

The main task of the first stage is to describe the existing powers, areas of responsibility and functional duties employees in order to prepare the basis for designing the necessary changes. At this stage it is necessary: ​​- to analyze existing system stimulation (analysis of documents and regulations, description of the actually used settlement mechanisms, correlation of the data obtained and systematization of information on existing discrepancies); - describe the functions of the unit and its performance indicators; - describe the existing roles of each employee in the implementation of the unit's functions (areas of responsibility, work performed, results, performance criteria).

Stage 2. Designing the target model (“the right way”)

Within the framework of the second stage, the basic principles of motivation of the department's employees are developed. For this you need:

Determine three or four medium-term business goals that the company plans to achieve through material incentives for staff (profit growth, productivity, product quality, etc.);

Develop a target behavior model for each employee. The target model should describe the role of the employee in the unit and the functions performed by him, the degree of his responsibility, the planned results and performance indicators;

Define targets stimulation;

Create appropriate incentive instruments;

Determine the list of changes in organizational activities divisions. It often turns out that it is necessary to revise the order of interaction of employees and redistribute responsibility.

Stage 3. Modeling and setting up a new motivation system

The main task of the third and final stage is to identify and eliminate all inaccuracies made in the development process new system stimulation.

To do this, follow these steps:

1. Recalculate wages employees for the past period (month, year) using the principles, mechanisms and elements of the new incentive system. This will allow concretizing incentive mechanisms to specific formulas for calculating the premium.

2. Calculate employee salaries for the future using the planned performance indicators. The calculations made allow us to assess the level of system adequacy and, if necessary, correct it.

Alexey Ereskovsky. If the motivation system is tested on the basis of historical data on the work of the company, then this can cause serious personnel problems, including a significant increase in turnover. For example, if a company introduces bonuses tied to revenue instead of a fixed salary for sales managers, this can lead to a significant increase in sales (two to three times). Accordingly, wages are increasing at the same rate. At the same time, modeling the work of the new motivation system based on historical data does not allow taking into account these trends. Therefore, in the future, usually after a year, the company's management reduces the amount of bonuses - this is the so-called rationing effect. Of course, the natural reaction of employees to worsening pay conditions is to look for a new job.

3. Fix new incentive mechanisms in the intracompany normative document that meets the requirements of labor and tax legislation.

4. Determine a plan for the transition to a new incentive system. When piloting a new system in one of the departments, an unmanned transition is sometimes used, that is, a one-time transfer of all employees of the department to the new incentive system. However, even within the same unit, such an introduction is likely to lead to highly undesirable social consequences. Therefore, a gradual transition is preferable. With such a transition, the adaptation of the new system is carried out within two to three months: payments to employees are made in accordance with the old incentive system, but in parallel, the calculation is provided in accordance with the principles and mechanisms of the new system.

Alexey Ereskovsky. The effectiveness of the created motivation system should be assessed according to three parameters: staff loyalty, the productivity of its activities, and the attractiveness of the company in the labor market. Staff loyalty is assessed within a month after the introduction of new motivational schemes based on the turnover rate. For example, after a new incentive system was announced in a major retail network, where the turnover rate was more than 50%, this figure dropped to zero within a few weeks.

It takes more time to evaluate productivity, which depends on the goals of the motivation system. If employees need to be focused on increasing the value of the company, it will take several years to see results, and if on increasing sales, then a quarter or six months. Attractiveness in the labor market is assessed on the basis of indicators such as the number of candidates for a vacancy or the percentage of employees who agree among those to whom the company has made an offer.

Timur Gadeev. It is not difficult to assess the effectiveness of the current motivation system if the company has Feedback employee-management. It is very important to give staff the opportunity to express their critical comments on the motivation approaches adopted. Periodically, it is advisable to conduct anonymous surveys in order to identify the level of satisfaction of employees with the conditions of remuneration.

5. Implement a plan for the transition to a new incentive system (pilot implementation). At this stage, the performance of new incentive mechanisms is tested and their operational adjustment is carried out. Properly informing employees about the progress of the pilot implementation can significantly mitigate resistance to change during large-scale implementation.

If the unit or group of personnel chosen for the pilot implementation is the only one in the company (for example, the marketing department or accounting department), then the redesign project can be considered completed and it is only necessary to evaluate the effectiveness of the new incentive system after some time.

However, in most cases, the pilot implementation is followed by replication of the new system to other similar departments and groups. Such a full-scale implementation is especially relevant for geographically distributed and vertically integrated holdings.

Ruslan Ilyasov. Five basic principles can be distinguished, the observance of which will create effective system motivation:

1. A clear understanding of the goals to be achieved;

2. Creation of a system that is understandable both to developers and to those whom it should motivate for effective work. In Alfa-Bank, in order to make the motivation system effective and really understandable to everyone, a working group, which consisted of about a hundred people. Employees were interviewed, department heads were given draft motivation schemes for consideration, etc.;

3. The motivating factor must be significant, that is, the bonus must be significant for the employee;

4. The remuneration is paid immediately after the achievement of the set goals;

5. Friendly and comfortable relations for employees in the team. Based on a study of a number of American companies it was found that employees of a company in which there are emotionally comfortable working conditions do not move to other companies where the environment is less friendly if the difference in wages does not exceed 30%. This highlights the importance of non-monetary incentives, which save the company significant funds.

Natalia Volodina. When creating a motivation system, we are guided by the following principles:

Goal setting. We need to clearly understand why we motivate people, the whole system of motivation will depend on this;

Analysis of the practice of motivation of similar enterprises in the industry (benchmarking);

Mandatory involvement of key employees and heads of departments in the development of a motivation system;

Limited experimental period. If the motivation system does not work, you need to be able to abandon it. We do not announce to employees that a pilot project is underway. It simply indicates the period for which new motivational tools are introduced. If the created employee incentive system works well, then you can always extend its validity.

In conclusion, I would like to note that the redesign and adjustment of the motivation system is a process, if not continuous, then at least cyclical. Companies are constantly developing, their market environment is changing, new tasks are set for the business as a whole and for individual divisions. Over time, existing incentive mechanisms inevitably lose their relevance and effectiveness. Therefore, it is very important to periodically monitor the performance of the incentive system and its compliance with the goals and objectives of the business. Then the redesign process will be planned, not emergency.