Personnel motivation is an important and almost rhetorical question. That just entrepreneurs and managers have not tried to increase the activity, efficiency, loyalty of their employees ... And they play games, and they do competitions for the best seller, and the payment system is changed from a team to a personal one, and still the question of motivation remains the same eternal and relevant, as once asked by Nikolai Chernyshevsky “Who is to blame?” and “What to do?”. Practical answers to these questions are given by SR expert, business coach Kristina Wojciechowska.
To begin, let's clarify one important detail. At the consultations of managers on the development and implementation of HR strategies, one often hears a desire to use the new motivation program to make employees do more than what is written in their instructions, become more attentive to customers and colleagues, take the initiative and take responsibility for your results. This is a great desire, only this can not be achieved by the motivation system. This is pure employee loyalty. Let's look at the coast in the intricacies of concepts.
Motivation - this is an incentive for vigorous activity aimed at meeting the needs of a person, important or achieving the goals of the organization. The motivation of the staff does not guarantee you one hundred percent dedication to the process, it does not guarantee the awakening of highly moral (yes, there, just moral) principles. This is the same carrot that you want to get and, preferably, get it first from the team and, of course, the largest.
Motivating staff to achieve is quite simple. Today we will talk about simple and working ways of non-material motivation of staff. The problem is that motivation alone is often not enough, and managers start looking for something more than just “racing racing workhorses” - dedication, energy, interest in work, mutual assistance, ideas, the desire to grow and develop, and many more qualities that are not stimulated either by the payment system for the goods sold, or by short internal shares for the title "Best Seller of the Month". Unfortunately. In most cases, it is about employee loyalty.
Staff loyalty - a sufficiently comprehensive concept denoting the combination of a company and an employee, in which the latter is part of the whole system. Loyalty is an acceptance, a positive attitude of a person to a specific object or subject. Loyal employees carry out their duties + do a little more than they should, and do it on their own initiative.
Such employees approach the organization’s problems in a creative way, take responsibility, make every effort to achieve the goals of the company, and in general, have a positive attitude towards the organization, management and colleagues. At the heart of this is loyalty, the desire to be useful, the avoidance of what can do harm. Employee loyalty to the leader means showing respect for the bosses, recognition of the high level of his competence and authority. Perhaps a combination of the above with a feeling of sympathy, sympathy.
There are two main parameters of employee loyalty: compliance with unofficial rules that reflect the interests and goals of the company, and compliance with them without external pressure on the employee.
So, before undertaking changes or optimizing the staff’s work strategy, answer your main question: “Do you need employee motivation or their loyalty? Or do you want to implement both of these? ”It is very important to understand and draw up an action plan based on specific goals. This is the only way to get the necessary and long-term results, and not just a temporary solution to one problem - increasing sales.
Applied Tools for Intangible Motivation
Before talking about the applied tools of non-material motivation of employees, let’s say that not a single business tool is universal. The company is, first of all, the people who work in it, which means that it is a living organism, which needs its own approach. As with human treatment: you can swallow no-shpa without understanding the diagnosis, but you can see a doctor, undergo an examination, get a treatment plan and deal with your specific problem with the necessary medicines for you.
The company has the same story: if you want a healthy company, do not self-medicate, but turn to professionals. Moreover, in our case, the initial consultation and feedback is always free.
What tools of non-material motivation do we use in working with personnel in retail?
1. Competitions, contests, marathons
Any tasks that need to be solved for speed or quality, well stimulate employees. We all have buttons “excitement” and “I will do you all”, and for many years, leaders, developing systems of motivation, successfully press on them. And the employees are happy (contests really make the work more interesting), and the owners get the necessary results.
What contests can be? We take 4 as the basis for the main indicators in retail: the amount of sales for the period (day, week, month, quarter), the depth of the check (the number of positions in the check), the amount of the average check for the selected period and the increase in the above indicators per person, per shift or per store (depending on individual characteristics and needs).
I do not recommend setting up conversion competitions, as employees often begin to react sharply to customers who go shopping and “spoil” indicators, to children who run out and run several times, while parents choose shoes and, of course, those who stands in the doorway or looks in and immediately leaves. Perhaps you will have a different picture, but in my experience the competition in conversion, if it brings growth in sales, does not always exactly motivate - it raises the morale of the team.
Whatever indicator you choose, it is very important that the competition rules are thought out, spelled out and communicated to employees in the most detailed form possible. This will save you from misunderstanding and, as a result, not enough good results.
A very important detail of any motivational competition is the limited time. “Short-distance running” works well - contests that last 3-5 days, no more. If you started a long competition, say, for a month or three, or even more, think about what short tasks you can divide the competition so that your employees are in good shape all the time, and not be included a week before the end of the competition.
I will give an example. One of our new, but already well-established projects - a training marathon for sellers of retail stores "Sales at maximum speeds" clearly shows how the effect of competition works on the issue of motivation. The uniqueness of the project is that it is not a boring training in the six stages of sales in the audience, but this is a real competition “in the fields”. As in any competition, participants receive different 2 assignments once a week, focused on practicing different stages of sales, new phrases for effective contact, identifying needs, a competent and selling presentation, an effective method of working with objections and completing a transaction. At the end of each assignment, teams receive points and various valuable gifts (certificates to beauty salons and SPA, pizza and cakes to the store, gift cards of cosmetic stores, money for the phone), which, undoubtedly, stimulates participants to achieve greater and greater results. Add to this the training webinars with teams on sales techniques, working, non-standard phrases for communicating with a client, a cup for first place and a solid cash prize to the winning team - and employee motivation is growing, as are store sales.
This is based on the same indicators listed above: an increase in indicators, the amount and depth of a check, sales, the fastest sale of a certain position, etc. The excitement is also fueled by the fact that completely different stores from different cities and even countries participate in the competition, and only one, the strongest, takes the Champion's Cup. Of course, the participants give all the best to 100 to be the best of the best.
2. Internal points for success in sales
An interesting method of non-material motivation of staff is to accrue points to store employees for completing tasks of medium and high complexity. How it works? We select the indicators that “sink” in the store — for example, category C goods (what is sold poorly in the store, which goes to leftovers) or the same check depth, even the cleanliness in the store and the number of positive reviews can be used, and paint system of accruing additional points for performing more complex tasks. For example, selling a product from category A (hit or sale with a very big discount) gives the seller an 1 score, a product from category B (average sales for this position) earns 3 points, and for category C - 6 points. A similar point system can apply to the sale of sets, rolls, care, even less popular colors or styles can be taken into account and bring a different number of points.
Important: the rules must be clear, clear and communicated to employees in written and verbal form. The scoring system, unlike competitions, can have a large time frame or can even be introduced on an ongoing basis, but it still needs to be regularly (once every 2 week, month, quarter, half year, year) summarize the intermediate results and communicate information about the success of colleagues.
Of course, if you can get points, you can lose points. For what? For lateness, poor results of a visit of a mystery shopper, a mess in the hall, a decrease in performance, and negative reviews. The system of accrual and withdrawal of points must be thought out in advance and clearly spelled out, it is desirable that they be in a place visible to employees in the store.
Another trick that will serve well in matters of building a motivation system, and in particular, a result-oriented team as a whole: we praise everyone, we criticize one on one. Talk about the successes of employees to everyone, praise, encourage, reward, shake hands and fasten the “best” stars on the badges, applaud the whole team. But scolding with everyone is a dangerous business. Nobody wants to look bad in the eyes of others, which means that at the end of your fiery speech to the poor fellow, he will direct all his energy and energy not to change the situation for the better, but to prove it to everyone (behind your back, of course) that he had nothing to do with it, but by “the will of evil rock” he was unfairly slandered. In this case, there is a methodology aimed at learning lessons and planning corrective actions.
What can I change the accumulated points for? An additional day off, the opportunity to come to work on 1-2 hours later or leave early, movie tickets, gift certificates, sweets, a big discount on shoes and much more. Naturally, according to the results of a long period of time and / or the top three on the network, gifts should be more solid.
As for the costs of intangible motivation, in addition to those examples for which you do not need to spend money (the opportunity to come to work later or, say, not to clean the store for a week), it is good practice to allocate a small budget for monthly stimulation of employees. 1 500-3 000 rubles is enough for any city and for a team of up to 10 people. Agree, not such a huge amount of money, but if you invest it wisely, you will get much more.
3. Results Visualization
Think about how you can visualize the goals you set for your colleagues. You can print charts and paint one or two divisions every day, post photos of the best employees in the store and on the company’s website, on social networks on the page of your store, photos of sellers where they are beautiful and happy - in a place visible to employees, tournament tables and transitional Badges on the badges. Think about how you can visualize achievements, I’m sure you will find something that suits you and your team.
Motivation works longer and more efficiently when, in parallel with it, you develop and implement an employee loyalty program. It is the unique that will distinguish you, as an employer, from dozens and hundreds of similar companies with similar vacancies, working conditions, and even with the same customers. The character that is authentic to your store and that employees want to follow, bring and do at least a little, but still more than the instructions say in the posts.
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