How do company leaders motivate front-line employees?

Management and incentive methods of front-line employees in enterprises

First, employees need to be respected.

In the past, enterprises paid more attention to how to respect managers and paid less attention to front-line operators. For example, the work clothes of front-line personnel are different from those of managers, and the quality and style are much worse; The canteen is different. The environment and food quality are very poor. I once met a company, and they had a headache. The staff turnover rate remained high, which was always irrelevant. After my investigation, I found that the biggest reason for employees to leave their jobs is poor food. For another example, the working environment of employees is extremely bad, dirty and messy, and even there is no basic labor protection. At any time, industrial accidents can happen. After a whole day's work, everyone was dirty, others were far away, and the family felt worthless when they saw it, urging them to change jobs quickly. There is also a system of escrow through punishment, in which managers make rude reprimands and arbitrary fines. In this environment, employees simply don't feel respected, let alone work enthusiasm. Once other companies do a little better, they will leave immediately.

Many enterprises think that this can save costs, but in fact the cost is higher, such as the increase of recruitment cost, the increase of efficiency loss and loss caused by the loss of skilled employees, and the decrease of output caused by low morale of employees.

Japanese enterprises are worth learning from in this respect, such as the unification of work clothes and canteens, clean and tidy working environment, the courtesy of leaders to employees, the opportunity to enjoy paid holidays with managers, and the opportunity for outstanding employees to eat with senior leaders. Although the salary level of Japanese enterprises has no obvious advantage in China, the turnover rate is very low.

Second, cultivate a sense of identity.

Both children and adults need to be affirmed, but many people ignore this. For example, a child finally drew a picture or made a handicraft and ran to show it to his parents or teachers. Parents or teachers waved and said, go away, can't you see I'm busy? After several times, the children will definitely not show them again, and even have no interest in painting or making handicrafts. He doesn't need any material rewards from his parents or teachers, but wants to be affirmed: you did a great job!

Similarly, front-line employees also need this kind of affirmation. Even a word, a pat on the shoulder, he feels that his value has been recognized by others/superiors, and his work will be more motivated. In fact, the proposal improvement system widely implemented by Japanese enterprises does not really want to bring much benefit to enterprises. The level of benefit depends more on the management, but rather on mobilizing the enthusiasm of employees to participate in management in this way, so as to gain the recognition of the company: you are not a dispensable person, and your knowledge and skills can contribute to the company!

Finally, establish a fair and effective incentive mechanism.

Leaders should set an example, treat their subordinates fairly, and reward and punishment standards such as material incentives should be transparent, scientific and reasonable, and long-term incentives should be combined with short-term incentives. Many domestic enterprises like to adopt piece-rate wage system, which is fair and reasonable, with more work and easier management. In fact, it is difficult to set the piece price fairly and reasonably. Those with high unit prices are scrambling to do it, while those with low unit prices are neglected. Everyone only cares about themselves and ignores others, which makes it difficult for them to cooperate with each other. More importantly, employees feel that they are temporary workers, earning a day's work. If they are sick or have something to ask for leave, they will have no money, no sense of stability and no feelings for the company. They will leave as soon as they hear where they can earn a few more dollars.

With the increase of working years, the improvement of skills, good performance and so on. The salary is constantly improved, even promoted, and good career development is used to attract and retain core employees. The high loyalty of Japanese employees is largely related to their lifelong employment system and annual salary system.

Therefore, with the change of the employment environment, if enterprises want to attract and retain those core front-line employees, they need to change the incentive mode and sink the incentive mechanism that used to be used only for managers to front-line employees, so that they can truly feel respected, recognized, reasonably paid and well developed in their careers.

1, physiological needs: increase salary, bonus, welfare, living and eating conditions. Give guaranteed wages and increase piece-rate wages.

2. Safety requirements: Let employees see their bright future through the great future of the enterprise and the market prospect of the industry. At the same time, tell them more about their own survival pressure and let them know that only when the company is good can they be good.

3. Social needs: harmonious internal relations (superiors and colleagues). At this time, we can organize some company activities, open up employee fitness areas in the company, and do not limit the time for employees to enter and leave the company. Colleagues, pay special attention to factional contradictions and prevent employees from engaging in geopolitical cliques through decentralized resettlement.

4. Respect the demand: provide regular vocational training and opportunities for further study, and analyze the management system at the same time, so as to be fair, just and open, avoid simple and rude production management, and give employees the opportunity to make suggestions.

5. The need to realize self-wealth: companies and bosses should communicate with employees frequently, and they can set up offices to open hours for employees and often praise and encourage employees.

The management and encouragement of front-line personnel is the foundation of enterprise marketing organization and the interface between all marketing work and market. Their performance and effectiveness affect and restrict the development process of enterprise market.

It is the goal of any marketing organization to move forward quickly on the right track. "Accuracy" depends on management, while "quickness" depends on motivation.

Any manager wants to bring out a team with strict discipline, tenacious style, excellent technology and good performance. This team is not only the pride of the company, but also the glory of managers. Basically, frontline personnel spend 80% of their time fighting independently in the designated market, and there is no unified model for the management of frontline personnel. It can be said that as long as it is suitable for this enterprise, it is a good model, but there are still some similarities to grasp.

First of all, clear the purpose of managing front-line personnel.

What kind of purpose determines what kind of management methods and means are adopted. To be sure, if the front-line personnel are managed for the sake of management, such a purpose will not work. Generally speaking, the management of front-line personnel has two main purposes:

Goal 1: Help front-line personnel succeed. This goal should be put first. We should cultivate front-line personnel by discovering their potential and specialty, correct their shortcomings or mistakes in time, and help them grow up healthily and rapidly. Business activities are easily influenced by various factors, and if they are not handled properly in a complex environment, they are easily frustrated, which will hurt the confidence and courage of front-line personnel. Front-line personnel need the guidance, encouragement and support of managers. Many front-line personnel have realized that the progress and development in a company itself is a huge wealth, and obtaining this wealth cannot be separated from the help and support of superior leaders.

Goal 2: Reduce business risks and achieve greater economic benefits. In the market economy environment, the mobility of front-line personnel is large, which brings obvious business risks to enterprises. No manager can guarantee that everyone on the front line is good, and everyone on the front line can do anything well. Although the management of front-line personnel can not completely avoid the occurrence of business risks, they should take it as their responsibility to reduce the occurrence of such situations.

These two purposes complement each other. The first purpose is the basis of the second purpose, and the second purpose is the result of the first purpose. This provides a direction for managers to manage front-line personnel.

Second, how to manage front-line personnel.

It is necessary to establish a set of management systems and methods to manage front-line personnel. The most basic management method is to establish four institutional mechanisms, namely, reporting system, visiting and spot checking system, interview system and competition mechanism. Managing front-line personnel is like flying a kite. Kite string is a tool to manage kites when flying kites. If the thread is too tight, it will break; If it's too loose, the kite won't fly high or even fall.

System 1: reporting system. Including daily work report and regular written report system, generally speaking, it mainly reports two aspects: first, what has happened or will happen in the market; The second is how the current work or objectives and tasks are progressing. Managers should strengthen communication and supervision, grasp all kinds of situations, and ring alarm bells when necessary.

System 2: Visit or spot check system. There are two ways to visit or spot check: one is to be accompanied by front-line personnel; The second is a separate unannounced visit. Both methods are necessary, the former method can be used for front-line personnel who do well; The latter method can be used for front-line personnel who do not do well or reflect problems. Managers can seek truth from facts when making unannounced visits alone, combine what they have seen and heard, avoid catching shadows, avoid one-sided words and create new contradictions. Visits or spot checks can be conducted regularly or irregularly.

System 3: interview system. Including regular meetings, seminars and other forms of face-to-face communication. It is easy for managers to communicate emotionally through face-to-face meetings, and it is also easy to communicate deeply and meticulously. It should be emphasized that management is two-way. On the one hand, it listens to the reports of front-line personnel from bottom to top, and on the other hand, it inquires, checks, understands and supervises the study, work and life of front-line personnel from top to bottom. In addition, you should also know the situation through customers and other outsiders.

System 4: Competition mechanism. Rewarding diligence and punishing laziness, survival of the fittest and competition are the survival laws of every enterprise and every front-line personnel. Of course, competition and cooperation are inseparable. To be sure, the pressure and motivation brought by competition is more obvious and important than cooperation. The performance appraisal system is an important part of the competition mechanism, and the way, process and result of competition should be included in the performance appraisal, which can be reflected by the methods of ranking second, showing a yellow card in the worst ranking and eliminating the worst ranking. Because of the competition mechanism, everyone must make progress faster than others. What needs to be emphasized is that managers should focus on helping and guiding backward front-line personnel rather than advanced front-line personnel, and be a timely manager instead of icing on the cake.

Third, what should I care?

Generally speaking, we should manage three things well: first, what must be done well (basic work); The second is to do better things; Third, what can't be done or forbidden. Business activities involve people, money, things, things and information, and each aspect has many details. The most important job of managers is to use their authority to let front-line personnel do good things.

1 What must be done well. The essence is the basic work of business, and the most important things are four aspects: first, to grasp the market trends and trends, which requires market research and forecasting; Second, to have enough effective customer resources, it is necessary to establish a loyal customer network; Third, there must be a stable growth market, which is necessary for the development of enterprises; Fourth, we should have good customer communication channels to truly understand customer needs. The basic work is not once and for all, but should be consolidated all the time. The business results will not be higher than the business foundation, and the business foundation must be ahead of the business objectives. It can be said that what kind of business foundation there will be what kind of business results.

2 things to do better. There are three main aspects: first, make appropriate progress to do today's work well for tomorrow's work; Second, effective things, focusing on things that help to complete the task objectives; The third is to do things effectively, with proper methods and inspection and control. Whether it is effective depends on the result, but don't wait until the result appears to judge whether it is effective. We must predict and control the possible results in advance in the process, so that the results develop in the expected direction. Business work should pursue the realm of getting twice the result with half the effort and improving.

What can't be done or forbidden. Managers should pay attention to the handling of various abnormal problems of front-line personnel in business activities. Some things in business activities are not explicitly prohibited by the company, and some are agreed, but they may not be done without prohibition, and there are regulations that may not be changed. Once you find things that endanger the healthy development of your business, you must deal with them in time, make clear the attitude of the company or managers, and prevent similar problems from happening in a chain. Managers should guide front-line personnel to do the right thing in the right way through work manuals, codes of conduct, military training and training, and judge whether the right thing and the right method are in line with the overall interests of the company, whether they can minimize losses or increase enterprise benefits, whether they are in line with the long-term interests of the company, and whether they take into account the interests of all parties. Enterprise is an interest group, full of various interests, which must be coordinated according to the priority order. Priority means that some interest groups have to pay a certain price.

Fourth, judge the management results.

The criteria for judging the results include two aspects: one is the measurement of business quantity, and the other is the measurement of business quality, both of which are indispensable. Generally speaking, high standards require high investment. In order to meet the requirements of high standards, front-line personnel must be trained and trained. Without goals, standards cannot be established, and standards depend on one or more goals that managers hope to achieve. Therefore, first of all, let the front-line personnel know their development goals and the company's business goals. There are three levels of setting goals: first, the goal of breakeven point; The second is the goal of benign operation point, and the enterprise is in a benign operation state; Third, the development point goal, the enterprise has a large profit and is in a state of rapid development. It should be noted that challenging goals can inspire the morale of front-line personnel, but if the task objectives are unrealistic, it may have the opposite effect, and once the standards are determined, they should be relatively stable. After the standard is established, it can be evaluated and judged between the goal, the standard and the result.

Fifth, management ideas and trends.

Managers should master the thoughts and trends of front-line personnel, which is the source of managing front-line personnel well. The factors that affect the ideological stability of front-line personnel are interpersonal relationship, working environment, salary, growth space, personal skills, security provided by enterprises, the future of enterprises, work pressure, family background, sense of accomplishment and so on. Managers must understand these factors and find out the ideological trends of front-line personnel. The ideas of front-line personnel are sometimes contradictory and radical, which shows their immature side. Managers should bear the responsibility of correcting ideas and guide them by instilling positive ideas to make them beneficial to the interests of the company. In addition, managers should strive to improve the right and wrong judgment ability of frontline personnel. Making the concept brochure advocated by the company is a good guiding method.

Managers can measure the ideological dynamics of front-line personnel through the following three dimensions: first, the sense of identity, pride and personal accomplishment of the company. Many front-line personnel often change jobs, largely because of the lack of recognition and sense of accomplishment for the company. The second is the degree of trust in leaders, colleagues, subordinates and other personnel. Values can be different, but it is impossible to leave capable people without trust. Trust can reduce internal friction and smooth communication. Lack of trust will seriously undermine the enthusiasm and cooperation of employees, and a company lacking trust atmosphere will not generate recognition. The third is the conscious degree of acceptance and compliance with the company's system and culture.

Managers can grasp the ideological trends of front-line personnel as long as they observe carefully at ordinary times or have a heart-to-heart talk with them. Heart-to-heart conversation can grasp the general thoughts or trends, and observation can confirm whether what you hear is true or not.

Sixth, cultivate people who consciously accept management.

The main way for front-line personnel to consciously accept management is to plan their personal career, so that they can see their long-term interests and seek long-term development in an enterprise. The short-term career planning of front-line personnel will inevitably strengthen their pursuit of personal short-term interests, which is contradictory to the interests of enterprises in most cases.

In the long run, doing a good job in career planning is of great significance to enterprises and front-line personnel. Using the development goals and timetables of enterprises and individuals, what one wants to achieve, what knowledge one needs to supplement and what experience one needs to supplement can be integrated with the development of enterprises. Of course, this is a challenging job.