How to motivate middle-level managers in enterprises?

Incentive methods for corporate middle managers:

1. Stock plan ownership incentives

2. Welfare plan incentives

3. Successors Incentives

4. Training incentives

5. Humanity incentives

Through stock ownership incentives, middle-level cadres are mobilized and motivated to promote the company's destiny. The equity incentive plan is not only an incentive system that can ensure that middle-level cadres are committed to the long-term development of the company and motivate them to do their best, but it is also a restriction mechanism that attracts and retains middle-level managers by providing incentives for long-term benefits. It also increases the cost of "poaching" for competitors, forming a barrier to talent competition.

To establish an effective welfare incentive plan, we must first make welfare projects well meet the different welfare needs of middle-level cadres. In the United States, companies such as Oracle, Boeing, and Marriott use intranets and self-service call centers to allow mid-level cadres and employees to manage and choose their own benefit packages. This not only reduces the complex task of designing welfare programs for enterprises, but also allows middle-level cadres to choose more personalized welfare programs, thereby more effectively improving satisfaction and loyalty. Secondly, welfare plans must be flexible. In Youngor Company, after the pockets of the middle managers were bulging, the company built a villa in the local area, sold it to the middle managers of the company, and provided them with loans and guarantees. Therefore, working hard and paying off the loans became the new goals of the middle managers. Obviously, this is both an incentive and a constraint. Afterwards, the company encouraged the children of middle-level employees to study abroad in order to reserve talents for the next step of Youngor's internationalization. This undoubtedly set a higher goal for the middle-level employees. Third, welfare plans must be constantly innovated. In addition to letting middle-level people design their own welfare plans, they can also launch "welfare packages" based on the welfare needs of middle-level people, such as health and psychological consultation, fitness exercises, special insurance, shopping cards, and overseas travel. etc. The middle management can choose freely according to the quota they have

According to the company's development strategy, it is necessary to clarify what kind of successor the company needs in its future development? How many successors are needed? What kind of successor pool should be established? How should successors at various levels, such as top successors, high-level successors, middle-level successors, key position successors, etc., form a complementary and interactive chain of succession? Clearly clarifying these issues can not only establish and improve the training, development and reserve system of key talents in the enterprise, but more importantly, it can open up growth channels for middle-level cadres, clarify the direction, path and goals of future career development, and inspire them to be proactive Upward inner motivation.

Nowadays, many companies have indeed spent a lot of energy and financial resources on the training of middle-level cadres, but some have achieved little results. The reason is that these companies do not know what needs to be trained at the middle level and who should be trained. Come to training, how should the training be organized. Therefore, in order to make middle-level training take root, blossom and bear fruit, enterprises should do three aspects of work: First, based on the survey of middle-level training needs, combined with the quality status of the middle-level cadre team and the enterprise's talent development strategy, formulate middle-level training mid- to long-term and short-term training plans for cadres; the second is to adopt a combination of external and internal methods, and design training courses and practical training systems for middle-level cadres based on the characteristics of the enterprise; the third is to establish a long-term incentive mechanism for training, change, and growth, and integrate training with middle-level cadres Effectively improve management and leadership capabilities and mobilize the enthusiasm of middle-level managers to study hard and practice hard.

Sometimes, sincerely saying "You have worked hard!", "Thank you!", "You are great!", "This is great!" may be more valuable than a hundred yuan reward. Effective; a look of recognition and trust, a heartfelt hug when congratulating, a burst of laughter to share the success of subordinates, a note or handwritten letter to encourage subordinates, may be more effective than the year-end model certificate; the anniversary of subordinates A phone call, a small gift, or a text message of blessings and greetings can show a leader's sincerity to his subordinates, and can also inspire middle-level people to feel grateful and loyal to the leader and the company.