Every manager wants to see an effective employee who demonstrates extremely high performance all year round, regardless of working conditions and other circumstances. It is considered that the key to successful work of a person is a high salary and a bonus system. However, global research in the field of HR communications has shown that financial motivation of employees is effective only for a short period. Its positive impact is felt on average for about three months. Then there is a decline in interest and, consequently, efficiency. It is necessary to either raise the salary again, or come up with a new way of financial incentives.
But non-material methods stimulate long-term loyalty of employees to the company. In his book Super Motivation, Dean Spitzer, Ph. D., provides arguments that make any executive think. So, according to the results of long-term research, it was found that 50% of employees perform a sufficient amount of work to hold their position. Think about this figure: every second team member does just enough to make the management believe that their contribution justifies the salary.
According to Spitzer, 80% of people employed in companies could work more efficiently.
This begs a logical question: what should organizations do if they want to work with a loyal eighty percent of their employees?
The answer is quite simple-to work with non-material motivation of your employees.
For four years of work, the management company Ribas Hotels Group, in the conditions of constant and rapid growth of the team, tested various types of non-material support for employees. We share the most effective methods.
The commitment of the leaders
Personal attitude and desire to improve the quality of work on the part of the company's management is one of the most motivating factors. When employees see that the directorate does not just set tasks and deadlines, but also learns, shares findings, goes to the fields, that is, to objects, is ready to listen and is open to ideas — this has a beneficial effect on such important processes as work efficiency and staff turnover.
So, the company's CEO Artur Lupashko and Executive Manager Andrey Marenchuk visit the chain's hotels on weekends, communicate with the staff, listen to suggestions, and express their own ideas. This creates effective internal communication and minimizes unpleasant "surprises".
The ability to adjust your working day to your own circumstances is a compelling reason to put sincere pluses in the karma of managers and on the pages of social networks of your company.
In the back office of Ribas Hotels Group, which is located in Odessa, each department can decide for itself what time it is more convenient for employees to come to the office: at eight in the morning, at nine or half past nine. So, in winter, several departments worked from 9: 30 am to half past six in the evening. And in the summer we decided to switch to the mode from eight to five, so that employees had time to enjoy the Odessa sea and the sun.
If you want to have the best employees in the team, it would be foolish to think that it is enough to provide them with the same conditions as the vast majority of companies. Namely, a dull office, unconditioned offices, outdated equipment.
Recently, RHG employees moved to a new bright office that has large public areas. In the breaks they have the opportunity to play computer games or table tennis. The spacious kitchen serves not only as a place for eating, but also for informal communication over a Cup of coffee, for which employees, by the way, are granted unlimited access.
Often the management team pleases the team with pleasant surprises: in the summer they bring ice cream, peaches, strawberries and treat everyone.
The motto of recent years has become a quote by E. Toffler that illiterate in the XXI century will not be those who can't read and write, but those who can't learn, unlearn and relearn.
This is why a colleague who wants to gain additional knowledge or skills is especially valuable for the organization. In the management of the company actively support those who wish to take training courses or workshops. As a rule, the company pays for the employee's participation. We also have a practice when the organization reimburses part of the amount for some long-term specialized training.
The company's office has a corporate library that can be used by all interested members of the Ribas team. The collection of this library is regularly updated with books by reputable authors on topics relevant to the organization.
Moving employees from one department to a completely different one is a fairly new experience for the company that they plan to repeat. By the way, this approach is practiced in various forms in corporations such as General Motors, McDonald's, Honda, and Sony. And they note that it really helps colleagues from different departments to understand the specifics of each other's activities and optimize their work.
Ribas Hotels Group manages 25 hotels and restaurants. This year, we initiated the relocation of office employees directly to the facilities. So, web developers, designers, PR specialists, CEOs, HR Department employees were able to look at the work of hotels and restaurants, as they say, without filters. They were not just given a tour, but were given the opportunity to spend one day as line staff assistants. So the heads of marketing and HR Department Victoria Kofman and Yevgenia Dekhtyarenko helped the waiter of the restaurant "Mama Rapana" in the Park hotel "Kiparis". The head of the PR Department, Galina Cherednyuk, and the curator of the company's tender Committee, Peter Stoyanov, worked as assistant chefs at the Seazon hotel. Employees of the marketing and PR Department who got to the Richard beach hotel were entrusted to help the maids and the beach boy.
Analysts of the international HR portal HeadHunter Ukraine conducted a large-scale survey and found out how employees of Ukrainian companies prefer to organize leisure time with colleagues. 47% of respondents said that they consider joint trips to cafes and restaurants to be the most effective way to establish friendly relations in a team.
Ribas agrees with this statement and holds several corporate events a year. Two summer holidays that mark the start and finish of the summer season and, of course, the new year's holiday. In addition, each employee is congratulated on his birthday by the entire office team.