List of high-quality authors Note: Due to different training needs, all the following content is for reference only, and the actual teaching content will be adjusted accordingly. Course Background:
In the modern corporate environment, how to motivate employees to perform at their best has become an increasingly important issue. Why is that? Managers often have the following problems:
Some employees are not conscientious enough for their own work; their lack of loyalty and dedication to the company; They are demoralized, vicious competition, and lack of mutual trust; They lack motivation and pursuit to achieve better results; Only care about personal interests and have no sense of responsibility for the overall development of the company; They are unmotivated to work mechanically in the workplace, lack of love for work, and have no passion; There are policies and countermeasures, and no matter how many systems there are, there are people who take advantage of loopholes; In the face of the company's assessment, they don't care about their attitude......Why is the turnover rate of good employees so high when salaries are not less than in other companies? Why do the employees who stay get by, the people are still there, and their hearts are far away, and they have all become "zombie fans"?What's holding employees back, and where is their passion?
As we all know, motivating team employees is an important responsibility of managers, and only by motivating properly can we stimulate the enthusiasm of employees and rejuvenate the enterprise. Inefficiency depends on management, and high efficiency depends on incentives.
However, it is common in enterprises that managers do whatever they ask employees to do, and they don't care about other things, and push step by step; Managers do not affirm and praise employees' achievements and progress in a timely manner, and more criticize and punish; The morale of the team members is low, and the work lacks enthusiasm and enthusiasm for innovation; Subordinates complain a lot, blame the company or others, do not take the initiative to solve it, have a deviated mentality, and so on.
The above problems have greatly hindered the development process of enterprises. So, how do you boost employee morale in your team? How to lead the team to achieve efficient management? The answer is: incentive, incentive, motivate!
In fact, 80% of employees are in a state of "motivation hunger" for a long time! The morale of the team is everything! If managers are caught in the confusion of team building and management, then break through from "motivation"! At present, most enterprises only focus on the improvement of the material incentive system such as salary, and ignore the construction of spiritual incentives, compared with material incentives, spiritual incentives are not only low cost, but also can make up for the lack of material incentives.
Seemingly simple motivational methods make for a high-performing team. How can low-cost, or even zero-cost, incentives be effective? How to keep the team motivated and passionate in a difficult environment? Don't be superstitious about the so-called "money can make the devil grind", *value incentives are actually very simple!
Course Benefits:
Master the effective incentive mechanism, unite employees, and release the enthusiasm and inherent potential of employees.
Avoid the misunderstanding of motivation and grasp the basic principles of motivation.
Learn ways to maximize motivation and keep your team motivated and motivated.
Help managers master the specific methods and skills of motivating employees.
Course Duration:2 days, 6 hours a day.
Course Audience:Managers at all levels of the enterprise, mainly middle and senior managers.
Course Method:50% of the lecturer lectures, 50% of the student interaction (case discussion + role practice + ** interaction + scenario simulation).
Course outline
Lecture 1: Common Misconceptions in Motivation
1. The misunderstanding of raising salaries to boost morale - spending money may hit morale
1.Monetary incentives tend to be most effective when there is a direct and clear causal relationship between individual behavior and desired outcomes, and when desired outcomes are easily measurable.
2.Monetary incentives tend to focus only on activities that pay off immediately, while other activities that are not monetized for the time being are equally important to the company as a whole and don't get much attention.
3.Blindly pursuing "high and big" salaries will only mislead companies to spread up costs, but will not help improve employee satisfaction.
4.The intrinsic motivation at the spiritual level is more profound and lasting than the extrinsic incentives such as wages, bonuses, and benefits.
Second, the formation of the law of misunderstanding - accustomed to make people numb
1.Health factors can only eliminate dissatisfaction at work, but do not fundamentally motivate employees. Otherwise, it is called a motivator.
2.Health factors can only increase, not decrease, once they fall, it will cause employee dissatisfaction, and the generalization of health care factors should be avoided.
3.If the timing of the incentive is right, the incentive can achieve the desired effect, and if the timing is not right, the desired effect cannot be achieved.
4.Motivation requires a feeling of overjoy, and motivation requires uncertainty.
3. The misunderstanding that is always needed - the timing is not right, and the effect is not good
1.The content and methods of motivating employees are limited, and if they are not squandered in moderation, they will run out of talents and lack of skills.
2.Analyze the motivation timing, give full play to the extraordinary psychological motivation of employees, and the two axes of willingness and ability constitute four incentive situations.
3.Willingness and high skills: Praise their achievements in a timely manner, create a good atmosphere to make their performance better, and encourage them to share their good experience with their colleagues.
4.Low willingness and low skills: on the basis of regular work guidance and ideological communication, clearly point out the situation he is in, explain the interests and disadvantages, and urge his progress.
5.High willingness and low skills: guide their work ability in a timely manner, assign some work within their ability, and encourage them after completion to improve their self-confidence.
6.Low willingness and high skills: communicate frequently, speak highly of their abilities, understand their real thoughts, and help them in life and work in a timely manner, so that they can establish a higher willingness.
Lecture 2: The Incentive Principle of ** Value
1. The reward is better than the punishment - the penalty is not as good as the reward
1.Teach students according to their aptitude, according to the different personalities of employees, know how to make good use of people, guide the law, and motivate them in a good way, so that employees with different personalities can develop their strengths and avoid weaknesses.
2.There are many instant awards, which are temporarily set up according to the company's strategic priorities or major events at a certain stage.
3.While punishing employees and hitting employee morale, it is necessary to consider using appropriate ways to make up for employee morale, combine rigidity and softness, and stimulate the enthusiasm of employees.
4.Reward punishment is four different actions and signals: the reward is to be given to the person who has the result; Motivation is given to people who have worked hard but have not yet achieved results; The reward is to give to those who have both the result and the process; Punishment is for those who can no longer be given a chance, those who need to be removed; The penalty is that you will give him a chance, but you will have to remember the lesson with him and everyone.
5.Rewards and punishments need to be balanced, both to give happiness and pain, more rewards and fewer punishments reflect the righteousness and cultural atmosphere of the enterprise.
Second, the complex is better than the single - different people need different things
1.Different people need different needs - differentiated incentives; People are the same, different situations are different, and different needs are needed - dynamic incentives; People are the same, the time is different, and the needs are different - diversified incentives.
2.Involve subordinates in the planning of goals or tasks, but make the final decisions themselves; Listen to your subordinates' concerns and ideas.
3.Let the subordinates see that the work has made progress; Involve subordinates in problem-solving and decision-making; Help subordinates analyze successes and failures and study other options.
4.Provide suggestions and opinions, and let subordinates see examples of other people's work; Provide information, resources, and coaching to continuously build and improve the skills of your subordinates.
5.Encouragement, frequent feedback and praise to build the ability of subordinates to do their jobs.
3. The heart is better than the object - to stimulate people's inner motivation
1.The most important thing is not material incentives, but to do a good job of psychological incentives, and do a good job of motivating the members of the organization with psychological resources within the organization.
2.External incentives: natural environment, local culture, relationships, career opportunities.
3.Internal incentives: necessary interests, the future of the enterprise, the atmosphere of the organization, the charisma of the boss.
4.Material incentives: salary, bonuses, benefits.
5.Psychological motivation: psychological factors, inner motivation, work goals.
Lecture 3: Techniques for Maximizing Results
1. Adapt to the needs - Zhong Ziqi met Yu Boya
1.Good at analyzing the psychology of employees and turning it into a means of motivation.
2.All management is based on the satisfaction of human nature, the satisfaction of respect needs, and the ability to make people confident in themselves.
3.Those who seek comfort give security, fulfillment and freedom; Those who seek opportunities are given appropriate income and recognition of their work; Those who pursue development will be given good training and career development.
2. Satisfying expectations - the probability value of achieving valence
1.For the same thing, the state of reality (utility) is roughly the same, but the higher the expectation, the less happiness.
2.Happiness = Utility Expectation, happiness varies in proportion to utility, the higher the utility, the greater the happiness. Happiness fluctuates inversely with expectations, with higher expectations and smaller happiness.
3.The effective way to increase happiness is to increase utility while expectations remain the same; Pure-hearted.
4.The desired development is infinite and there is never a time to meet it. People can only control their expectations to a certain extent, otherwise happiness will be zero.
3. Extend the timeliness - give the aftermath in time
1.When employees have good performance, they should be rewarded as soon as possible; When an employee makes a mistake, they are punished immediately; Ignoring the timeliness of incentives is fatal for managers.
2.Pay attention to the timeliness of incentives, so that every contribution of the enterprise can have the effect of incentives, employees are good employees, the key is how we manage, how to motivate.
3.The power of motivation depends on the time frame, in addition to valence and expectation; Extend the excitation effect with a suitable carrier.
Fourth, relative fairness - reduce the comparability of the reference system
1.Any unfairness will affect the work mood and productivity of employees, and will also affect the effectiveness of incentives.
2.People are concerned not only with the absolute amount of their own reward for their efforts, but also with the relative amount of their own reward compared to the remuneration of others. More money and less money are secondary, and people are pursuing others who are not as good as me, or I am better than others.
3.According to the different needs of employees, using different content and methods of equal value to motivate different objects, and motivating different people in different ways, will greatly reduce unfairness and alleviate employees' sense of unfairness.
Lecture 4: Motivation method of ** value
1. Goal-focused method - help others realize their dreams and realize responsibility
1.An excellent manager must be a person who is good at depicting the future, and must be a person who is good at motivating employees with a corporate vision.
2.The vision of the future that everyone is looking forward to is brightly colored, and with confident and enthusiastic words, describe the broad development space of the company to employees.
3.Vision incentive: help employees realize their dreams; Mission incentive: let employees feel a sense of responsibility; Incentives for participation: Democracy is elevated.
Second, the method of guiding words and deeds - discovering advantages and enhancing achievements
1.For the hard work and selfless dedication of employees, managers should give timely affirmation and praise, and be willing to discover and appreciate the advantages of employees, and say more sweet words and sweet words.
2.One of the deepest intentions of human nature is the desire to be praised and respected, and the desire for praise is one of the most basic desires in every human being.
3.If managers ignore the appreciation of employees for a long time, the initiative and enthusiasm of employees will be reduced after a long time, which will inevitably affect the effectiveness of management.
4.Praise and motivate: start from the merits; Role model motivation: enhance the sense of achievement; Honor Incentives: Carry him up.
3. Heart-to-heart closeness - respect, care, and influence people's hearts
1.Treat employees as a member of the enterprise family, carry out certain humanized management, care about the work, life and growth of employees, take care of everything, and send warmth to the hearts of employees.
2.To treat employees with human touch, is the natural expression of sincere emotions between people, to adhere to the principle of "people-oriented", to treat employees as their own family, to help them do things, care about their lives.
3.Respect and encouragement: such as teachers and teachers treat each other with courtesy; Caring and motivating: such as family members to emotional people; Confidence inspires: such as a gentleman with a belly.
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