The simplest scheme to motivate employees to get a commission

In order to ensure that the work or things can be carried out efficiently, it is necessary to make a scheme in advance, which is a method plan obtained before the case is filed. So how should we make a plan? The following is the simplest scheme for encouraging employees to get a commission, which I have compiled for you. It is for reference only and I hope to help you.

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The simplest scheme to motivate employees to get a commission. Only when a successful supervisor tries his best to get the employee's mind out can the management of the department be targeted and the decision-making mistakes caused by subjective arbitrariness be avoided. There are many ways for supervisors to encourage employees to speak freely, such as opening employee hotlines, setting up suggestion boxes, holding group discussions, and having departmental dinners.

the first trick is to advance and retreat at work, and exchange information itself is the best stimulant. Instead of letting employees speculate on the company's development prospects, it is better to let employees focus on their work. Experts believe that supervisors should advance and retreat with employees in their work, provide employees with more information and content they need in their work, such as the overall goal of the company, the future development plan of the department, and the problems that employees must focus on solving, and help them complete their work. Let them know more about the company's business strategy, so as to effectively, clearly and actively complete the task.

the second trick is to listen to the opinions of employees, and * * * is as convincing as participating in decision-making and listening and speaking. Supervisors should listen to employees' ideas and let employees participate in making work decisions. When supervisors and employees establish a mechanism of frank communication and two-way information sharing, the incentive effect derived from this kind of participation in decision-making will be more significant.

the third trick is to respect employees' suggestions and build a bridge of communication. Only when the successful supervisor tries his best to get the employees' minds out can the management of the department be targeted and the decision-making mistakes caused by subjective arbitrariness be avoided. There are many ways for supervisors to encourage employees to speak freely, such as opening employee hotlines, setting up suggestion boxes, holding group discussions, and having departmental dinners. However, experts believe that no matter which way the supervisor chooses, employees must be able to put forward their questions and suggestions through these unblocked channels, or get effective responses in time.

the fourth trick is to be a supervisor who loves employees. As the core supervisor of the team, you must love employees according to their different characteristics and seek motivation to stimulate them. Everyone's inner motivation to be motivated is different, so the method of rewarding outstanding work performance should also vary from person to person.

The fifth trick is to take interest as a teacher and give employees more job opportunities. Interest is the best teacher. Employees have their own favorite job content, and supervisors give employees more opportunities to perform their favorite job content, which is also an effective way to motivate employees. New challenges at work will make employees inspire more potential. If employees are interested in the work content, coupled with the challenges brought by the work content, employees will be fascinated and exert more potential.

The sixth trick, praise, is the best incentive. Praise can make employees more confident in themselves, love their work more, and encourage employees to improve their work efficiency. Praise to employees should also be timely and effective. When employees perform well in their work, the supervisor should immediately praise them, so that employees can feel that they are appreciated and recognized by their superiors. In addition to verbal praise, supervisors can also use written praise, one-on-one praise to employees, public praise and other forms to boost employee morale.

the seventh trick is to start with small things, and understand the needs of employees. Every employee will have different needs. If the supervisor wants to motivate employees, he must deeply understand the needs of employees and try his best to meet them to improve their enthusiasm. Satisfying employees should start with small things and start with details.

The eighth trick is to let performance speak for the promotion of employees. At present, there are countless companies that promote employees according to their qualifications. Experts believe that promoting employees by their qualifications does not encourage employees to create performance, and it will make employees feel lazy. On the contrary, when the supervisor speaks with performance and promotes employees with excellent performance according to performance, it can better achieve the purpose of encouraging employees to pursue excellent performance.

ninth, there are many people who can recruit talents, and the core employees are given a salary increase. Under the special economic situation, material incentives are still the most important form to motivate employees. Salary can not only ensure the survival of employees, but also play an incentive role because of its versatile role. However, in the case that many companies have drastically reduced their expenses, supervisors are more cautious about encouraging employees with salary increases. Experts believe that the economic crisis does not mean that there is no salary increase, but the demand for salary increase is higher. The key depends on how much value employees can bring to the company. For the core talents who create high profits for the company and develop profitable new projects, it is essential to encourage them through salary increase. The simplest scheme of motivating employees to get a commission 2

Motivation is the process of creating conditions to meet various needs of (employees) and motivating them to produce persistent behaviors to achieve organizational goals. Motivation to people is the key to management. Here are eight descriptions of motivation for human resource management.

1. Emotional motivation

Managers and employees are no longer just command publishers and command implementers. Managers and employees have other communication except work orders. This kind of communication is mainly emotional communication, for example, managers will know some real ideas of employees about their work, or some other needs of employees in their life and personal development. At this stage, employees have not made decision-making communication with managers on the problems in their work, but it has laid the foundation for decision-making communication. Good cooperative spirit is the purpose of emotional motivation.

2. Effective motivation

is to stimulate people's internal potential, make people feel that "there is something to gain from work and something to gain from work", thus increasing their sense of responsibility for consciously working hard. Therefore, whether the incentive mechanism can be established and improved and whether every employee can be effectively motivated will directly affect the development of the enterprise. The effective incentive ways adopted by human resource managers are:

3. Goal motivation

Providing practical goals can play an encouraging and inspiring role. The so-called goal motivation is to combine the goals of big, medium and small with those of far, medium and near, so that people can associate their actions with these goals at all times in their work. Goal motivation includes setting goals, implementing goals and checking goals.

4. Incentive

This is a common method. Rewards should be combined with material and spiritual. The way should be constantly innovated, and the role of novel stimulus and change stimulus is relatively large. Repeated stimulus will reduce the effect and the stimulus will be reduced.

5. Support incentives

Proposal system Support incentives means that as a human resource manager, you should be good at supporting employees' creative suggestions and dig out their talents. Support and encouragement include: respecting the personality and dignity of subordinates, and caring for their enthusiasm and creativity; Trust subordinates, let them solve problems and increase their sense of security and trust; When you encounter mistakes in your work, you should bear your responsibilities and create certain conditions to make your subordinates competent for the work.

5. Caring and motivating

Understanding is the premise of caring. As a manager, we should know "eight things" about our subordinates, that is, know their names, native places, origins, families, experiences, specialties, personalities and performances; "Eight counts", that is, the employees' working conditions, physical conditions, study conditions, economic conditions, family members, housing conditions, hobbies and social contacts are counted.

6, role model incentive

Through typical figures and examples, create a typical demonstration effect, let employees understand what ideas, styles and behaviors are advocated or opposed, and encourage employees to learn advanced and help backward. We should be good at discovering, summarizing and using typical examples in time.

7. Team motivation

By giving the team honor, it cultivates the collective consciousness, thus generating a sense of pride and honor and forming a force to consciously safeguard the team honor. Form a mutually beneficial life, grow mutually, and find ways to give people benefits and a sense of security to gain popularity. Various management and incentive systems should be conducive to the formation of team consciousness, thus forming a "troika" (enterprises, departments and individuals) with individuality and * * *.

8. Data Motivation

Displaying achievements and contributions with data can motivate employees' enterprising spirit in a more comparable and convincing way. For all kinds of indicators that can be displayed quantitatively, quantitative assessment should be carried out as much as possible, and the assessment results should be published regularly, so that employees can make clear the gap and catch up. At present, the terminal sales team of enterprises is relatively unstable, and the turnover rate of business personnel is very high, which is also one of the main reasons that affect terminal sales. So, what is the key to how to build and manage a stable terminal sales team? We know that the selected and trained salespeople may not be able to complete the sales task, and they may not be able to do business stably. Enterprises must also formulate a reasonable reward system and personnel management system, and on this basis, they must continue to encourage and communicate with salespeople. Let's introduce 15 good ways to motivate employees!

developing a good product

A reliable product that can provide customers with reasonable prices is always the most motivating factor among all factors. Hot products are always more exciting than challenges. On the other hand, salesmen like challenges-but they don't like to hear customers tell them that the products they sell are too bad, the prices are too high, or the delivery is never on time. They want to spend their time selling, not explaining those complaints to customers.

Trust

Salespeople will work harder to help managers who trust them. Is the manager kind when he speaks? Can promises be fulfilled? Can people who perform well be given enough trust to handle tasks in their own way? Let salesmen know that they are trusted, so they will work harder.

pressure from colleagues

The best salesmen in every company are real competitors. Their income is an important indicator of success. Equally important is the relationship between their income and the income of other salesmen. They think relative income is a better measure. The best salesmen want to compete in every possible way. Are there more sales visits per week than others? Post a chart on the office wall, listing the number of visits made by each salesman. Do other activities that emphasize internal competition, and monthly performance records must be posted in obvious places. No one wants his name to appear at the bottom of the list. You don't have to have a big prize to host competitive sales. Stimulate natural competition among excellent salesmen by all possible means.

approval

One of the most important factors to motivate a salesman is approval of what he has done. It's not enough to call him into the office and shake his hand. (Remember the pressure from colleagues). Let the person who performs well know that his efforts are appreciated, and let every colleague know. If the company has an internal publication or website, you can mention his efforts in the publication or website, so that the best performer can have a chance to express his feelings at the company meeting. Salespeople's excellent parts need to be recognized.

Honor

Salespeople must know that when there are good things in their area of responsibility, they will get proper honor from the company. Some new sales managers are worried about the performance of senior executives, and sometimes emphasize their important role in negotiating customers and signing orders, ignoring the participation of salesmen, which is a big mistake. There is nothing more frustrating for salespeople than the supervisor stealing their credit.

Reward

Even a cheap plaque can boost morale when it is awarded to well-behaved salesmen in a briefing meeting. If the plaque is not hung on the office wall, it is because the salesman took it home and hung it in his study; Encourage super salespeople to wear brooches, and they will wear them proudly.

Competition

The best competition reward is to include your spouse, such as a trip for two people, which will make the salesman a winner in the eyes of your spouse.

is the actual target

performance quota achieved? Or just according to the ratio that management wants? Does the salesman have a chance to comment on the assigned quota? If the quota proves to be too high, is the management willing to adjust it? If the goal can't be achieved, why should the salesman work hard?

decision responsibility

a powerful incentive is to show your trust and give salespeople some leeway when negotiating with potential customers. If they have to fight for a price reduction from the management, they will know that their ability and judgment are not respected when they get a big contract. Of course, give them guidelines, but give them a chance to make some kind of decision.

Unlimited income potential

Why is this item listed here instead of under the bonus? It is because setting the income limit is a particularly demoralizing factor. Salespeople must feel that every commission they earn should go into their pockets. If they know that if they earn more than a certain limit, the company will not pay them any more commissions, and they will be as depressed as a balloon. The management is telling them that it is enough to earn so much. If we must stipulate income, we should adopt the designation of performance quota and bonus structure. If the commission is related to gross profit, what if the salesman earns more than the manager or more than the president of the company? Maybe that salesman made a great contribution to the company that year.

achievement

the combination of all the motivating factors is achievement. It brings satisfaction, knows that the task is completed, and does it well. In order to give subordinates a chance to achieve success, first of all, let them have achievable goals.

promotion

everyone wants to have a chance to do better work and strive for future opportunities. That's why internal promotion is very important. Let employees know that the best performers will be rewarded for their efforts.

Be reasonable and fair

Are salespeople bullied? If you don't meet the performance standards for one month, are you ready to leave? Are they humiliated in front of everyone? Does the supervisor leave particularly good areas and cases to the red man in front of the supervisor? Does the supervisor think that the way to make everyone perform best is to constantly intimidate? This is a poor incentive-salesmen are encouraged to go out of the company and find another job.

Training

Let subordinates know that the company has arranged a better plan and the best way for their future, that is, providing regular training courses to improve sales skills, product knowledge, time management and so on.

diversity

it's tiring to do the same thing year after year, especially if the only change is that the performance quota increases year after year. Try to assign new tasks to sales veterans from time to time in case they are bored.