Many managers often wonder, what is the ultimate goal of human resource management? "Turn manpower into capital and realize corporate vision. "Is a more general answer. Because in the process of transforming human resources into human capital, enterprises will have great development potential and amazing innovation ability. In other words, if an enterprise has 100 employees, the ultimate goal of human resource management is to change "one head +99 hands" into "one hundred heads+one hundred hands". However, it is not easy to mobilize the subjective initiative of all employees, abandon people's inherent inertia and stimulate their potential and creativity. Therefore, "motivation" plays an extremely important role in human resource management, and can even be said to be an accelerator for enterprise development. Having a good incentive mechanism and measures will make breakthroughs in the problems of "employing people" and "retaining people".
Guo, the general manager of Texas Instruments in China, has a famous ABCD theory: A (accept) accept, B (believe) trust, C (care) care and D (invest) invest. This theory describes an employee's advanced process from knowledge, identification to cognition. Similarly, it can also be used to describe the emotional changes of two people who love each other from acquaintance to dependence. Employees' feelings for enterprises generally go through the process from strangeness to familiarity, and finally to love and devotion. Of course, it is also possible to go from devotion to numbness and even lose confidence in the enterprise. Therefore, the task of managers is to make employees "love" the enterprise like matchmakers, because "love" is the source of all power.
People's emotions are complex and changeable, and there are too many temptations in the external world of enterprises. The products of the new economic era, such as the Internet and headhunting companies, give talents more opportunities to get in touch with recruitment information. The goal of employees with core competence or headhunting companies is the object that enterprises should focus on protecting. Therefore, the incentive efforts should be carried out in peacetime, not when talents resign.
Weapons of motivation:
Sharp weapon one: performance pay and benefits
An excellent business elite successfully opened the North American market for the company, but he didn't get any reward or even a compliment from his boss. As a result, the business elite jumped ship to their competitors. Such cases abound in our private enterprises, and salary and welfare will always be an important indicator to motivate talents. Enterprises should not establish a salary mechanism based on "more work and more pay", but should take "high performance and high return" as the benchmark, because "more work" does not mean "good grades". If the employees' efforts and rewards are not balanced, the work motivation will become nonsense, not to mention stimulating the employees' potential. As long as competitors offer slightly higher salaries, enterprises may lose elite employees, while those who perform poorly will be left behind. Salary and welfare is the fundamental index to measure talents, which represents the recognition of talents' ability by enterprises. Only the salary and welfare mechanism linked to performance can make real talents stay and stimulate their potential. However, for some senior managers or employees with core technology, growth space may be more attractive than high salary.
Sharp weapon 2: room for growth
In the forest, a tree can grow into a big tree in ten years, but if you put the same tree in a flowerpot, it won't change much after ten years. Why? Because the forest can provide enough rain and dew, the ecological circulation system of nature, and there is a vast soil for its roots to stretch freely, the trees in the greenhouse do not have such an environment to become useful "materials", so they can only be trimmed and twisted to become objects for people to watch. According to statistics made by China Youth Daily, more than 60% of young people quit their jobs in order to gain more growth opportunities. A young manager said, "I would rather go to a foreign-funded enterprise in a big city and get an annual salary of 80,000 than a small enterprise in a small city with an annual salary of120,000." Even if I am the vice president, I have no motivation. " Because big cities and big enterprises have given me a good environment, I can learn more and grow faster. "
Do large enterprises have obvious advantages in attracting talents? In most cases, the answer is yes, but not absolute. An engineer gave up his high-paying job in a large enterprise and moved to a small enterprise as a technical director. Although his salary is not high, he thinks his job will be more challenging. He must take on more responsibilities, lead more subordinates, and begin to exert his leadership ability and gain a sense of accomplishment. Therefore, regardless of the size of the enterprise, as long as it has development potential and can provide employees with room for growth, employees will certainly be able to fully display their talents. Just like giving a tree a forest-like environment, it will give you a shade.
Weapon 3: respect and praise
There is a sculpture at the entrance of the headquarters building of ServiceMaster Company in the United States, in which Jesus knelt down to wash his disciples' feet. On the bottom is a sentence that Jesus said: It is not I who preach the gospel every day, but my disciples, so I will wash their feet. Front-line employees serve customers and managers serve front-line employees. Respect and praise can sometimes motivate employees more than money. A waitress who transferred from an ordinary restaurant to McDonald's after being laid off said: "The restaurant owner said that if I didn't do well, I would be laid off again. I didn't receive training. I got dirty in a bad environment all day, and my boss scolded me for something. But it's different at McDonald's. Although my job is a cleaner, my salary is a little low, but at least they gave me at least respect, as well as neat uniforms and professional tools. Sometimes the manager will praise me for my excellent work. Every day, I can see smiling faces, and I work hard. " Facts have proved that full respect for employees and timely praise can make employees feel more belonging, because people like to listen to good words and get recognition regardless of their position, which can motivate them to climb another peak of their performance.
Sharp weapon 4: comfortable working environment and humanistic environment
Enterprises are like a stage, managers are directors and behind-the-scenes workers, employees are like actors, and customers are audiences. How to win the applause of the audience, first of all, lies in the success of the program planning, and then the actor's on-the-spot performance. From stage design to construction, from programming to choosing the right actors, business managers and directors need to create or optimize the organizational structure, and choose the right employees to fill the design positions. Just as a great director can attract stars and celebrities, an excellent manager must also be able to create a platform conducive to the growth of talents, stimulate their interest in work, and thus play their great potential. The more advanced the talents, the higher the expectations for the working environment, personnel relations and corporate culture of the enterprise. A comfortable stage, a friendly and harmonious team, coupled with the spiritual encouragement of excellent corporate culture, employees will certainly contribute their best and most wonderful performances.
Sharp weapon five: humanistic care
Yue Fei, a national hero, once sucked out pustules for a soldier himself, and the soldier died in battle. A good manager will care about subordinates at any time and place, find and correct employees' mistakes at work, and care about whether employees can balance their work and life, so that employees will be moved and grateful until they are fully engaged in their work. In today's fast-paced work, it is not easy to strike a balance between work and life. TSMC's employee assistance program is a model of humanistic care. As a large-scale manufacturing enterprise, TSMC has many foreign employees, but it can make employees feel as warm as at home-food court, factory laundry service, factory shuttle bus and car, dormitory safety, staff leisure activity center, book bar and coffee shop, health center, psychological counseling center, nursery, cinema and so on. Managers will also send thank-you letters to the families of outstanding employees, so that the families of employees can feel the happiness brought by honor together, and the sense of belonging of employees is constantly enhanced.