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In the new economic environment, Cisco is undoubtedly the best performer, and its rapid growth and outstanding performance are remarkable. 1986, Cisco was founded, with only 1 product and 4 employees. 1995, the company has 25 series products with a market value of 9 billion dollars. In June 2000, the company owned 150 series products, accounting for 80% of the world market share, with 29,000 employees, and its market value surpassed that of Microsoft, ranking first with US$ 555 billion. For these achievements, its successful human resources policy has contributed greatly. Let's analyze the core part of her incentive mechanism.
Cisco implements a full-time option system, and 40% of company options are held by ordinary employees. No matter where you work for Cisco in the world, you will hold an equal share of shares according to your position. The company has made a statistic in recent years. According to the average market value of Cisco, as long as you have worked in the company for 12 months, the minimum value of the options you have is $30,000.
Not only in China, where we think the culture of "balance" is the most important, but also in the enterprises all over the world, this distribution system is unique.
Another important feature of Cisco's option system is that the company only encourages employees who can devote themselves to the same goal for a long time, rather than expecting them to work for only one or two years. Because the execution period of options generally takes 3 to 5 years, employees are optimistic about the company's * * * goals and vision. Short-term market value fluctuation is not important, but the value return of the company in 5 years or even 10 years or longer. On the surface, the company is using salary to retain excellent employees, but in essence it should use career to retain people.
In an era of technological innovation explosion, opportunities and risks in the market exist objectively, and the needs of employees are also selected and adjusted in this variable. How to diagnose and grasp the needs of employees, effectively motivate employees and give full play to their enthusiasm and creativity is a very valuable problem that every enterprise manager must face.
The incentive mechanism to induce employees to engage in work is the starting point of incentive, that is, need and drive. The key for an enterprise to motivate its employees to work hard and create high performance is to set goals that are in line with the enterprise strategy and provide corresponding opportunities to continuously improve the working environment. The core element of protecting employees' enthusiasm is to give corresponding rewards to high performance, which is the end of the last incentive cycle and the starting point of a new round of incentives. People's needs and driving forces are always being met, and a new and higher-level demand cycle arises, so a new incentive cycle begins again.
From the primary level to the advanced level, human needs can be divided into five levels: physiological needs, security needs, belonging and social needs, respect and status needs, and self-realization needs. In the human demand cycle, it is always when the first-level demand is met that the higher-level demand will arise. With the development of society and the progress of civilization, enterprises, like employees, will have higher demand when their relatively primary needs have been met. For example, enterprises should not only pay attention to the return of interests, but also have social influence, create brands and serve the mission of human civilization and progress. The needs of employees are also constantly improving, and more advanced needs are increasingly becoming the choice of employees in the era of "knowledge economy". Therefore, it is not difficult to understand the incentive effect after the enterprise implements employee stock ownership and binds the interests and destiny of the enterprise with employees.
In addition, from the perspective of driving force and motivation, employees are different in different periods, stages of development and different environments. There are mainly achievement motivation, attribution motivation, ability motivation, affinity motivation and power motivation. How to guide and adjust these incentive combinations of employees according to their different positions and different growth periods to meet the needs of enterprise development is also a subject that management must face.
If the development prospects of stocks and companies are regarded as factors that can be transformed into material rewards, then there is another very important factor in motivation: emotion. Emotion is a factor full of more variables, including complex factors related to personal personality, hobbies, values, beliefs, habits, personality and other factors. If it is to be effective, it should also be considered in combination with the working environment of the enterprise. How to find the law among so many variables, how to coordinate effectively, how to ensure the consistency among various elements, and how to make people, the core resource, play the greatest role in enterprise organizations? Each of our managers may need to think carefully and choose.
In my opinion, in terms of incentives, enterprises should start with improving the working environment and establishing a good management mechanism. Only when an enterprise has a good development goal, a corporate culture that conforms to its own characteristics, good material returns and room for employees to grow can employees be willing to fight for the enterprise. Establish an interdependent relationship between enterprises and employees, so that employees can truly feel that enterprises are employees, and everyone in the team should make contributions, so that the company's career can grow and employees can get the greatest value return. In addition, from the perspective of mechanism guarantee, enterprises should establish an open, fair and just evaluation system and distribution system, so that the incentive results can get long-term results.
Ideologically, our managers should also make some changes, and employee motivation cannot be simply equated with treatment. Many business managers have similar sighs: "wages can't keep their hearts" and "spending money is uncomfortable". In my opinion, the fundamental reason is that the value of wages as a form of remuneration has been greatly exaggerated. If the salary is regarded as the hardware of motivation, then whether emotion and career prospects can be used as the software of motivation. If we plan the environment, salary, management mechanism and other factors of the enterprise with multiple factors, and combine them with corporate culture, corporate strategy and personal goals, and get consistent and mutual support as much as possible, then the incentive problem will have a good answer.