Is the monthly outstanding employee award feasible?

Editor's Note: Users of this website "Yellow Cat" and "lygterry" have raised the question of how to motivate employees according to the situation of their respective companies. Ms. Zhao Juanyan, Director of Human Capital Consulting Project in East China of Mercer Consulting Company, respectively proposed targeted solutions. Is the monthly outstanding employee award an effective way to motivate employees? Question: The company decided to implement the monthly outstanding employee award, with one quota per month. However, it is difficult to evaluate individual performance because of the high requirements of teamwork and the overlapping of work, and I am worried that such selection will backfire and dampen the enthusiasm of other employees. Ask an expert, is there any better incentive measures or suggestions? (Questioner: Huang Mao) Answer: According to the situation you briefly described, the monthly outstanding employee award is not suitable for your company, because your department has high requirements for teamwork and a lot of overlapping work. Simply using the quota method to select outstanding employees of the month, not only has no incentive effect, but may be counterproductive. In addition, the frequency of monthly awards is too dense, and the results of a lot of work may not appear in the monthly cycle. Therefore, it is impossible to reflect the real situation of performance fairly and objectively by mechanically adopting the monthly selection method. For the organization of teamwork, it is suggested to mainly adopt the way of team assessment and reward. For example, after the whole team has achieved a certain stage achievement or milestone, it can announce this news to all employees through the company's internal network, thank the whole team members for their efforts in this process, share their own experiences, and quote some specific stories of this team to share with other employees. In addition, at some key points, we can celebrate with team dinners and other entertainment activities to further strengthen the cohesion of the team and celebrate the achievements of the whole team. Of course, for teamwork organizations, it does not mean giving up personal assessment. In personal assessment and reward, we should pay attention to methods and cycles. For example, the assessment cycle should take the results of a certain stage of the whole team as the node, or take a relatively long period of time, such as half a year or a whole year, so as to fully reflect the specific performance of each member of the team in a certain period of time. In the assessment method, each team member plays a different role in the whole team, so it is necessary to assess their performance from their specific roles and responsibilities. However, we need to be cautious about whether to use the so-called "quota method", because if we use the "quota method", we actually advocate the comparison and competition between employees, not the comparison between employees and organizations. In addition, in terms of salary incentives, we should also give consideration to individual performance and team performance results, and properly bind them, and guide employees' behaviors through the performance-based salary management system, so as to more effectively show the behaviors and performances needed by the organization. How to motivate design-oriented salespeople? Question: We are a large equipment manufacturer, involving a series of services such as design, manufacture, installation, debugging and maintenance of the whole set of equipment. Therefore, the performance of sales staff is closely related to planners and designers, and they must be relied on to provide ideal design solutions to win the project. In addition, the performance of construction personnel is also related to the progress of the project, completion acceptance and other issues related to the final payment of the project and customer satisfaction. The question that has been puzzling is, how should such salespeople conduct performance appraisal and what kind of incentive mechanism should they adopt? How to coordinate planners and designers to motivate their work performance? How to distribute the performance bonus? (Questioner: lygterry) Answer: When designing the salary of sales staff, we usually need to consider the following aspects. First of all, by analyzing the external competitive environment, the key success factors of the industry and the company's business objectives, we can clarify the company's business strategy and marketing objectives, such as new product strategy, market share/profit objectives, pricing strategies and means. Companies are at different stages of development, and their marketing strategies and concerned marketing objectives are different. For example, in the early stage of the company's development, sales volume and market share are the most important. With the increase of market share and product line of the company, the profit target, the proportion of new products/products with high gross profit margin to total sales will become the focus of attention. These goals will have a direct impact on the assessment focus and incentive system of sales staff. For the salary of sales staff, the target total income of sales staff should be determined according to the external market data, the salary concept of enterprises and the ability to pay. Then, according to the role played by salespeople in the sales process and the influence of salespeople, the salary combination is determined, such as the ratio of fixed income to variable income. Sales work can generally be divided into direct sales, contract sales, distribution, professional promotion and order processing. According to your description, your company's sales form is more similar to contract sales and/or professional promotion. In addition, we also need to consider the personal influence degree of sales staff in sales activities, such as the influence of products and companies in the sales process, the influence of personal sales relationship, and the risk of sales loss that may be brought by the turnover or resignation of sales staff. The influence of salespeople will affect the salary combination, and the greater the proportion of variable income, the greater the influence on behavior. In addition, what needs to be determined is the leverage ratio, that is, the opportunity to get higher than the target salary income due to outstanding performance; If sales become more difficult, the extra sales profit will be considerable, and the company expects the income gap to widen, so it can use greater leverage ratio. Or conversely, we should use a small amount of measurable assessment content that can be influenced by sales people when we go to the auditorium in Dallas. In addition to some quantitative indicators, such as sales, market share, customer satisfaction, new customers and other indicators, sales staff can also add some qualitative indicators, such as internal cooperation satisfaction, personnel training and so on. As far as your company is concerned, except for the sales staff, the work of planning, design and project implementation personnel is closely related to the sales results. For the assessment content of planning, design and project implementation personnel, it is suggested that the satisfaction of internal cooperation can be increased, such as the satisfaction of the sales department with the cross-departmental cooperation of planning, design and project implementation departments. In addition, when planning, designing and calculating the bonus pool of project implementers, it can be tied to the sales completion to some extent, so as to increase their attention and cooperation on the sales situation.