現在有很多企業的(de)(de)發(fa)展(zhan)是離不開員工(gong)(gong)的(de)(de),有(you)時候激(ji)(ji)(ji)勵員工(gong)(gong)就是為(wei)了公司的(de)(de)發(fa)展(zhan),但是激(ji)(ji)(ji)勵員工(gong)(gong)的(de)(de)方法不是只(zhi)有(you)用金(jin)錢(qian)的(de)(de),也有(you)很多用非(fei)現金(jin)的(de)(de)方式激(ji)(ji)(ji)勵員工(gong)(gong)的(de)(de),那么我們就來(lai)看下。
很多(duo)企業領導認為(wei),給員(yuan)工(gong)(gong)提供(gong)更高的(de)(de)薪(xin)酬、更好的(de)(de)待(dai)遇就可使員(yuan)工(gong)(gong)快樂(le),達致(zhi)激勵效(xiao)果。但金錢所起到的(de)(de)激勵作(zuo)用具有短時性,一些非現金的(de)(de)方式卻能有效(xiao)激勵員(yuan)工(gong)(gong)。
一、每周一次的上下級溝通
及(ji)時發(fa)現工(gong)(gong)(gong)作中的(de)(de)(de)問(wen)題,以增進雙方(fang)的(de)(de)(de)感情(qing)和(he)(he)關系(xi),溝通并需要雙方(fang)密(mi)切(qie)配合。一方(fang)面要求店(dian)長循(xun)循(xun)善誘,讓員工(gong)(gong)(gong)打開心扉(fei)暢(chang)談工(gong)(gong)(gong)作中和(he)(he)思想(xiang)上(shang)的(de)(de)(de)問(wen)題和(he)(he)建議;另一方(fang)面要求員工(gong)(gong)(gong)能夠(gou)開誠布(bu)公、暢(chang)所欲言,及(ji)時有效的(de)(de)(de)溝通不僅能解決許多工(gong)(gong)(gong)作中現存(cun)的(de)(de)(de)和(he)(he)潛在(zai)問(wen)題,更能激發(fa)員工(gong)(gong)(gong)的(de)(de)(de)工(gong)(gong)(gong)作熱(re)情(qing),形成和(he)(he)諧的(de)(de)(de)團隊(dui)。
二、讓員工獎勵其他員工
只要一(yi)名員工(gong)(gong)達(da)成了一(yi)個(ge)(ge)主(zhu)要目(mu)標,就允許這名員工(gong)(gong)正(zheng)式獎(jiang)勵另一(yi)個(ge)(ge)小組里對實現這個(ge)(ge)目(mu)標提(ti)供(gong)了最多幫助的員工(gong)(gong)。這對于那些默默提(ti)供(gong)支持卻(que)經(jing)常不被稱頌的員工(gong)(gong)來(lai)說也是一(yi)個(ge)(ge)獎(jiang)勵。
三、讓工作更有挑戰
沒(mei)有(you)(you)人喜歡平庸,尤其(qi)對(dui)那些年(nian)紀輕、干勁足的(de)(de)員(yuan)(yuan)工(gong)(gong)(gong)來說(shuo),富有(you)(you)挑戰性(xing)的(de)(de)工(gong)(gong)(gong)作(zuo)和(he)(he)成(cheng)功的(de)(de)滿(man)足感比實(shi)際拿多少薪水更(geng)有(you)(you)激勵作(zuo)用(yong)。因此(ci),店長(chang)要根據員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)要求適當授權,讓(rang)員(yuan)(yuan)工(gong)(gong)(gong)參與更(geng)復雜、難度更(geng)大的(de)(de)工(gong)(gong)(gong)作(zuo),一(yi)方(fang)(fang)面(mian)是(shi)對(dui)員(yuan)(yuan)工(gong)(gong)(gong)的(de)(de)培養和(he)(he)鍛煉,另外一(yi)方(fang)(fang)面(mian)也提(ti)高了員(yuan)(yuan)工(gong)(gong)(gong)滿(man)意度。
四、老員工帶新員工
新員(yuan)工(gong)(gong)熟悉(xi)(xi)企(qi)業(ye)制(zhi)度(du)(du)、掌握工(gong)(gong)作方法和認同企(qi)業(ye)文化的(de)速度(du)(du)主要(yao)取決于(yu)老(lao)(lao)員(yuan)工(gong)(gong)對于(yu)新成員(yuan)的(de)接納程度(du)(du)。建議對新進員(yuan)工(gong)(gong)采取“導(dao)師(shi)”制(zhi)度(du)(du),由(you)一名(ming)(ming)老(lao)(lao)員(yuan)工(gong)(gong)帶一名(ming)(ming)新員(yuan)工(gong)(gong)。一方面(mian)使新員(yuan)工(gong)(gong)盡快熟悉(xi)(xi)崗位職責(ze)和技能要(yao)求,另外(wai)也是對老(lao)(lao)員(yuan)工(gong)(gong)的(de)一種激勵。從心(xin)理(li)學角度(du)(du)來說,人(ren)都有幫(bang)助別(bie)人(ren)的(de)愿(yuan)望和要(yao)求,讓(rang)老(lao)(lao)員(yuan)工(gong)(gong)做新員(yuan)工(gong)(gong)的(de)“導(dao)師(shi)”反應(ying)了企(qi)業(ye)對老(lao)(lao)員(yuan)工(gong)(gong)的(de)重視(shi)和尊敬,讓(rang)老(lao)(lao)員(yuan)工(gong)(gong)在心(xin)理(li)上有一種滿足感和榮譽感。
以上的(de)方法,完全(quan)可以更好的(de)激勵員工。