Why our bonuses are bad
We all know that it is now fashionable to talk about employee motivation and resp. to do something in this direction. But, unfortunately, most attempts to do something encounter 3 problems:
As a result, we get something like the following set: food + VHI + bonuses (monthly, quarterly, annual)
Let's figure it out in order ...
Various lunches, LCAs, sports clubs, etc. - things are basically correct. Basically, I would like to answer the thesis of the employees: “Hey, these buns would be better for me in cash”.
So the point here is that the increase in w.p. on 2 tr you will forget after half a year, and from the fact that "feed for free" you will be well and warm every day. Perhaps this is already written in the textbooks on HR? )))
Now about the awards. Consider the various options immediately indicating their shortcomings.
For example quarterly or annual.
Any rigid periodicity immediately reduces the motivational effect to zero. The reason is simple - an employee expects a regular bonus, it is not a surprise for him, he does not experience positive emotions when he receives it. This prize is taken for granted and this money has been planned already a month before receipt.
Conclusion: the only effect that can be obtained here is the punishment of depremiation.
In addition to all the disadvantages of regular bonuses, we also have a very long waiting period. The following problems are added:
The second point is simpler - no one will seriously believe that the size of the bonus (New Year's) can be affected by how a person works at the end of winter / spring, etc.
Usually this happens when a certain bonus ratio is assigned depending on the achievements of the entire department / company / branch.
The problem is the lack of connection between real achievements and rewards.
Roughly speaking - if we have a department of developers and sellers, then with low sales, developers will mutter “these freaks cannot sell anything, we are not to blame”, sellers will be sure that “such shit is impossible to sell.”
In addition, the department’s indicators are always “the average temperature in the hospital”. If the indicator is low, then yes, most likely they all did it, but maybe someone still tried.
The answer, of course, is simple - to avoid all the problems described above, namely:
The award should be clearly related to the employee’s achievements both in fact and in terms of time.
Those. perfectly:
I don’t think that America was discovered here, everything is quite obvious and lies on the surface, but why, then, is the sensible approach to bonuses so rare. After all, the prize that did not give rise to motivation is money down the drain.
I believe that compensation should be. Unfortunately, we lived (and live) in an environment where inflation is high. People are already used to the fact that salaries are constantly growing.
It is in the interests of the manager to separate the “natural” increase in wages due to inflation and the increase in wages. due to professional growth. The reasons are basically the same as described above.
- The task is entrusted to those who, in principle, do not care. The main thing is to depict the activity and report.
- The decision is entrusted to someone who would be happy to achieve a result, but does not know how. In other words, "why a good programmer does not turn into a good team leader."
- They entrust everything to the right person, he, it seems, gives birth to the right thoughts, but administrative restrictions do not allow to realize his plan.
As a result, we get something like the following set: food + VHI + bonuses (monthly, quarterly, annual)
Let's figure it out in order ...
Intangible motivation
Various lunches, LCAs, sports clubs, etc. - things are basically correct. Basically, I would like to answer the thesis of the employees: “Hey, these buns would be better for me in cash”.
So the point here is that the increase in w.p. on 2 tr you will forget after half a year, and from the fact that "feed for free" you will be well and warm every day. Perhaps this is already written in the textbooks on HR? )))
Material motivation
Now about the awards. Consider the various options immediately indicating their shortcomings.
Any regular bonuses
For example quarterly or annual.
Any rigid periodicity immediately reduces the motivational effect to zero. The reason is simple - an employee expects a regular bonus, it is not a surprise for him, he does not experience positive emotions when he receives it. This prize is taken for granted and this money has been planned already a month before receipt.
Conclusion: the only effect that can be obtained here is the punishment of depremiation.
Annual award
In addition to all the disadvantages of regular bonuses, we also have a very long waiting period. The following problems are added:
- It is very difficult to assess the real effectiveness of an employee for such a period
- The employee does not see a causal relationship between achievements and rewards
The second point is simpler - no one will seriously believe that the size of the bonus (New Year's) can be affected by how a person works at the end of winter / spring, etc.
Award based on general indicators
Usually this happens when a certain bonus ratio is assigned depending on the achievements of the entire department / company / branch.
The problem is the lack of connection between real achievements and rewards.
Roughly speaking - if we have a department of developers and sellers, then with low sales, developers will mutter “these freaks cannot sell anything, we are not to blame”, sellers will be sure that “such shit is impossible to sell.”
In addition, the department’s indicators are always “the average temperature in the hospital”. If the indicator is low, then yes, most likely they all did it, but maybe someone still tried.
What to do?
The answer, of course, is simple - to avoid all the problems described above, namely:
The award should be clearly related to the employee’s achievements both in fact and in terms of time.
Those. perfectly:
- The prize should be appointed by the immediate (closest) leader who needs to know about the real achievements of the employee.
- The prize should be issued “immediately”. Those. hit Vasya cool feature quality and on time - get a bonus at the end of the month.
- The leader can always (it’s better to do it right away) to explain why so much, to whom and for what is issued. Those. there should be a sufficiently formal rating system or the leader should be competent enough to clearly indicate what is good about Vasya, what was given to him, and what is the file Petit, so far there is nothing to give
I don’t think that America was discovered here, everything is quite obvious and lies on the surface, but why, then, is the sensible approach to bonuses so rare. After all, the prize that did not give rise to motivation is money down the drain.
PS On wage growth and inflation compensation.
I believe that compensation should be. Unfortunately, we lived (and live) in an environment where inflation is high. People are already used to the fact that salaries are constantly growing.
It is in the interests of the manager to separate the “natural” increase in wages due to inflation and the increase in wages. due to professional growth. The reasons are basically the same as described above.