Foreign experience in motivation and remuneration. Foreign models of labor motivation systems

Currently, Russian business realities are characterized by a change in the nature of competition. The sanctions policy introduced against Russia has led to a significant decrease in foreign investment and at the same time Russian investors are also in no hurry to invest money in domestic enterprises. Business owners and investors expect to receive a certain amount of profitability, which is comparable to the return received on invested capital in other projects with identical risks. If the total income of investors exceeds the planned parameters, then the business entity generates added value for business owners.

This becomes possible only if there are real competitive advantages, for the creation of which Russian business entities need to increase the efficiency of using human potential. However, enterprise personnel primarily pursue personal goals and, as a rule, are not interested in increasing the wealth of owners and investment donors, including due to the lack of adequate motivational mechanisms in achieving strategic goals. Therefore, one of the key tasks of business entities should be considered to intensify incentives labor activity based on a progressive system of performance indicators (KPI).

As the experience of the development of European companies shows, in the last 30 years there has been an increase in the popularity of various methods aimed at measuring the effectiveness of labor activity. This is due to the need to take control of those aspects of the enterprise that cannot be analyzed through traditional accounting. According to a number of foreign researchers, methods of measuring efficiency based on financial indicators do not allow identifying all factors that are critical for an enterprise

Modern foreign literature describes several technologies that have proven their effectiveness in the implementation of internal corporate performance measurement systems. Among them are:

balanced scorecard;

system of results and determinants;

efficiency prism;

performance evaluation matrix;

SMART pyramid.

The percentage distribution of these performance measurement systems among companies in the real sector of the economy in Western Europe, the USA and Japan is shown, respectively, in Figures 1, 2 and 3.

Figure 1.4 Percentage distribution of efficiency measurement systems among enterprises in the real sector of the economy of Western European countries

Figure 1.5. Percentage distribution of performance measurement systems among companies in the real sector of the US economy

Figure 1.6. Percentage distribution of performance assessment systems among business entities in the real sector of the Japanese economy

The common features of these methods are their multidimensionality, as well as the combination of a wide range of financial and non-financial indicators. However, despite the existence of several popular approaches to measuring performance, there is a need for more in-depth research in this area. First of all, this is due to the static nature of existing performance measurement systems, the inability to identify relationships and establish trade-offs between different categories of indicators. As a result, this toolkit does not allow making adequate management decisions. At the same time, the need for such solutions increases sharply within a highly competitive market environment. Many experts emphasize that there is currently an increasing need for dynamic systems that change in accordance with circumstances.

7-stage system for introducing key performance indicators In order to solve the problem of creating modern tools that allow you to effectively evaluate the effectiveness of activities, we will present a new procedure for creating a system of key performance indicators (KPIs). This procedure involves the implementation of the following stages:

1. conducting risk analysis;

2. description of the risks and existing potential of the industry or business entity, allowing to assess their sustainability;

3. selection of financial criteria corresponding to the described risk area and existing potential;

4. selection of non-financial criteria consistent with the described risk area and identified potential;

5. assessment of the significance of financial criteria for a specific industry (company);

6. assessment of the materiality of non-financial criteria;

7. formation of an individual system (set) of indicators capable of characterizing the effectiveness of activities for all significant financial and non-financial criteria.

In order to improve motivational mechanisms that can ensure an increase in the interest of personnel of business entities in increasing performance indicators, in addition to introducing an adequate system of key performance indicators (KPIs) based on a 7-step procedure, it is necessary to implement:

regulations for the formation of a material incentive fund, based on the criteria for its optimal size;

a unified approach to the distribution of material incentive funds between various divisions of the organization;

regulations for stimulating various categories of personnel by providing them with bonuses for achieving performance indicators of the departments in which these personnel work;

regulations for training, professional development,

undergoing adaptation procedures;

approach, according to which gradual growth is envisaged

earnings depending on the professional level of the specialist;

the procedure for establishing and changing KTU (labor participation coefficients), ensuring that achievements and shortcomings in the work activity of each employee are taken into account when paying bonuses from the material incentive fund.

KTU can be reduced to 0.00 for deficiencies in execution labor functions, in particular:

for failure to fulfill production plans;

for violation of technological regulations;

for failure to comply with the document flow schedule;

for failure to comply with job descriptions, health and safety rules;

for non-compliance with the rules labor regulations and management orders;

for violation of corporate ethics requirements;

for performing guilty actions (or inaction) that caused losses to the organization.

KTU is subject to mandatory increase for effective work activity, expressed, in particular:

in achieving high results in labor competitions;

in performing one-time tasks important for the organization;

in high initiative;

in making rationalization proposals and in filing patents;

in performing mentoring functions;

in attracting strategically important clientele;

in carrying out actions that allowed the company to gain additional profit or reduce the volume of planned losses.

Experience shows that the optimal value by which the KTU should be increased is 2.00 (in special cases - 3.00).

Methods of non-material incentives have found wide application in the experience of foreign countries. Impressive achievements in this direction have been achieved by corporations in the USA, Japan, Sweden, Germany, England, France and some other countries. Let us dwell in more detail on the methods of non-material incentives for labor used in the USA and Japan.

The US experience in developing labor incentive systems can rightfully be called global, which is still being analyzed, studied and applied in different countries.

The largest US corporation, IBM, became an innovator in this area of activity. This is one of the most profitable corporations in the world. The century-old corporation's revenues reached $92.8 billion (total profits for 2014), with total number employed 400 thousand people. The company owes much of its success to its founder, Thomas Watson, who developed management innovations and his own method of stimulating labor.

Taking into account the “post-industrial” perception, we note that the methods introduced by Watson the Elder were based on general principles that can be combined in two directions. The first direction is based on creating good relationships and mutual trust - “manager - subordinate”, “subordinate - subordinate”. Let's consider a set of stimulating principles of the first direction:

1. Non-specialized career. This type The professional growth of an employee is of the “intra-organizational career” type. Most often, this principle of non-material incentives is used in the USA and Japan, where a lifetime employment system is practiced. A non-specialized career assumes that an employee goes through all stages of his professional development within the same organization, but as a specialist in different professions.

2. Policy of effective and absolute employment. This policy is materialized throughout the entire work activity. Employees are provided with all the necessary conditions for full productivity in the process of production activities.

3. Enrichment of labor. Each employee of the organization, taking into account his moral and psychological characteristics and level of knowledge, is selected for a job that obviously increases responsibility for the result and arouses interest.

4. Implicit control. Implicit control, as one of the types of non-material incentives, is applicable only when the work process of the entire organization is established and there is no need for such a type of influence as the “Sword of Damocles”, which does not allow one to relax. The basis of implicit control is the search for the causes of errors through public opinion polls.

5. Individual participation of the employee in making management decisions. For such a process of non-material incentives as individual employee participation in management decisions, it is important to have a certain consensus in the team. The company's management can involve employees in developing proposals for prepared solutions. The next degree of participation is expressed in the development of alternative solutions. This requires the creation in the organization of certain committees or commissions, which are entrusted with the execution of this order. Then, within the framework of this type of stimulation, the “decision making” stage follows. For this purpose, collegial bodies are organized, which, from a number of proposed draft decisions, select the final version. The composition of this body, as a rule, includes “senior” officials of the organization.

6. Incentives to work related to personal satisfaction. The organization has developed a well-functioning reward system, which, most often, is expressed in material form and interests employees in seeking more effective and high-quality use of their professional capabilities. A flexible reward system “pushes” employees to accept high obligations to the company.

The second direction, introduced by Watson Sr., forms certain principles that presuppose the employee’s desire for individual expression of his personality, personal independence and the desire to express his individuality. It is believed that such artificially created conditions should stimulate the employee to plan and manage his destiny, which directly affects the coordination of labor behavior. Consider these principles:

1. Encouraging dissent. This is a mechanism for developing individualism in employees. Its essence is to encourage the employee’s own opinion, even if it is diametrically opposed to the opinion of management.

2. Belief in individualism. Respect for the person is above all. Each person is unique and deserves respect. Respect is an attitude towards a person based on recognition of merits. In a “good” company, “good” managers take into account the interests of their subordinates and use a permissive format of communication and interaction. They prove to the employee that he is a significant “element” of the organization and promote him to comply with the accepted beliefs of the company. This policy is based on the formation of mutual trust between the manager and employees.

3. Equal social status of employees in the organization. Social status determines the level that an employee occupies in the social system of the organization. Social status is not related to the official position of the employee. The organization establishes a single social status for all employees, which presupposes equal conditions, regardless of the employee’s rank in the organization’s hierarchy.

4. Specific personnel policy. Services performing personnel management functions have complete information about each employee, which allows them to organize training and retraining, according to the qualifications, of a certain group of workers. In an organization with a specific personnel policy, one can identify the postulate - Robert Kiyosaki: “If you think that training is expensive, try to find out how much ignorance costs.” Thus, a specific personnel policy provides the company with highly qualified specialists whose interests coincide with the interests of the company.

5. Policy of maximum delegation of powers. The essence this process aimed at liberating the creative activity of employees. In organizations with such a policy, employees at all levels are delegated additional powers, taking into account their qualifications, and the manager, in this process, is assigned the role of coordinator supporting their initiative. With the development of a policy of maximum delegation in an organization, the employee’s “maturity” increases, awareness increases and a loyal attitude towards management develops.

For comparison, consider the experience of another country, Japan, in developing a personnel incentive system. Japan is one of the most economically developed countries after the USA and China. Japan was able to achieve such successes only after World War II, through the relationship of manufacturers and distributors and the guarantee of “lifetime employment” of workers and employees. The type of personnel management and non-material incentive system used in Japanese enterprises is quite effective, this can be asserted based on the analysis of articles by foreign and domestic scientists aimed at studying the performance of Japanese enterprises.

The Japanese labor incentive system is based on the following means of motivation.

1. “Lifetime employment” of workers and employees. This system is difficult to understand for the European mindset, but it is a guarantee of employment. A huge plus of such a global (so I think) dependence of a person on an organization is that the person - employee understands the proportional dependence: “the well-being (economic prosperity) of the company is my well-being (economic prosperity." Such an employee makes every effort for the economic growth of his organization An employee hired by an organization for life is provided with a number of benefits:

Increase in salary for each year worked;

Complete health insurance;

Financial support for the purchase of real estate;

Scholarship payments to children of employees enrolled in higher and secondary specialized educational institutions, etc.

2. The principle of “seniority”. In Japanese companies, the principle of “seniority” is inviolable. “The elder,” says Japanese wisdom, “must be respected.” All employee achievements are assessed through the prism of this principle. First of all, it depends on the length of service of the employee. The salary increase for each year worked is provided by the principle of “seniority”, since the determining factor in Japanese companies is the length of service and age of the employees. Accordingly, promotion up the career ladder also directly depends on this principle.

3. Personnel training and development at the enterprise. A “bad” manager believes that his main function is the selection, selection and hiring of personnel, and if he has found the “right” employee, then he will do the “right” job. But what to do when work disruptions begin? What to do when problems arise in the interaction of departments in an organization? What to do if employees start working without much enthusiasm? If you are a manager and are asking yourself these questions, then it’s time to think about staff training and development. The process of training and development of personnel at an enterprise includes three types, namely training, retraining and advanced training. Employee training is the training of personnel and the production of an employee qualified in all areas of activity; as a rule, training extends to management personnel (managers). Retraining of employees is the training of personnel, the purpose of which is to acquire new knowledge necessary for promotion. Advanced training of an employee is training, the purpose of which is to improve the employee’s competencies in connection with increased requirements for the position.

4. Personnel mobility within one enterprise. Such a process of stimulating personnel as personnel mobility (movement) within the enterprise makes it possible to train personnel to adapt flexibly and “painlessly” to new conditions, which plays a huge positive role. It is important to understand that neither horizontal nor, especially, vertical movement of an employee is possible without a preliminary assessment of his competence. A preliminary assessment will reveal whether an employee has the necessary qualifications to allow him to move to another structural unit. Satisfaction of the company's production needs depends on the rational organization of the employee's internal movement.

5. Special (joint) decision-making procedure. This procedure involves the joint work of managers and employees. Before making a decision, employees are introduced to all the consequences that may arise when making a certain decision, and they conduct a survey of the team to determine the attitude of employees to a particular decision made. That is, a lot of time is spent preparing the decision-making procedure. The advantage in this process is that employees perceive the decision made as “their own” and not imposed by management. This causes a loyal attitude towards the company as a whole and prompt implementation of the decision made.

6. Involving workers in “small production groups to improve work activities.” They are now better known as the “self-control movement”, “defect-free movement”, “quality control circles” (QCC), “cost reduction circles”, etc. According to official data, about 95% of Japanese companies are actively developing these and some other small production groups.

It can be noted that these management styles, namely Japanese and American, have certain similarities. And in the practice of many countries, these styles are combined and duplicated. The similarity of these management styles is manifested in the fact that meeting the needs of employees is considered an integral part of the organization of the entire work process. They are involved in the management of the organization and “are not afraid” of financial costs for the professional growth of employees.

Analyzing the personnel incentive processes outlined above, it is impossible not to pay attention to the differences between the management styles of Japanese and US companies. If you take american style management, it can be seen that American companies are focused on a sense of competition between employees and on clear job descriptions, which hinders mutual assistance among employees. The decision-making mechanism in most American companies depends only 12% on the opinions of employees (data from sociologists), i.e. there is authoritarianism taking into account competencies and social status. In Japan, there is a pronounced management process aimed at combining the goals of the employee and the goals of the company. It can be seen that the predominant orientation is towards teamwork and conscious involvement in the group. As for the decision-making mechanism in Japanese companies, according to sociologists, employee involvement is expressed at 65%, i.e. we can conclude that there is tremendous trust in employees on the part of management personnel.

Training and advanced training in companies in Japan and the USA plays a significant role. Almost every company has its own personnel retraining system. Employees are required to undergo annual advanced training; in this regard, continuous training of personnel is carried out. In Japan, continuing education is part of the work process.

Consequently, motivation in America is realized to a greater extent through external influence and influence, while in Japan, on the contrary, it is characterized by the internal qualities of the employee and his needs. Motivation in the USA

conditionally can be called extensive, because it is aimed at using external exhaustible resources (money, benefits, benefits, etc.), while the intensity of the Japanese method of personnel motivation is determined by the use of internal inexhaustible resources - individual talents and abilities, needs, limitless opportunities for self-improvement and education, technical and scientific progress, the latest achievements in the field of personnel management.

Sergey Lebedko

In order not to be left alone in the office one fine day, every boss needs to know how to interest his subordinates in working for the benefit of the company. Of course, each manager chooses his own way of motivating staff: some feed employees carrots, while others threaten them with a whip. Which tool is better for managing a modern employee: to encourage or constantly keep in fear, threatening with dismissal or salary reduction. In the West, they have long understood that a valuable employee must be respected and cherished, since the company’s success in the market largely depends on his knowledge, ability to work and loyalty.

Unfortunately, in Ukraine, which has the largest human and intellectual potential in the world, companies do not sufficiently use tools related to increasing employee motivation, placing the main emphasis on “salary manipulation”: increasing or decreasing depending on the success of the structure in the market. Only large companies Today, when applying for a job, they offer specialists high level not only a high salary, but also “abundant” social package, covering part of the important costs of human life. But sometimes young shoots modern managers this does not suit him: he must see the prospect of career growth in this company, and if not, then, as practice shows, such an employee will look for another job.

Note that many Ukrainian companies do not want to talk widely about the employee incentive system that exists in the structure. Therefore, it is difficult to generalize this practice in an all-Ukrainian context.

We need a reasonable balance

It is not surprising that poor staff motivation to work ranks third in the list of reasons hindering the business growth of any company.

The question is how to make a person value his place in the company? At first glance, it seems that there is no need to be clever. Pay more and that's it. But it turns out that's not all. Yes, a decent salary should allow ordinary personnel to live in dignity. But even today, such an ancient principle as material remuneration for work requires compliance with certain conditions. According to Herzberg's theory, it is not worth increasing salaries in connection with indexation, since indexation of life, aimed at maintaining “hygienic (life) factors,” does not at all inspire employees to increase their productivity.

In addition to salaries, as is known, they also pay bonuses. But the bonus must be correctly positioned in the employee’s mind. A bonus that is paid occasionally is not considered a motivating factor, since it is perceived as part of the salary. When a person receives a bonus, he realizes that management appreciated the results he achieved and at the same time spared no money on the reward. At the same time, the most important thing for an employee is not the amount of the bonus itself, but the fact of receiving it.

Let's assume a situation where all employees are well paid. Then the motivation to “rush upward”, to spend time and energy on moving to the middle and upper levels fades into the background. At the same time, experts note one negative and dangerous trend for the company: the emergence of a danger in which getting big money will become an end in itself, a kind of fad for most employees. And if this is so, then in emerging markets, employees with this way of thinking are always ready to leave the company. “We need money, more money, because we, like the whole country (by the way, this is how many employees of Eastern European companies think), have not yet had enough,” say the workers. And many employers fall for this. They think simplistically: if you give a higher salary to an employee, he will work better. Although there are big doubts about this.

Let's consider this situation. The worker earned a lot with his work and intelligence: an apartment, a car, and also replenished his bank account. And, it is clear that monetary motivation ceases to work for him. As you know, business is routine, everyday life. People get tired of this and start looking for freedom. The employee is interested not only in realizing himself as a professional, but as an individual in general. And then there needs to be a coincidence between the basic values of the company and the personal interests of the employee. For example, not everyone wants to work from Monday to Friday, from 8.00 to 17.00. Therefore, the management of Western companies goes to the establishment of a flexible work schedule: they allow their employees to work in the morning or at night: the main thing is that he has inspiration. The time worked is determined by the card. Each employee has a web page. By looking there, he can get information about how long he was at work - but not less than 40 hours a week. As for Ukrainian companies, they still adhere to a strict work schedule.

How Ukrainian companies encourage employees

The most attractive for adaptation in other companies may be the thoroughly developed and tested motivation system used at Kyivstar.

According to Sergei Tovstenko-Zabelin, a responsible employee of the Kyivstar company, an employee is hired for a position whose responsibilities are clearly defined job descriptions and for which a certain salary level (grade) is established. Each position and each grade has a certain “fork” size wages, which may vary depending on the employee’s success in this position. During the work process, an employee has the opportunity to move to another position by participating in an internal competition, and the competition to fill a vacancy is primarily announced among Kyivstar employees. All payments in the company occur completely legally with the payment of the appropriate taxes, and thus a Kyivstar employee can easily use such additional features, such as bank lending, pensions, etc. In addition to wages, each full-time employee of Kyivstar, depending on individual labor results and the performance of his department and the company as a whole, can count on bonuses. Typically, quarterly and annual bonuses are paid, which is a significant addition to the salary. In addition to salary and bonuses, each full-time employee receives a social package, which includes medical insurance, vacation pay, pension savings insurance, accident insurance, and mobile services for family members.

A company employee has the opportunity to receive targeted financial assistance on special occasions, such as an anniversary, the birth of a child, a wedding, as well as support in the event of a serious illness. Also, the Kyivstar company, actively promoting the improvement of the qualifications of its employees, pays for relevant seminars, trainings, as well as special development programs; holds business idea competitions with incentive prizes and the opportunity to implement these ideas in practice.

According to a survey of Kyiv legal, advocacy and consulting firms regarding increasing employee motivation, most of them have career advancement planned for years in advance, i.e. everyone knows what they can qualify for in the coming years of work, and what salary and fees they can receive . This is due to the fact that these companies compete fiercely with each other for employees, since high rewards and, let’s say, a “thick social package” are attractive factors for moving from one company to another.

After the purchase of the Ukrainian Aval by the Austrian Raiffeisen Bank, according to Vladimir Lavrenchuk, head of the newly created Raiffeisen Bank Aval, the improvement of the personnel incentive system began. The bank decided to stimulate staff to work productively by increasing salaries: the income of middle and senior managers increased several times, and the work of risk managers became especially prestigious and highly paid. According to Lavrenchuk, the bank encourages its hardworking employees by improving their professional qualifications: trainings are organized for them (for this purpose a training center, which employs 8 trainers). In addition, the bank entered into an agreement with the Kiev-Mohyla Business School to train 220 bank managers in strategic, functional and personnel management. And this provides an opportunity for successfully working managers to apply for a higher place in the bank system and, accordingly, for an increased salary

What does the average Scandinavian need?

According to Christer Ferling, a consultant at the Swedish Economic and Financial Advisors Agency, international development", in companies with a cyclical structure, personnel (staff or team) are created for the duration of a certain task. The top manager only sets the direction of work, sets tasks, without forgetting the main thing - creating favorable conditions. Such an organization is based on three “p” - people, purpose & process (people, purpose and process). But the classic vertical structure is built on three “s” (like the military) - structure, system & strategy. For example, in the CIS countries, companies operate according to a classical type, rather than a cyclical one. In Sweden, labor costs have always been high. Working with unmotivated staff is quite expensive for a company. By the way, the social package provides the Swede with 80% of the payment for the ballot. True, the Swedes will not take sick leave unless necessary - local entrepreneurs are doing everything possible to increase the motivation of employees to work. Ferling argues that in many Swedish companies today, team spirit is at the top of the hierarchy of corporate values. For an employee, values such as friendship, partnership and team are of paramount importance. In second place is interesting work, in third place is the realization that the employee himself cares about high-quality implementation tasks. The salary is in seventh place. Today, many companies in Sweden allow staff to work from home. No one is surprised by the flexible work process: if a competent group considers it possible to grant such a right to a team member, then management will not object, since the entire team is responsible for the results of the work.

mckinsey experience

Methods of rewarding employees and a harmonious system of career growth operate at McKinsey. It is clear that at present the low level of personnel management in most domestic companies does not allow them to borrow many of the principles developed by this international structure. Note that McKinsey employees are paid not based on the results of the department’s work, but on the results of the work of the entire company. “Top management” is guided by the main principle: the company needs people who work not for earnings, but for the sake of the organization. A person must make every effort so that new knowledge and an improved product are born within the structure. “Relying only on the stimulating effect of material rewards in such a situation is stupid,” says McKinsey.

The company has developed clear rules for hiring employees. She tries to select not just people with knowledge and certain experience. She is interested in people with a dominant personal characteristic, to put it simply, with the makings of a team leader. What distinguishes the company from other similar ones: it does not have a rigid hierarchical structure. The company allows a person to independently organize the creative process, and encourages the employee’s initiative. Everyone who comes to McKinsey aims to become independent. Let's say there is no boss as such who points and checks, since frequent instructions and checks can irritate employees and, accordingly, delay the completion of the goal in time. In his activities, the employee is guided by the mission (task) and fundamental principles. He wants to have freedom of movement, thought and action in order to independently cope with unpredictable situations. Therefore, the company’s management strives to gather professionals under one roof, and not just employees. And everyone hired by McKinsey is treated as professionals and expected to be professional in their work.

To ensure that employees do not stay in one place, the company has a six-step career growth system. And each of them has its own area of responsibility. Simultaneously with career growth The zone of independence is also expanding in strict accordance with the increase in professional skills and cognitive resources.

New hires start as a business analyst. The next stage is “associate” (from English - comrade, colleague). Then - manager and junior partner. Each title has a corresponding range of responsibilities. Unlike a business analyst, “a ssociate” takes part in the discussion of related and general problems and manages projects. But the manager’s competence includes not only managing the accumulated knowledge of the team, but also searching for the best methodological knowledge. By the way, if a person does not possess the traits of “leadership,” then the issue of transferring to managers can be postponed for a while. The junior partner is a multi-machine operator. His responsibility is to manage multiple projects, work with the client, and set goals for new projects. He must prepare articles, analyze completed projects and multiply the company's database. He is reaching his goal in 6-7 years. A company partner is a key figure. He gains the most important thing - freedom. But, according to company analyst Eberhard von Lehneisen, it is inseparable from responsibility. He is an expert in a specific field (it is not allowed to be an expert in all fields). In addition, the company's partner determines which projects are most needed by the company and in what sequence they should be completed.

The Partner Director is the Master of the Order. He, like a father, suggests to his partners promising areas for finding clients, maintaining contacts with the most important of them. He works with office staff and spends a lot of time on this.

What is “profit sharing”?

New system increasing staff motivation, introduced by one Russian telecommunications company, deserves special attention. It concerns the payment to all employees of a certain percentage of profits (this type of incentive is widely used in world practice). In the Russian company, due to this factor, it was possible to solve the problem of selecting employees and strengthening their motivation, strengthening the corporate culture as a whole. By the way, the company also uses a program for assessing the contribution of each employee - “performance management”. The size of the bonus and salary payment depends on it, but this program has different conditions.

What is “profit sharing”? The quintessence of the system lies in the distribution of profits in equal shares among all program participants. At the beginning of the year, the company announces its 360-day plans and determines the following: if net profit after paying all taxes exceeds a certain amount, then a certain percentage of this profit will be equally distributed among all full-time employees of the company who signed the document (this program is valid only during the calendar year). By the way, the program has a minus: if something doesn’t work out, the company may refuse to fulfill its obligations to employees.

According to the management of the telecommunications company, profit sharing is a very strong motivational factor that allows people to consciously participate in the company's business. Moreover, the distribution of earned profit and its payment is an equal share, regardless of the position and position of the employee. Perhaps for the head of the department the amount received will be insignificant, but for young employees the incentive can amount to 3-4 monthly salaries. This program is designed for beginners and mid-level companies (top management and some high-ranking executives do not participate in “profit sharing”, since other compensation and motivational programs are provided for them).

As time shows, profit sharing is a fairly powerful tool. If an employee knows that he will receive a large amount of money at the end of the year, he will definitely work until the end of the year. This program is needed not only to encourage employees, but to support the image innovative company in the field of telecommunications.

According to studies conducted by some Western recruiting companies, small companies with a staff of 60-100 people. pay more attention to the monetary component than large ones. They are forced to pay 20-60% more than world-famous brand companies. Typical strategy small companies- this is attracting highly qualified employees and a sharp increase in their salaries. At the same time, it has been noticed that employees who receive increased salaries are not at all loyal to the company, and the turnover rate among “overbought” specialists is much higher than among employees raised within the company.

To avoid the development of such negative aspects, experts recommend creating favorable psychological climate. The worker must feel involved in what the company does. Then the salary will fade into the background (perhaps temporarily), and the employee will stop thinking about applying his abilities in other companies where work is paid higher. According to experts, the range of human aspirations and desires is so huge that it is not worth measuring it only with money. It is no coincidence that today many well-known international companies, when hiring “valuable personnel,” try to find out their internal motivation. Management is not against high salaries, but they must be sure that the employee, first of all, is driven not by the love of big money, but by an interest in a new business

References

To prepare this work, materials from the website http://www.gaap.ru were used

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Unfortunately, in Ukraine, which has the largest human and intellectual potential in the world, companies do not sufficiently use tools related to increasing employee motivation, placing the main emphasis on “salary manipulation”: increasing or decreasing depending on the success of the structure in the market. Only large companies today, when hiring high-level specialists, offer not only high salaries, but also an “abundant” social package that covers part of the important costs of human life. But sometimes the young generation of modern managers is not satisfied with this: he must see the prospect of career growth in this company, and if not, then, as practice shows, such an employee will look for another job.

We need a reasonable balance

It is not surprising that poor staff motivation to work ranks third in the list of reasons hindering the business growth of any company.

How Ukrainian companies encourage employees

The most attractive for adaptation in other companies may be the thoroughly developed and tested motivation system used at Kyivstar.

According to Sergei Tovstenko-Zabelin, a responsible employee of the Kyivstar company, the employee is accepted for a position whose responsibilities are clearly defined by job descriptions and for which a certain salary level (grade) is established. Each position and each grade has a certain salary range, which may vary depending on the employee’s success in this position. During the work process, an employee has the opportunity to move to another position by participating in an internal competition, and the competition to fill a vacancy is primarily announced among Kyivstar employees. All payments in the company occur completely legally with the payment of the appropriate taxes, and thus a Kyivstar employee can easily use additional opportunities such as bank lending, pensions, etc. In addition to wages, every full-time employee of Kyivstar, depending on individual labor results and the performance of his department and the company as a whole, he can count on bonuses. Typically, quarterly and annual bonuses are paid, which is a significant addition to the salary. In addition to salary and bonuses, each full-time employee receives a social package, which includes medical insurance, vacation pay, pension savings insurance, accident insurance, and mobile services for family members.

After the purchase of the Ukrainian Aval by the Austrian Raiffeisen Bank, according to Vladimir Lavrenchuk, head of the newly created Raiffeisen Bank Aval, the improvement of the personnel incentive system has begun. The bank decided to stimulate staff to work productively by increasing salaries: the income of middle and senior managers increased several times, and the work of risk managers became especially prestigious and highly paid. According to Lavrenchuk, the bank encourages its hardworking employees to improve their professional qualifications: trainings are organized for them (for this purpose, a training center has been created, which employs 8 trainers). In addition, the bank entered into an agreement with the Kiev-Mohyla Business School to train 220 bank managers in strategic, functional and personnel management. And this provides an opportunity for successfully working managers to apply for a higher place in the bank system and, accordingly, for an increased salary

What does the average Scandinavian need?

According to Christer Ferling, consultant to the Swedish Economic and Financial Consultants for International Development agency, in companies with a cyclical structure, personnel (staff or team) are created for the duration of some task. The top manager only sets the direction of work, sets tasks, without forgetting the main thing - creating favorable conditions. Such an organization is based on three “p” - people, purpose & process (people, purpose and process). But the classic vertical structure is built on three “s” (like the military) - structure, system & strategy. For example, in the CIS countries, companies operate according to a classical type, rather than a cyclical one. In Sweden, labor costs have always been high. Working with unmotivated staff is quite expensive for a company. By the way, the social package provides the Swede with 80% of the payment for the ballot. True, the Swedes will not take sick leave unless necessary - local entrepreneurs are doing everything possible to increase the motivation of employees to work. Ferling argues that in many Swedish companies today, team spirit is at the top of the hierarchy of corporate values. For an employee, values such as friendship, partnership and team are of paramount importance. In second place is interesting work, in third place is the realization that the employee himself cares about the quality of the task. The salary is in seventh place. Today, many companies in Sweden allow staff to work from home. No one is surprised by the flexible work process: if a competent group considers it possible to grant such a right to a team member, then management will not object, since the entire team is responsible for the results of the work.

mckinsey experience

The company has developed clear rules for hiring employees. She tries to select not just people with knowledge and certain experience. She is interested in people with a dominant personal characteristic, to put it simply, with the makings of a team leader. What distinguishes the company from other similar ones: it does not have a rigid hierarchical structure. The company allows a person to independently organize the creative process, and encourages the employee’s initiative. Everyone who comes to McKinsey aims to become independent. Let's say there is no boss as such who points and checks, since frequent instructions and checks can irritate employees and, accordingly, delay the completion of the goal in time. In his activities, the employee is guided by the mission (task) and fundamental principles. He wants to have freedom of movement, thought and action in order to independently cope with unpredictable situations. Therefore, the company’s management strives to gather professionals, and not just hired workers, under one roof. And everyone hired by McKinsey is treated as professionals and expected to be professional in their work.

To ensure that employees do not stay in one place, the company has a six-step career growth system. And each of them has its own area of responsibility. Simultaneously with career growth, the zone of independence expands in strict accordance with the increase in professional skills and cognitive resources.

New hires start as a business analyst. The next stage is “associate” (from English - comrade, colleague). Then - manager and junior partner. Each title has a corresponding range of responsibilities. Unlike a business analyst, “a ssociate” takes part in the discussion of related and general problems and manages projects. But the manager’s competence includes not only managing the accumulated knowledge of the team, but also searching for the best methodological knowledge. By the way, if a person does not possess the traits of “leadership,” then the issue of transferring to managers can be postponed for a while. The junior partner is a multi-machine operator. His responsibility is to manage multiple projects, work with the client, and set goals for new projects. He must prepare articles, analyze completed projects and multiply the company's database. He is reaching his goal in 6-7 years. A company partner is a key figure. He gains the most important thing - freedom. But she, according to a company analyst Eberhard von Lehneisen, is inseparable from responsibility. He is an expert in a specific field (it is not allowed to be an expert in all fields). In addition, the company's partner determines which projects are most needed by the company and in what sequence they should be completed.

What is “profit sharing”?

A new system for increasing staff motivation, introduced by one Russian telecommunications company, deserves special attention. It concerns the payment to all employees of a certain percentage of profits (this type of incentive is widely used in world practice). In the Russian company, due to this factor, it was possible to solve the problem of selecting employees and strengthening their motivation, strengthening the corporate culture as a whole. By the way, the company also uses a program for assessing the contribution of each employee - “performance management”. The size of the bonus and salary payment depends on it, but this program has different conditions.

What is “profit sharing”? The quintessence of the system lies in the distribution of profits in equal shares among all program participants. At the beginning of the year, the company announces its plans for 360 days and determines the following: if net profit after paying all taxes exceeds a certain amount, then a certain percentage of this profit will be equally distributed among all full-time employees of the company who have signed the document (this program is valid only for calendar year). By the way, the program has a minus: if something doesn’t work out, the company may refuse to fulfill its obligations to employees.

As time shows, profit sharing is a fairly powerful tool. If an employee knows that he will receive a large amount of money at the end of the year, he will definitely work until the end of the year. This program is needed not only to reward employees, but to support the image of an innovative company in the telecommunications sector.

According to studies conducted by some Western recruiting companies, small companies with a staff of 60-100 people. pay more attention to the monetary component than large ones. They are forced to pay 20-60% more than world-famous brand companies. A typical strategy for small companies is to attract highly qualified employees and dramatically increase their salaries. At the same time, it has been noticed that employees who receive increased salaries are not at all loyal to the company, and the turnover rate among “overbought” specialists is much higher than among employees raised within the company.

To avoid the development of such negative aspects, experts recommend creating a favorable psychological climate in structures. The worker must feel involved in what the company does. Then the salary will fade into the background (perhaps temporarily), and the employee will stop thinking about applying his abilities in other companies where work is paid higher. According to experts, the range of human aspirations and desires is so huge that it is not worth measuring it only with money. It is no coincidence that today many well-known international companies, when hiring “valuable personnel,” try to find out their internal motivation. Management is not against high salaries, but they must be sure that the employee, first of all, is driven not by the love of big money, but by an interest in a new business

Motivation is a mandatory tool for personnel management. It is one of the main points that determine the relationship between employees and the company. In Russia it is generally accepted that the best reward for work is money. But the best Western practices show that this approach is not the only correct one.

Today, there are a large number of motivational theories about how staff should be encouraged. The application of these theories and approaches to work motivation, created by foreign scientists, in Russia and the West have their own nuances.

In the West, the problem of personnel motivation is understood much more broadly than in Russia. In our country it is generally accepted that a person works solely for money. Of course, the question of salary should come first, because only very rare enthusiasts work for an idea. But if a company gives its employee the opportunity to attend corporate courses to study foreign language or a subscription to the pool, then, of course, the employee will take advantage of this offer with great pleasure, and his loyalty will increase.

Besides financial side, abroad a significant role is given to non-material methods of motivation. Western HR managers have long come to the conclusion that employees are the main value of the company, they need to be cherished, because the success of the company depends on the ability of the team to work.

What does motivation look like in a foreign language, and what is paid the most attention abroad?

American gingerbread

United States of America - ideologues modern methods doing business. They are the founders of such concepts as “HR” and “internal corporate culture”. In the 60s of the 20th century, the basic principles of working with human resources, systems of material and non-material motivation, ways to increase employee loyalty.

Almost everything American companies, in addition to the reward system, provide their employees with health insurance at the expense of the company, professional development programs, corporate lunches and much more. For example, IBM and AT&T corporations, in response to changes in the demographic situation in the country, developed and successfully implemented so-called family programs. Most of these companies' employees are under 40 years of age, many of whom have young children. Corporate management provides these employees with the opportunity to work on a flexible schedule, assistance in selecting nannies, corporate kindergartens and nurseries, and also organizes holidays for employees with children.

Americans also pay great attention to improving the qualifications of their workers. In each of the above-mentioned corporations, the cost of all types of training is almost $800 million per year. Training, according to Americans, helps to increase individual productivity and increase company profits.

But this is the practice used in the largest American corporation, Walt Disney Co.: on the main street of Disneyland Park, the cafe windows are dedicated to the most valuable employees.

A little about the French

It's not that the French don't like to work - they just prefer not to overwork. This is evidenced by the 35-hour work week adopted in most French companies. This is despite the fact that in many EU countries the working week is 40 hours.

The French take additional attention to their person from the company as something self-evident.

Almost 69% of French residents consider a rotating or flexible work schedule, even freelancing, to be the best non-financial motivation.

The French consider medical and social insurance at the expense of the company, as well as assistance in repaying loans. Widespread corporate catering has also been introduced in France.

By the way, additional education and advanced training at the expense of the employer is not at all interesting to the French, although many companies are trying to introduce numerous training programs. Car companies Renault and Peugeot are famous for this.

Japanese stability

“Serve the emperor and the country first, your company second, your family third, then you can pay attention to yourself,” this basic principle of the psychology of Japanese society comes from the era of feudalism. This message is reflected in modern corporate culture Land of the Rising Sun.

In Japan, a person gets a job for life. Once accepted into the company, the Japanese remains there until his official retirement. The company in which a specialist works becomes practically a second family. Hence, non-material motivation employee training is carried out according to the “father-son” psychological scheme, where the company is the father and the employee is the son.

The company facilitates obtaining a loan, and often itself provides interest-free loans to its employees. The company also bears all expenses in case of expensive education for the employee and his children. Many Japanese companies finance family celebrations of their employees - weddings and anniversaries, and also organize sporting events. Some companies provide housing for their employees.

Interestingly, some Japanese corporations encourage marriage between employees. In this way, the corporation binds the specialist even more strongly to his workplace - in this case, work practically becomes home.

They provide high motivation to work and ample opportunities for career and professional growth. Promotions may be small, but their regularity is a great way to motivate employees.

The Dutch get benefits, the Swedes get a friendly team

In the Netherlands, the main role that determines the interest and work activity of employees is given to benefits and compensation.

If an employee needs to consult a doctor, the company provides its employee with two paid hours - during which he can safely go to the hospital. And if a subordinate was absent from work for three months - for example, due to illness - then he receives one additional paid day of rest.

But in Sweden, the paramount values are friendship, partnership and teamwork. In second place in the ranking of priorities for Swedes is interesting work, and only in seventh position is the size of wages. Today, many Swedish companies allow their employees to work from home.

Back to the Soviet Union?

Payments for food were widespread in the USSR, and benefits such as free trips to rest homes and sanatoriums were standard. Currently, many Russian companies pay virtually no attention to their employees, do not try to retain them, believing that there are no irreplaceable specialists. Russian companies Fear is often used as motivation - employees are threatened with salary reductions or dismissal. This is unacceptable abroad.

Of course, Russia should be guided by the experience of its Western colleagues, but under no circumstances should it copy it, because the mechanical transfer of foreign experience to our conditions will not have any effect. However, we should not forget that non-material incentives for company employees can and should be used only if the financial needs of the employees are met.