Sergey Salmin: I will work with full dedication. Accustomed to working with full dedication Complete dedication to work
You can treat it differently. You can just be a good performer, or you can put part of your soul into your work. The first thing that comes to mind when talking about dedication is that it is good. After all, a person who sincerely devotes himself to work has high motivation, and, therefore, productivity. But dedication does not always guarantee a successful career. Let's look at why.
Dedication leads to excellent results only when combined with high competence.
If he works a lot, and does it very energetically, but not entirely competently, he looks like a rower who swings the oars with all his might, but the boat spins in place or floats, but too slowly and who knows where. The dedication that goes hand in hand with a lack of competence has another pitfall. You do a lot for the company, you spend time and energy, and, of course, you want your efforts to be appreciated. But he evaluates not the amount of effort, but the results. And if the results leave much to be desired, you should not expect approval and bonuses from the boss.
Personal involvement in work moments is a double-edged sword.
Any failures in this case are perceived much more heavily - as personal losses. Added to this is a feeling of guilt: somewhere I didn’t finish, didn’t think through, didn’t control, and because of this my colleagues, partners or manager suffered. In case of mistakes, a rational approach, without self-criticism, is much more useful. When you soberly analyze why you made a mistake, how the problem could have been avoided, and what to do next time so that the situation does not happen again. Emotions emanating from the inner “I” in this case are not the best advisers.
As a rule, people who work with complete dedication are very demanding of others.
It seems to them that everyone should work after hours, pick up other people’s responsibilities if necessary, continue to work despite chronic non-payment of wages, etc. From this position, employees who think rationally and detachedly are perceived as indifferent to the company’s problems and disloyal. Therefore, people who are completely dedicated to their work may not express criticism correctly, or make sharp remarks to colleagues or even to their boss. This is not always useful for the company's goals, and can lead to aggravation of relations in the team, which, of course, will affect the one who criticizes.
Having internal motivation, loyalty to the employer, and a sincere desire to achieve common goals is of great value if emotions are controlled. Work with pleasure and enthusiasm, while taking care of your inner world - mixing work and personal aspects does not always contribute to your career.
Dedication is a personality quality that manifests itself in activity through the maximum application of effort, knowledge, skills, and mental strength. Depending on the scope of the actions performed, they distinguish how dedication is manifested in work and love, in serving the homeland and in the game, mastering new things and improving existing ones. Such an application of one’s own forces at maximum speed is in some ways comparable to self-sacrifice, but has a limit of manifestation, then self-sacrifice has no limits (or rather, its limit can be death, as the stop of all processes).
Self-giving is activity at the limit of one’s own capabilities, performed unselfishly and unconditionally (here we can talk about sincere love or passion for work). Naturally, it implies a certain sacrifice for the sake of the chosen idea or person, but such sacrifice still has limits of reason (guided by this feeling, you can give all your savings, but not your life, your own sleep time, but not half your organs).
What is dedication
Hard work and dedication may look similar on the outside, but what makes them different is the inside of a person. When working, there will be an expectation of reward, and the harder and harder the work, the greater the expectations will be (we are not always talking about monetary reward, perhaps it is an earned reputation, the favor of sympathy, etc.).
Self-giving is a self-sufficient process, and a person receives reward immediately during the performance of an activity (this is what selflessness looks like when an act is performed for someone and this in itself brings joy, or work is performed in pleasure and happiness, or the satisfaction of other moral needs brings oneself process, not the final salary).
Another option for explaining the term self-giving through an antonym is quite common in religious use, when caring for one’s own needs is put on the back burner (and sometimes completely entrusted to the hands of higher powers), and human activity is directed towards serving higher powers and doing good to others, without waiting gratitude and praise. Such asceticism and immersion in the process is inherent not only in religious concepts, but is also observed in any activity that absorbs a person. Often, in order to develop an idea and the well-being of loved ones, not only selfishness is overcome, but also a mode of minimal consumption is turned on. When all the main resources are devoted to work, idea, person. This is a great spiritual force that fuels motivation from within, and it is associated with sincere love that does not demand anything in return.
To understand the essence of the manifestation of dedication, it is worth considering it not as a general concept, but in relation to certain areas of life. Similar manifestations can be observed widely in cinema and literature, where the hero, guided by love or faith, performs feats, gives his last, and endures bullying and humiliation. All such actions have something in common - the increased importance of a certain object in their own value system. But there are more down-to-earth and more convertible manifestations of acts of dedication.
Dedication in work has always been the most valued quality of an employee, because such a person is not just a good professional with high knowledge, but he puts a piece of himself into every action and worries about the result with all his soul. Such a person never has problems with motivation, and if work activity is guided by dedication, then time will never be wasted, as long as it ends quickly. On the contrary, such people are bursting with ideas, they can linger in order to do something perfect or a little more than expected; they do not organize boycotts due to delays in payment, but begin to look for other ways to obtain common benefit.
However, hard work and dedication are not always able to bring rosy results, as it might seem at first glance, since professional activity includes many more aspects than motivation and. It is worth considering the level of a person as a professional, since a dedicated, low-skilled specialist is equal in productivity and usefulness to a not very motivated, but highly qualified specialist. This can be compared to how a person will run quickly and inspiredly, not knowing the direction, while another will reach faster, using a navigator and not in a big hurry. Typically, in work activities, the immediate result of the work is assessed, and not how much effort you expended, and if you need to stay late to complete the norm, then these efforts are unlikely to be highly appreciated. There is an option to direct your dedication not to empty shaking of air, but to increasing your skills and knowledge, then we can talk about the positive impact of dedication.
This is an aspect of dedication that negatively affects results, but there is also a negative for the individual himself, who has a direct emotional involvement in the work process. If the event is successful, it takes off very quickly and it is easy to attribute all the merit (or most of it) to yourself, but this one will quickly be put in its place by colleagues. It is much more difficult to deal with failures when a person takes full responsibility for the failure, looking for his own mistakes for a long time and feeling the failure of the event as if it were his own. To avoid such crises, you should be able to distinguish between your personal qualities and work issues, without merging together with even the most important matter.
Those for whom work is everything find themselves easy targets for failure in life because, having lost it, they no longer have the support of friends and hobbies. In addition, there is a deterioration in relationships with others, for whom the activity does not seem so important - this arises against the backdrop of a demanding attitude not only to oneself, but also to others, with the only difference - others work without dedication for a very specific reward and their efforts are valued in currency , and not burning eyes.
What can motivate high dedication?
In any of the options (even negative manifestations), dedication is a quality that can still be used in a positive and developing direction, you just need to give the right vector to this great energy of internal motivation. The presence of such aspiration in a person is often encouraged and used, valued and promoted, but increasing relevance lies in the issue of increasing internal motivation, as an indisputable resource, because guided only by external rewards or intimidation, a person acts within a given framework, determined norms, from motivation to motivation without introducing your own energy. The activity of an internally motivated person who works without carrots and sticks from the outside looks much easier, more productive and creative.
To understand how to encourage a person to give of himself, one should analyze his future activities and the person’s hobbies. Simply satisfying a person’s interest can significantly increase his motivation, because doing something interesting is a reward in itself and saturates the individual’s resources. By reviewing the activity, including in it moments that are interesting to a person, you can increase the overall level of his dedication.
If the external push remains, then it is worth keeping it in constant dynamics (if bonuses for fulfilling the plan are chosen, then they should be constant, and over time their volume should increase). But providing motivating support for an ever-increasing material component at a certain point becomes unprofitable or even unprofitable, and besides, this is not the true basis of dedication. External reinforcing factors include praise, recognition, and public respect. For many, it is more important to receive personal recognition from superiors in resolving a certain issue than monetary reward for this.
We have all suffered the trauma of rejection and devaluation, such praise and gratitude are healing for the soul, and are what people will try for. If the boss evokes sympathy with his attitude towards employees and shows human qualities, then his requests will be fulfilled faster, and the internal climate in the team may become less likely to leave for a better-paid job. Thus, it is not so much work moments as personal relationships that can increase dedication even in the workplace.
The opportunity to be heard and bring your ideas into the common cause helps with dedication, because when a person implements his own ideas, his motivation grows, his interest remains active, and ideas develop even behind the work walls. If you constantly tell people how to act, keeping them within limits, then within these limits they will work, without dedication, but only within the agreed time frame.
The era of external stimulation has long been in its death throes; it will no longer be possible to control dozens of people with the help of external influence (bonuses and fines, certificates and reprimands), now an individual approach and the ability to notice a person, remember him and call him by name when greeting him in the corridor are required. It is precisely individual value that everyone strives for in the era of averaging and depersonalization. 
Magazine "HR Service and Personnel"
Many managers are of the opinion that the main tool for influencing staff motivation is money. As one of the managers told me: “If there is money, there is motivation; no money, there is no motivation.”
At first glance, this is difficult to argue with. Who will work without money? Money is designed to motivate people to work hard. Salaries should also solve two more important problems: attracting and retaining good employees. If it is difficult to pay employees a competitive salary (compared to other companies operating in the same sector), then this leads to serious difficulties in attracting and retaining qualified personnel. In addition, through money, the company demonstrates to the employee that it values his work and his professional achievements.
But it is not only money that determines people’s attitude to business and their attitude towards the organization. As one doctor said, “If all doctors worked only for money, then the most attractive place for doctors to work would be the morgue.”
To better understand the tasks that have to be solved to increase employee motivation to work, we need to look at the situation through the eyes of the employee himself. In what case does he have a sincere desire to make the most of his knowledge, professional skills and experience in his work? When is he ready to work hard, with full dedication? Obviously, this desire arises only if the employee sees a close connection between his personal interests (career goals, gaining recognition and respect, material well-being, confidence in the future, etc.) with the work he performs in the company. These obligations are experienced by the employee as a sincere desire to work conscientiously in the interests of the company; they determine his concern for its reputation, its image in the eyes of partners and consumers. An example of this attitude is given by Tom Peters and Robert Waterman in their book “In Search of Excellence.” They talked about a worker from the company Honda, who, after hours, on the way home, if he saw that the windshield wipers on the Hondas he saw were bent, he would stop and straighten them. He was simply unable to look at the fact that something was not working well in his company’s machines.
The well-being of a company depends on the level of commitment of its staff
People working in an organization are the key success factor, without which it is impossible to count on good results in business. Only employees who are committed to the company are willing to put in extra effort at work without demanding additional payments for it.
The best companies were able to quickly see that the impact of employees who were truly committed to their organization increased. Since the early 70s, Japanese and American companies, realizing this, began to radically change the attitude towards labor at their enterprises.
Says Michael Armstrong, former chairman of the board of directors of the largest American company AT&T: “The leader is obliged to create an atmosphere of upliftment. We spend a lot of time at work, so people should enjoy their work, and they should be given credit for their work. They should smile more than frown and feel good, including where they work. They should have the feeling that Monday is the best day of the week. If you can create such a climate in a company, people will move mountains for you. And if such people work for you, then victory is guaranteed.”
What should be done for this? Should I pay big or very big money?
An Eastern proverb is often cited that we can lead a horse to water, but we cannot make him drink. In the same way, we can hire an employee (and pay him any money), but we cannot make him love the company or his job. Money can't buy love and devotion. Forming employees' commitment to their organization is not limited to calls and exhortations from management.
What makes up the commitment of employees to their organization?
Commitment has three components:
1. belief in corporate values and acceptance of the goals of the organization;
2. involvement in work, the desire to make maximum efforts in the interests of this organization;
3. loyal attitude to the organization, desire to remain a member of this organization.
All three components of commitment are strengthened if the employee is satisfied with his working conditions and the prospect of professional growth, when he meets fair recognition of his merits in the company and sees opportunities for professional or job growth. Staff commitment grows, employees begin to work better if they have internal commitments to the company, if they understand and accept the goals and objectives of the business. Thus, a caring attitude towards the problems of his company, a willingness to contribute to its development and solution to its problems are based on the employee’s clear understanding of the goals and direction of the company’s development and on the convergence of his own interests with its interests.
If an organization does not make a deliberate effort to build commitment among its employees, then it has one less lever to influence employee motivation.
When the percentage of committed employees begins to fade
Recently, at the request of the head of a Novgorod company, I carried out work that involved identifying additional opportunities to increase the motivation of the company's management team. At the same time, the main emphasis was on finding opportunities to more fully use non-monetary leverage. As a result of the analysis, the main demotivating factors that had a negative impact on the work morale of the company's management were identified. First of all, it was the lack of a clear understanding of the goals and objectives that follow from the formula “to achieve a significant improvement in the work” of the units they head. In addition, the managers, according to their own assessments, were poorly informed about the state of affairs in the company, and the management team as such did not exist due to the existing disunity. The director, who is also the owner of the company, did not have the habit of involving managers in the preparation of important decisions related to business development or increasing the efficiency of work in specific areas. The passivity and wait-and-see attitude of the company's management was largely a consequence of authoritarian leadership. As the analysis showed, the motivation of managers was also low due to an insufficiently clear system of planning, summing up and evaluating work results.
Having identified the factors that reduce motivation, we could talk about methods for its correction. However, consideration, together with the company's chief executive, of possible ways to improve the situation in the field of motivation of management personnel has reached a dead end. The director honestly said: “I understand everything, but I can’t get over myself, I can’t give up my usual working methods.” At the same time, his main argument was the lack of faith in the possibilities and potential of leaders.
It is known that in relationships between people, love without reciprocity usually does not last long (although, of course, there are both tragic and beautiful exceptions to this rule). Often unrequited love turns into hatred. The same is true in the relationship between employee and organization. People react painfully to the indifferent, cold attitude towards them on the part of the employing organization.
Once, during one of his seminars for leaders of American companies, the generally recognized authority in the field of management Peter Drucker asked those in the audience to raise their hands whose companies had employees who were not happy with management, who represented something like ballast, and from whom the company would gladly get rid of it if given the opportunity. Quite a lot of hands shot up in the hall. Then Drucker asked a second question: “Tell me, were they already like this when they came to work for your company?” There was silence in the hall. This question made many present think about what the organization is doing (or not doing) to strengthen the work motivation of its employees. (Repeating the same question in an audience with Russian leaders, I received exactly the same reaction from those present over and over again).
Very often, people's commitment dies during the work they do in the company, in response to the attitude they receive from the company.
What factors can negatively affect staff's commitment to their company? Surveys conducted among managers of various Russian companies showed that Russian managers consider the following to be the main factors:
Dissatisfaction with the level of wages
Lack of a clear system of employee incentives for work results
Low salary. Pay level is lower than other companies
Inconsistency between remuneration and labor contribution
Unfair distribution of social benefits
Uncertainty about the future
Limitation of independence in decision making
Lack of career prospects
Lack of awareness (including about the goals and mission of the company)
Minute control by management
Lack of trust from management
Division of company employees into first and second class
No room for error
Discrepancy between words and deeds (top management)
Lack of goodwill in relations with management
Depreciation of fixed assets
It can be seen that the management system that has developed in an organization is one of the most powerful factors that can negatively affect the level of commitment of employees to their organization.
Building Commitment
How do the best companies increase employee commitment? Let's consider the experience of the best companies.
Respectful attitude towards people
American company IBM For more than a decade, the basis of employee motivation has been an attentive attitude towards people. The first and most important of the three basic principles IBM- this is respect for the individual. The annual review of the activities of the English branch back in 1984 already states that it is the adherence to this principle that most of all explains the ongoing success of the company.On the cover of a booklet for company employees called "Personnel and IBM" and describing the principles of its personnel policy, the words of the head of the corporation, Louis Gerstner, are quoted as spoken by him in 1962. "I think that the true reasons for the success or failure of any corporation very often lie in the answer to the question of whether this corporation knows how to identify talents and free up creative people's energy. I believe that if an organization wants to survive in our ever-changing world, it must be willing to change everything except its fundamental principles."
Caring for people and their development
Company management DVAG(German Property Management Consultancy) attaches great importance to the opportunity for employees to relax in the most comfortable conditions, combining relaxation with training, improving their general educational and cultural level and entertainment. Been with the company for a long time DVAG They bet that the most important condition for success is personal development. Therefore, regularly held training seminars on personal development are a mandatory part of the extensive educational program provided to all employees. The training centers where the seminars are held are located in exceptionally beautiful locations, provide maximum comfort for employees and are equipped with the latest technology. This shows listeners how much the firm's management values them.The company's management also ensures support from family members of employees. Employees and their spouses are always invited to general meetings held by the company, where the best are awarded. By honoring the best employees, the company's management strives to show their family members that they count on their understanding and support. “If a life partner is against us because the husband or wife devotes too little time to the family due to long business trips, then the employee will not be able to achieve high results at work.”
A leader's ability to influence the motivation of followers
A strong leader must have a vision for the future, be able to communicate that vision to others, and inspire them to make that vision a reality. It is important for a leader to develop the ability to encourage people to perform better than they think they can perform, or better than their internal motivations encourage them to perform. There are many examples. This is also the documented policy of the General Electric company in working with personnel, aimed at maximizing the identification and disclosure of the potential of each employee. This is Mary Kay's promotion of respect for other employees, instilling in them confidence in their own abilities, helping others to feel more confident, more competent and appreciated.
RULES OF PRACTICE GUIDE
MARY KAYEmployees' commitment to their organization is based on trust and reflects the decision-making processes practiced by the company's management, the principles of people management and the company's communication style.
All company leaders, from first-line managers to board members, can contribute directly to strengthening the bond of unity between employees and Mary Kay by doing the following:
¦ Always do the right thing, honestly and ethically.
¦ Always consider the human element when resolving any issue before announcing a final decision. As a guiding principle in determining what is right, use the Golden Rule: Treat others as you would like to be treated.
¦ Before you do anything, always ask yourself, “How will this be received by employees and affect morale?” Make sure you are doing it correctly. If you are confident that you are doing the right thing but expect negative perceptions, talk to employees before taking action.
¦ Before you do anything, ask yourself, “Will this affect employee confidence?” Building employee trust should be a top priority. The moral atmosphere is the responsibility of every leader.
¦ When communicating with employees, have a conversation, not a monologue. Effective communication is communication that is open, frequent, and timely.
¦ Let the employees do their job. If possible, reduce the level of bureaucracy and empower subordinates to make independent decisions. Judge employee productivity by their average performance, not their worst.
¦ In every interaction with employees, genuinely demonstrate that you respect and value them. Be available, open, honest.
¦ Think before you act or make decisions. By cutting from the shoulder, you risk undermining the respect of subordinates for those who make decisions.
¦ Remember that employees— living people, and their lives are multidimensional. Appreciate the personal differences between them, accept their circumstances, and respect the whole person that each person is.
¦ Always try to be fair. When in doubt, decide in favor of the subordinate.
This simple, one-page set of rules is now standard for all Mary Kay management personnel and is a central theme in management training.
I would also like to remember the modesty of Konosuke Matsushita, the founder and president of the Japanese company Matsushita Electric, and his ability to express his gratitude to his employees. One of his closest aides recounted how Matsushita gave a speech to a large audience at one of the company's anniversary celebrations, thanking everyone for their work on behalf of the company. Having finished, he, instead of taking his seat, came down from the podium, stood in front of the audience and bowed three times. For Japan, with its strict chain of command, such behavior from a person occupying such a high position was unheard of. Hundreds of grown men shed tears.
A manager, in order to best influence the work motivation and behavior of subordinates, should not limit himself to using predominantly administrative levers (orders, instructions, control, punishment and monetary incentives). But to the question of what, besides reward and punishment, can be used to motivate subordinates to do good work, managers do not immediately find an answer. However, the list of such motivating influences is long. I will give only a part of this list.
Methods that a manager can use to influence employee behavior
(excluding reward and punishment)
Personal example
Setting goals
Control
Belief
Seek advice
Appeal to better feelings
Evaluation of work results
Informing
Reliance on the team
Expanding employee independence and responsibility
Playing on curiosity
Playing on ego
Using competition
Request
Establishing trust
Using the desire to complete something already started
Work enrichment (make work more interesting, attractive)
Introduction of new traditions
Improving the company's image in the eyes of employees
Inspiring employees to improve their work
Taking advantage of the employee's desire to have a good reputation
However, all these methods will be useful only to those who are looking for new opportunities to influence the motivation of subordinates, not limited to the usual carrots and sticks. It is difficult to expect that a manager will be helped by recommendations containing long lists of methods that he could successfully use in relation to his subordinates if he does not have an understanding of human psychology and does not see a special need for improvement in this area.
Intra-organizational PR
Another reason why the personnel of many Russian organizations lose motivation is the lack of a clear strategy by management regarding the information policy that is implemented in the company in relation to personnel. Information in many Russian companies is communicated to employees on a case-by-case basis; there is no clear system in terms of content, frequency, or choice of channels for delivering information to employees. As a result, people are not only poorly informed about the most important issues related to the work of the company, their attitude towards the business worsens, and their commitment to the company and its goals decreases.
It is difficult to talk about developing employees’ commitment to their organization without thinking about what the information policy regarding personnel will be, what image of the organization, what image of top management we would like to form among employees, what exactly and by what means should be done to achieve planned.
Leaders are increasingly hearing that not only in politics, but also in business, there is an increasing demand for purposeful work to form the image of a leader and create a favorable attitude among followers towards his statements and actions. Intraorganizational PR - uh This is the information policy of the organization’s management regarding personnel, designed to form among employees the most favorable attitude towards the actions and intentions of management. Here a very wide field of activity unfolds before us. These include meetings of management with employees of various departments, management speeches at general meetings of the organization’s employees, use of radio broadcasting opportunities, internal corporate network (intranet), corporate website, publication of various printed materials, honoring the best employees, corporate holidays and celebrations of significant dates for the organization. etc.
Louis Gerstner, Chairman of the Board of Directors and CEO of the company IBM, used another way to convey management's ideas to employees. He wrote a book which he called: “One Voice.” In it he presented his view of the market, the situation in IBM and how the market will develop and how IBM must fight for the future. He sent this book to every employee of the company.
For many companies around the world, it is becoming common practice to write corporate codes that state the core values of the organization and the ethical principles that employees must adhere to.
Ralph Larsen - Chairman of the Board of Directors and Chief Executive Officer of the company Johnson &Johnson, indicates that the strategy chosen Johnson &Johnson to increase competitiveness, is consistent with its famous “Credo” - a code of ethics that shows what management should be like and what the behavior of company employees should be. In recent decades the company Johnson &Johnson actively used and popularized the “Credo” in every possible way, ensuring that in this way it was possible to influence the formation of a positive image of the company not only in the eyes of its own personnel, but also in the eyes of the public, clients and partners. Larsen says: “We can manage one hundred and seventy or one hundred and eighty different departments because they are united by the Creed. ... Often, when we discuss our next actions, someone present can always ask the question: “How does this fit with ""Credo"?" The same thing happened during the restructuring Johnson &Johnson. As Chairman of the Board of Directors of the company James Bourke said, "Credo" is our common denominator."
OUR CREDO
We are convinced of our responsibility to doctors and patients, to mothers and all those who use our products and services.
Everything we do must be of the highest quality.
We must continually strive to reduce our costs in order to maintain reasonable prices.
Customer orders must be fulfilled quickly and accurately.
Our suppliers and distributors must have high profits.
We are aware of our responsibility to those employees who work with us in different countries of the world.
Everyone must be treated as an individual.
We must respect self-esteem and recognize the merits of each employee.
People should feel safe at work.
Remuneration must be fair and adequate, and work must be carried out in clean, orderly and safe conditions.
Equal terms of employment, promotion and rewards must be established for employees with the same qualifications.
We must ensure competent and fair governance.
We are equally responsible both to the society in which we live and work and to the entire global community.
We must be good citizens - take part in public events, do charity work and pay our share of taxes.
We must support improvements in society, education and health care.
We must maintain the properties we use and protect the environment and natural resources.
Our main goal is responsibility to shareholders.
The business must bring good profits.
We must experiment with new ideas.
Research must be carried out and innovation processes must be developed.
New equipment must be purchased, new means of production must be acquired, and new products must be developed.
It is necessary to create reserves taking into account unfavorable periods.
If we act in accordance with these principles, our shareholders will receive sufficient dividends.
Following the company Johnson &Johnson A huge number of companies have begun to use this kind of corporate codes of conduct for employees, forming in them the right attitude towards work and towards the company.
Summarizing the consideration of the possibilities of personnel motivation, which can be used in addition to material incentives, it should be especially noted the need to find new ways and approaches to solving this problem. This path may be different for different companies. Many opportunities are open to those managers who really want to motivate staff. There are no ready-made recipes here. Only an understanding of the psychological mechanisms of people’s behavior in an organization and an attentive attitude towards employees, their problems and aspirations give a chance to choose the right path.
Firstly, motivation is a person’s system of motives. A motive is what motivates a behavior. For example, when you were interviewing for a job, you could identify the following motives from one applicant for a job in your beauty salon: professional growth, the opportunity to participate in professional competitions, work in a creative team, avoidance of routine and monotony. In another applicant, you may have discovered other motives: a stable salary, working in a non-conflict team, the importance of a good relationship with the director. That is, motives are strictly individual. What motivates one employee may not affect another. Secondly, motivation is a system of actions to activate the motives of another person. For example, these are your management actions to encourage staff to engage in service behavior and actively sell home care products. Let me remind you that the “golden hands” of the staff, service behavior, sales skills, and documents describing the requirements for personnel themselves are useless. Not only must your employees “be able” to provide excellent customer service, but they must also “want” to do so. Your task is to multiply the “CAN” of the staff by the “WANT”. “I want” is motivation.
Lee Iacocca, American manager:“When it comes to keeping a business moving forward, it’s all about motivating people.”
What place does money occupy in the motivation system? On the one hand, money is a material motivator.
E.M., owner and director of a beauty salon:“In our salon, specialists work under the following conditions. If a specialist fulfills a sales plan, that is, sells home care products for a set amount, then he receives 35% of the cost of services provided to clients minus the cost of consumables, plus 10% of sales. If a specialist does not fulfill the sales plan, then he receives 30% of the cost of services provided to clients minus the cost of consumables.”
On the other hand, money can act as an intangible motivator. For example, you assessed the quality of service in your beauty salon using the “Unknown Client” method. You have identified employees who complied with the “Customer Service and Active Sales Standard” and applied the knowledge and skills acquired in business training to implement this standard. You paid the “service” leaders a premium. This is an intangible motivation for service behavior and sales. The money in the form of a bonus in this case was a positive assessment of compliance with the standard. You have demonstrated that you, as a manager, value employees achieving high service results based on a standard.
Practice shows that the potential of money as a motivator, that is, as a driver of staff activity, is exaggerated. In practice, it does not turn out that the more the manager of a beauty salon pays employees, the better they work and the more loyal they are. This principle applies only to a certain extent. The money your employees receive in the form of salaries is important. But they do not motivate, they control, oblige, force. Adequate salary, good living conditions, suitable working hours, convenient location of the salon do not motivate, but only reduce the dissatisfaction of your staff. That is, due to these factors, your staff simply comes to work in your beauty salon and does not look for another job.
“Burning eyes,” activity, energy, and work with full dedication can be evoked if you identify and engage the real interests and desires of your employees. That is why it is important to identify the motives of the future employee at the personnel selection stage. Then, during the adaptation stage, regularly communicate with the employee on probation to clarify his motives. After this, having hired a person on staff, during individual conversations, constantly notice how much the work in your beauty salon corresponds to the employee’s motives. Let me remind you that an individual’s motives can change over the course of life and with gaining professional experience.
R.O., owner and director of a beauty salon:“I have a good hair stylist who works for me, she is about 40 years old. Lately she has been depressed and tired. I began to think about changing jobs, because as I get older, it becomes more and more difficult to provide services to clients. When I announced the imminent opening of a second salon, she perked up. We agreed with her that she would be able to teach novice hairdressers in two salons. She went back to school to learn the techniques of teaching hairdressing.”
If you, as the manager of a beauty salon, are thinking about building a motivation system, then it is important to understand what exactly you want to motivate your staff to do.
WE MOTIVATE staff to work in your beauty salon. For this purpose it is advisable build a staff retention system, that is, provide employees with a social package, which in a “beautiful” business usually includes the following.
1. Insurance employees from an accident. This way, you really pay attention to the health of your employees. You show that you are not an exploiter and that not only your personal profit is important to you. Your employee receives a policy from the insurance company and understands that you, as an employer, have taken care of him. If an insured event occurs, the employee will receive monetary compensation, and your concern for him will acquire specific material expression.
2. Payment (credit) for training, visiting professional exhibitions in the field of beauty and health. By paying for or crediting training, on the one hand, you, as the head of a beauty salon, are doing yourself a favor. Because the employee will use the knowledge and skills acquired as a result of training for the benefit of your clients. On the other hand, you satisfy the staff's needs for novelty, professional growth and achievement.
N.I., administrator of the Beauty and Health Center:“Twice a year, the director of our Center sends my colleague and me to professional business training on working with clients, which takes place at a well-known international exhibition. We don't pay for this. We have been waiting for this event for six months. We really need an atmosphere of celebration and communication with administrators like ourselves. After a day of this training, we go home inspired, with new ideas for better customer service in our salon. The good mood lasts for about a month. Clients ask: “What happened to you, why are you so smiling?”
3. Preferential (interest-free) lending employees. It is impossible and unnecessary to give this opportunity to all employees. But it is important to provide such an opportunity to key employees who make up the service core of your beauty salon.
A.K., owner and director of the SPA salon:“If I can help an employee solve his life problems, then I definitely do it. I don't need an employee burdened with everyday problems. For example, I practice interest-free lending. This is a tool for creating loyalty. Any employee can contact me with a request for such a loan. Not everyone will get it, but everyone has the opportunity. If an employee is loyal, follows all the rules, and is constantly learning, then I help. It's not about gratitude here. It’s just easier for an employee without everyday problems to work.”
4. Financial assistance. If difficult times happen in the life of your employee or his family, then providing material and other assistance is a matter of your honor, both from a human and managerial point of view.
Tomorrow the Russian youth team will start at the European Championships in Israel with a match against Spain. One of the few players in its lineup who had regular playing practice in the final part of the Russian championship is Krasnodar goalkeeper Alexander Filtsov. In an interview with the official website of the RFU, he shared his impressions of the past training camp and the upcoming opponent.
- To what extent does the atmosphere of the EURO in Israel coincide with the idea that you had while in Krasnodar and Moscow?
- This is truly an extraordinary event that can be once in a lifetime. When we arrived in Israel a week ago, a pre-tournament mood emerged. Well, now, on the eve of the match with Spain, the anticipation, on the one hand, of a holiday, and on the other, of a difficult fight, is only increasing. We are now concentrating exclusively on tomorrow’s match, everything else fades into the background.
- How do you cope with the Israeli heat?
“It’s really quite hot here, thirty degrees during the day.” I may be a little more accustomed to this, since I now live and play in a southern city, which is Krasnodar. But it’s not easy for all the guys, especially during the day. But we are ready for this, we understood what country we were going to.
- What helps in this regard in terms of recovery?
- When we trained twice a day, massage therapists helped us recover. I think that each player is slowly starting to prepare himself for matches. In general, excellent conditions have been created for us to prepare for the European Championship. We live in a very good hotel, the training field is also not satisfactory. We can only thank those who organized the collection in Israel.
- How important was the sparring with an Israeli team of not the highest level for the youth team?
- We don’t have many friendly matches, so the match with the Israeli club was not superfluous. We were able to feel our partners on the field, remember some game connections, and the participation of the whole team was also a very important component. Although most of the guys spent one half on the field, in any case, it was a full-fledged game, and not an ordinary two-way game.
- How, in your opinion, will it be necessary to play against the current European champions, the Spaniards?
- I think that the coaching staff will clearly explain to us the tactical model of the game against Spain. It is clear that this team has a lot of high-quality players such as Isco, Thiago Alcantara, Rodrigo. Yes, anyone can be considered one of these. In my opinion, first of all you need to show crazy dedication, that’s absolutely true. We will try to adequately confront such a serious opponent.
- The fact that the Russian team ended up in the so-called group of death at the European Championships was perhaps for the best? Don't need to tune in to anyone in particular?
- We have a truly strong group, each team will compete not only for high places, but also for medals. In my opinion, all participants in the European Championship deserve respect. We have played Spain twice before, and on the first occasion we drew with an older team. In March we had sparring matches with Italy, in February – with Norway, and last summer – with Israel. In short, we imagine the strength of our opponents very clearly. It won't be easy with any of the teams. Now we need to get ready for the next match.
- The current Russian youth team has come a long way in the tournament; in your opinion, can it really qualify for a place in the group and a medal?
- During this time, we have developed a very good team. We know each other very well, we achieved success together in the qualifying round and play-offs. Now we had enough time to get ready, in a word, everything from the point of view of preparation was done correctly. I really hope that in Israel, despite the level of our opponents, we will be able to achieve something significant. At the very least, we will give our best so that success comes to us.
- You have now arrived in Israel as the main goalkeeper of a Premier League club. How does this affect your performance in the national team?
- First of all, it gives you confidence in your own abilities. You feel like a combat-ready unit. In short, there are differences from the previous situation. When I was told at the training camp in the Emirates that there was an option to move to Krasnodar, I didn’t think twice about it. I understood that I desperately needed game practice. Although there is also competition in the club, and no one gave me a place in the main team. He had to be won over by working at the training camp. But I'm glad it all happened this way.
- In Israel, Russia will probably be supported more than Spain.
- Yes, we know that there are many people living in this country who speak Russian. Their support will be very important to us. I think that in Russia fans will also watch our game with interest on their TV screens. Still, participation in final tournaments among youth teams is a rather rare occurrence in Russian football. Therefore, we feel responsible and will give all our strength to the fight.