Talent Motivation In Small And Medium Sized Enterprises

Because of the different stages of development and the different management themes, SMEs should never adopt the talent incentive mode of mature enterprises. Otherwise, they will not only waste scarce incentive funds, but also arouse strong dissatisfaction among employees.

The importance of motivating people, whether CEO or HR managers, or ordinary employees, is not a problem to say 35. But if you talk about the particularity of small and medium-sized enterprises' talent motivation, I am afraid not many people can give you a convincing answer. It is based on the neglect of their own development stages and management themes that many small and medium-sized enterprises have successfully stimulated the mature talent incentive mode, which not only wastes scarce incentive funds, but also arouses strong dissatisfaction among employees.

It is of great significance to enhance the core competitiveness of small and medium-sized enterprises by clarifying the various misunderstandings of talent motivation in SMEs, analyzing the characteristics of talent incentive in SMEs, and looking for a special talent incentive mode suitable for SMEs.

　　 Misunderstanding of talent motivation in small and medium sized enterprises

Because of the unclear understanding of their essential characteristics, there are many mistaken ideas about the motivation of small and medium-sized enterprises in terms of talent motivation. The following are the following four aspects: guiding ideology, assessment tools, incentive methods and implementation strategies.

First, from the perspective of guiding ideology, we should confuse "encouragement" with "reward". In essence, motivation aims at promoting the realization of strategic goals by adjusting the direction and effort of the employees in the future. Therefore, motivation should emphasize how to influence employees' future work behavior instead of focusing on rewards for past achievements of employees. But many small and medium-sized enterprises do not understand the essence of motivation. They use "fairness, justice" and other standards to evaluate the incentive system to guide the company's talent motivation. This is also one of the fundamental reasons why many small and medium enterprises "grow up".

Second, from the perspective of assessment tools, we neglect the applicable conditions of job value assessment. As a yardstick for calculating salary scales, job value assessment tools have been adopted by more and more enterprises. For enterprises in mature stage, post content is basically solidified, and it is appropriate to reflect the value of the incumbent indirectly with job value. However, for small and medium-sized enterprises in the growth stage, job content is changeable, and gang posts and job rotation are very common. Under such circumstances, the value of posts is not strictly related to human value. The rigid application of job value assessment tools can not only provide a reference for formulating a reasonable incentive system, but also inhibit the potential of employees.

Third, from the perspective of incentives, the direction is unknown, and there is no long-term incentive. The incentive effect depends not only on motivation, but also on the direction of motivation. The motivation of many small and medium-sized enterprises is invalid, not because the incentive funds invested by enterprises are too few, but there is no clear incentive direction. Short term incentives such as bonuses and royalties are only a recognition of past achievements. Long term incentive plans are the bright lights to guide employees' work direction. For many small and medium enterprises, long term incentive is a blank. In this case, even if the employee wants to work for the enterprise, he will not be able to work hard because he can not find a clear way forward.

Fourthly, from the perspective of implementation strategy, there is insufficient planning and inadequate monitoring. Whether it is short-term incentives or long-term incentives, the timing, reasons, forms and frequency of distribution are very important. It can be said that talent motivation is an art that emphasizes planning and operation. The same money, different method, the effect will be very different. For many small and medium-sized enterprises, they often pay close attention to the amount of wages, bonus amount and royalty points, but neglect the design of salary structure and the dynamic management of salary, which results in the incentive to lose the function of regulating employee behavior. In the absence of supervisors, some employees with low self-control will sleep in inefficient beds.

　　 Strategy of talent encouragement in small and medium sized enterprises

In order to help SMEs find their own characteristics of talent incentive mode, the following is an example of a small and medium-sized enterprise talent incentive project, to explain the operation points of talent motivation.

　　 Project background: post based salary reform arouses employees' dissatisfaction.

S is a R & D small and medium-sized enterprise, which has developed rapidly in recent years. Its annual sales growth rate exceeds 80%.. It is to mobilize the enthusiasm of employees and promote the company to develop faster and better. (further letter to page 1) The human resources department adjusted the original salary according to the post rank of the employees. After adjustment, most of the employees' salaries were raised by nearly 20%. But what is unexpected is that after the salary adjustment, the enthusiasm of the employees has not improved. On the contrary, many people express their dissatisfaction with the pay reform in the form of complaints and delay in working hours.

In the face of these sudden problems, the general manager of S is very distressed: why does the increase in wages lead to a decline in the enthusiasm of the employees? How can companies motivate employees? Which ways are more effective? How to implement it?

　　 Problem diagnosis: insufficient understanding of its own development stage and management theme

In order to find the root cause of the problem, we systematically diagnosed S company from the aspects of enterprise development stage, management theme, talent motivation status and employee's work nature. The analysis result shows that the reason why S's talent motivation fails is: first, S is in its growth stage and its business mode is not yet mature. The growth of the company depends on the degree of talent potential. There is no absolute relationship between the contribution of talents and the value of the post. Second, when the S company has carried out the salary reform, it has adopted the universal wage system. The conditions and reasons for raising salary are given. Third, after raising salary, S company has not planned the direction of the next effort for the staff, nor has given the timing and scope of the next salary adjustment.

　　 Solution: take the company strategy as the guidance, carry out systematic planning for talent motivation.

On the basis of systematic diagnosis, we have formulated a targeted talent incentive plan for S company. Its key points are as follows:

The first step is to guide and encourage talents with the guiding principle of "giving priority to incentives and giving incentives". Incentives focus on the future, focus on the regulation of employees' behavior orientation, reward in the past, and strive to create a harmonious corporate atmosphere. Talent motivation is for the enterprise strategy, so whether incentive or reward is the main factor depends entirely on the motivation of enterprises to implement talent motivation. Taking into account the ultimate goal of S's talent incentive is to promote the company's faster development, we should adopt the incentive strategy which is mainly incentive and reward. In order to carry out this guiding ideology, we carried out two propaganda work:

First, it makes a systematic analysis of the company's business from the development trend of the industry, the company's current development stage, and the management theme of the company at the present stage, so as to help employees clarify the location and direction of their efforts. Second, a one-time reward is given to the employees with outstanding contributions, and the reasons for the reward and the calculation of the reward quota are stated. Based on this, let employees understand the condition of their own incentive fund in the future.

The second step is to divide the incentive level based on the evaluation of human capital value. In view of the development stage of S, we use the human capital value assessment tool to evaluate the incentive objects from six aspects: influence, creativity, experience, historical contribution, development potential and adaptability. According to the assessment results, combined with the nature of employees' work, the incentive objects are divided into two categories:

The first group is about backbone employees, accounting for 30% of the total number of employees. It is characterized by high added value of human capital, long performance cycle, large historical contribution or business secrets. Such employees are mainly motivated by long-term incentives, and the final incentive limits are determined according to the achievement of enterprise performance goals and expected performance of individuals. The second category is ordinary employees. It is characterized by the low added value of human capital, short performance cycle and historical contribution. Such employees are mainly motivated by short-term incentives, and the incentives are determined according to the actual completion of individual projects.

The third step is to identify the incentives and guide the efforts of the employees. The incentive must exert the function of regulating the behavior of the incentive object. A reasonable incentive target must satisfy two main conditions: one is highly consistent with the strategic objectives of the enterprise, and the other is the work effort that can be encouraged by the target. Combined with the strategic planning objectives of S company (increasing sales and increasing market share), we use sales as incentive targets.

The total incentive amount of employees will change with the degree of sales realization. Considering that the growth rate of sales is not one-to-one with the growth rate of net profit, combined with the historical financial data of S company, we have set that every time the sales volume doubles, the total incentive fund will increase 0.6 times (the company can adjust according to the actual situation). From the employee's point of view, the faster the company's sales increase, the more benefits the individual will have in the future. This will undoubtedly lead employees to work together to expand the company's sales performance.

The fourth step is to promote the incentive plan step by step and strengthen the monitoring of the incentive process. For small and medium-sized enterprises with high concentration of shares, the absence of supervisors is very serious. How to properly solve the principal-agent problem and achieve a win-win situation between enterprises and employees is a problem that can not be ignored in talent motivation. Although the implementation of long-term incentives can motivate employees to take the initiative to carry out their work, monitoring of the incentive process is still indispensable. Combined with the nature of S company's work, we should strengthen the monitoring of employees' expected behavior from the following two aspects:

First, implement incentive plans in stages. In order to prevent the phenomenon of once and for all, the incentive plan is implemented in stages. It is assumed that an incentive object should be awarded 1 million (equity or cash) within the incentive period after evaluation, and the first year plan will be awarded 300 thousand and second year plan will be awarded 300 thousand and third year plan 400 thousand. Second, we should honor the incentive results in different levels. According to the examination results, from high to low, they are divided into five grades: excellent, good, medium, qualified and unqualified. The corresponding cash multiplier is 1.5 times, 1.2 times, 1 times, 0.8 times and 0 times, that is, the more outstanding personal achievement is, the more cash is actually cashed.

As a group of vulnerable groups, risk and income balance is more concerned about risk. In general, the efforts of employees are divided into two parts, one contributes to the enterprises in which they live, and the other is to earn their salaries and support their families. A company is reserved for future businesses, so that they can find another way out of employment. Therefore, the poorer the sense of trust that employees feel, the more effort he has set aside, the less natural contribution he will make.

To sum up, motivation is the service of enterprise strategy, but the characteristics of "human nature" must be taken into account simultaneously. Successful talent incentive should be guided by effective regulation of employees' future behavior orientation. The implementation of so-called "talent reward" from the development stage and management theme of SMEs is bound to be "two" of "man" and "wealth".