干我這一行的，我的職業(yè)興趣導(dǎo)致了我的客戶要么是面向?qū)W生的機(jī)構(gòu)充择，要么是需要我

協(xié)助他們處理員工方面的事務(wù)德玫。那么你知道關(guān)于后者這一類的項(xiàng)目最困難的事情是什么嗎？除非你完全沒用心想椎麦，不然你一定知道宰僧，沒錯(cuò)，你或許應(yīng)該已經(jīng)猜到了观挎，最關(guān)鍵的在于：要讓員工們保持樂觀琴儿，并且有動(dòng)力持續(xù)為你的機(jī)構(gòu)工作。

等等嘁捷，意思就是說要燒很多錢才能贏得他們的心嗎?

如果你們的公司預(yù)算微薄造成，或者你是在一個(gè)上市公司內(nèi)擔(dān)任C&B(薪酬與福利)總監(jiān)，并且你最大任務(wù)之一是要降低員工獎(jiǎng)勵(lì)制度的成本雄嚣，那么恭喜你晒屎，你來對(duì)地方了！首先要提到的是缓升，我一直很討厭舊同事和表現(xiàn)不佳的下屬追著上司要更多的薪酬鼓鲁。因?yàn)樗麄兏静恢的莻€(gè)價(jià)——為什么要給這些效率極低的員工們更多的報(bào)酬呢? 哎，我見過我很多客戶因?yàn)樽约旱南聦龠M(jìn)行了對(duì)自己不利的勞動(dòng)合同的談判仔沿，變成了最終受害者坐桩，還得眼睜睜地看著這些糟糕的員工將優(yōu)厚的薪水存進(jìn)賬戶——扣這些員工的工資他們都應(yīng)該感恩了，誰會(huì)在意他們辭職呢封锉？只想說“趕緊滾吧绵跷，不送了”。不過對(duì)于那些表現(xiàn)足夠優(yōu)秀成福、值得表揚(yáng)的員工們碾局，我的原則就是：一定要好好地、適當(dāng)?shù)嘏ブЦ端麄兯鶓?yīng)得的薪水净当。

當(dāng)然，只通過金錢獎(jiǎng)勵(lì)員工是遠(yuǎn)遠(yuǎn)不足的(關(guān)于這點(diǎn)蕴潦，我將在其他文章進(jìn)行解釋)像啼。尤其在那些缺少員工的企業(yè)內(nèi)，如果只把金錢作為最終獎(jiǎng)勵(lì)制度潭苞，那么你們肯定連現(xiàn)在已有的員工都保留不住肌厨，更別說招聘新人了哼转！不過不用慌亂，讓AndyZ老師教各位一些可能已經(jīng)聽說過的技巧，以及更重要的是——如何實(shí)施這些技巧瓮恭，因?yàn)樗麄兪浅私疱X獎(jiǎng)勵(lì)之外格外關(guān)鍵的后端因素。

在實(shí)施更恰當(dāng)?shù)莫?jiǎng)勵(lì)制度時(shí)，“工作環(huán)境游戲化”是一定行得通的。就像有些人常在不同文章里提到的這個(gè)主題旗扑，我認(rèn)為這是激勵(lì)員工最好的方法，沒有之一慈省。同時(shí)臀防，“工作環(huán)境游戲化”也能夠維持員工對(duì)于工作的興趣。不過在深入這一話題這之前边败，我們要先聯(lián)想到“正強(qiáng)化”這個(gè)概念清钥。

當(dāng)我們開始思考如何執(zhí)行一個(gè)補(bǔ)充金錢獎(jiǎng)勵(lì)的低預(yù)算甚至零預(yù)算制度時(shí)，我需要所有擁有權(quán)限管理自己公司福利和薪酬架構(gòu)的讀者們放闺，一定要確保員工在他們的工作環(huán)境里感到Empowered(也就是有關(guān)鍵發(fā)揮的空間)。對(duì)于這個(gè)英語單詞Empowerment, 更詳細(xì)的解釋就是：在員工完成每一項(xiàng)任務(wù)中缕坎，哪怕多么無聊怖侦、多么乏味，他都能意識(shí)到背后的意義和目的都至關(guān)重要谜叹。而對(duì)于那些想在目前公司提升自己的工作動(dòng)力的讀者匾寝，也一定要確保這種工作環(huán)境存在——不然你永遠(yuǎn)不會(huì)感受到一份有意義的工作帶來的快樂，待在雇主面前的每一秒都在浪費(fèi)你寶貴的生命荷腊！

如果一個(gè)激勵(lì)制度沒有明確地指出員工在哪些方面需要“正強(qiáng)化”艳悔，那么這個(gè)制度還有什么用呢? 它的意義就是在良好的工作行為上進(jìn)行正強(qiáng)化，但如果你連這種行為的本身應(yīng)該是什么都不清楚女仰，那么它便毫無意義猜年。如果想在員工激勵(lì)制度上節(jié)省成本，這一點(diǎn)一定要盡快讓相關(guān)部門列入工作事項(xiàng)疾忍。

鎖定企業(yè)所期望員工的良好表現(xiàn)之后乔外，那么應(yīng)該注重于跟員工的日常溝通了！第一條便是要保持溝通暢通——即使這種建議已經(jīng)在各種文章內(nèi)一萬次被提及一罩，但我從不厭倦提出這個(gè)建議杨幼，因?yàn)榭尚χ幵谟诖蠖鄶?shù)的公司仍舊不能執(zhí)行這種在本科管理課程學(xué)到的最基本的概念。表揚(yáng)是“開放”溝通的最佳方法之一聂渊，你不必每一次都私下表揚(yáng)差购，也可以在同事們面前表揚(yáng)他，甚至可以在公司郵件汉嗽、會(huì)議上等等欲逃。這些微小的舉動(dòng)都能深入員工的內(nèi)心，讓他覺得自己能對(duì)企業(yè)做出有意義的貢獻(xiàn)诊胞。對(duì)于開放的溝通很重要的另一方面是與員工保持正常的對(duì)話暖夭。這盡管不是傳統(tǒng)意義上的獎(jiǎng)勵(lì)锹杈，但也是為了激勵(lì)員工必不可少的手段。最令人惋惜的就是——很多優(yōu)秀的經(jīng)理人被公司的內(nèi)部政治迈着、自身和鋪天蓋地的工作量掩埋而忽略這種對(duì)話竭望。因此，那就讓AndyZ老師來分享一下一個(gè)很簡(jiǎn)單的技巧能來提高企業(yè)內(nèi)部溝通：當(dāng)每日結(jié)束之前裕菠，跟員工分享5條關(guān)于企業(yè)發(fā)展和他職業(yè)發(fā)展的信息——其中最后一條應(yīng)該是每日的表揚(yáng)(如果員工確實(shí)應(yīng)得)咬清。這就是實(shí)際執(zhí)行之前提到的“Empowerment”的方案了，而且一個(gè)小小的表揚(yáng)絕不會(huì)導(dǎo)致他的自我膨脹奴潘。

請(qǐng)記住旧烧，即使金錢是生存必不可少的東西，但雇主對(duì)金錢的過度重視卻是讓員工產(chǎn)生消極情緒画髓。因?yàn)樗麄円坏└杏X雇主在用金錢來“購買”他們的勞動(dòng)力掘剪，他們會(huì)覺得這僅僅是一場(chǎng)交易，他們完全沒有必要超越工作的范圍奈虾；當(dāng)你把他們當(dāng)作企業(yè)的“傭兵”夺谁，雇員們便會(huì)自動(dòng)建立這種的思維態(tài)度，也自然無法表現(xiàn)出作為“組織員公民”（organizational citizenship)應(yīng)有的工作表現(xiàn)肉微。

在本文的下一部分中匾鸥，我將分享另外一種低成本的方法獎(jiǎng)勵(lì)你的員工們 - 提供他們能在職場(chǎng)上促進(jìn)個(gè)人發(fā)展的機(jī)會(huì)，無論是在學(xué)習(xí)方面或是提供更多曝光的機(jī)會(huì)碉纳。除此之外勿负，我也會(huì)分享一些在關(guān)于利用低成本激勵(lì)制度的常見問題以及我的答案和建議，所以敬請(qǐng)期待劳曹，而且不要忘記關(guān)注我(AndyZ老師)奴愉！

——————————以下為Andy老師英文原稿——————————

- Prior to you starting to gamify, you need to think about the rewards

- Meaningful Work environment

- Identify what needs to be reinforced

- Communicate: Praise (not just 1 on1, but can be in front of everybody) and dialogue!

- Development: Training, opportunities for more exposure

- Remember, money can be a huge demotivator, if they feel you are buying them out, they will only do work that is required of them and no need to go beyond: if you treat them as a mercenary, they will act as one and lack of organizational citizenship

My line of work and professional interests mean that I work with clients that deal with students and employees. Do you know one of the hardest things about working with the latter group of people? Unless you’re totally zoned out, yes you should have realized now it’s keep them happy and interested to continue working for you.

Wait, so does that mean burning a lot of cash to win them over?

So if you’re a company with little budget, or even if you’re a stock-listed company but your job as a compensation and benefits director is to help squeeze costs when it comes to rewarding people, then you’ve come to the right place! Okay, first things first. I’ve hated seeing colleagues or even under-performing staff trying to bargain for more money when they don’t deserve it - why reward ineffective people?! Heck, I’ve seen my clients over and over again become victims of poor contract negotiations and watch their awful employees pocket fat paychecks - even salary reductions are appropriate and who cares if they leave, good riddance! However, when it comes to rewarding people that have performed admirably, I do not condone on skipping this out! If you want your best people to feel pumped, pay them appropriately.

But just rewarding with money is not enough (I’ll explain in other articles), especially for most companies you wouldn’t be able to retain your top talent because just money does not inspire them. Fear not, let me teach you a few tricks that you may or may not already know, but how to actually put them into practice, as they are great ways to supplement monetary rewards.

All roads lead to gamification, and as someone who has consistently written about this topic, it’s one of the best ways to motivate and incentivizing employees, while at the same time keeping interest levels up there. Prior to this though, we need to think about reinforcement.

To begin thinking about how to actually institute a low to no budget method in addition to money incentives, I need all my readers who are overseeing their company’s compensation structures to make sure that employees feel empowered in their work environment. By empowerment, this refers to the fact that every single tasks that employees do, no matter how mundane they are, has a meaning and purpose behind it. And for those readers that are looking to increase their motivation within the context of their organization, make sure your company has this sort of work environment, or you’re simply wasting your time because you will never feel happy there.

What use is a motivational system if it doesn’t correctly identify what areas do employees need reinforcement? The whole idea of such system is that you are giving them positive reinforcement for good behavior, but if you aren’t even clear of what that good behavior is, then it’s pointless, especially if you are trying to be thrifty with your reinforcement, which is very reasonable in itself as the “good behavior” aspect definitely needs to be amplified.

After identifying the desired good behavior, now it’s time to communicate! Keeping open lines of communication - this piece of advice is age-old and I must’ve seen thousands of articles promoting such advice, but I never get tired of mentioning a lot of “duh” advice because companies still fail to implement this. Praising is one of the best forms of “open” communication, and you don’t always have to do it privately, but in front of others or even over a company meeting, email as well. This makes the employee feel good about the work that they’ve done and more important makes them realize that they can provide worthwhile contribution. Another very important aspect of this “open” communication is proper dialogue daily, and while this is not a reward per se because you really should be doing this anyway. Sadly, most managers often complain they get caught up with corporate politics in addition to their own hectic work schedule as well as nagging their subordinate to get things done. Here’s my simple trick to communication - make an effort at the end of the day to communicate five bullet points to the employee: each point is regarding corporate affairs (that can be shared with them) and career development within the organization, while having the last point become praise of the day, should they deserve it. This will make them feel empowered as mentioned earlier, and one mild compliment is not enough to bloat their ego!

Remember, while everyone needs money to survive, overemphasis on money can be actually be a huge demotivator, if they feel you are buying them out, they will only do work that is required of them to fulfill this transaction and no need to go beyond. Once you treat them as a mercenary, they will act as one and will lose any organizational citizenship behavior.

In the next part of this article, I’ll also share another way to reward your employees - providing them with development opportunities, whether it is through learning or through more exposure, as well as some common questions asked when using low budget reward systems and how to overcome, so please stay tuned and don’t forget to subscribe to my channel!

Andy老師簡(jiǎn)介：

- Multicultural and multilingual: Grew up and lived in a number of countries, American-born Chinese and Third Culture Kid (TCK)

多文化和多語言:在多個(gè)國(guó)家成長(zhǎng)和居住铁孵；美籍華人躁劣， 典型第三文化人士(TCK)

- Leader in empowering corporate training and recruitment professionals with assessment methodologies and project-based learning andragogy

為企業(yè)培訓(xùn)和招聘人士提供領(lǐng)先評(píng)估體系和游戲化的項(xiàng)目式學(xué)習(xí)的職場(chǎng)教學(xué)法領(lǐng)袖

- Decade of experience in education and training, and expert in China

十年以上的學(xué)生教育和企業(yè)培訓(xùn)的經(jīng)驗(yàn):并被很多本土和國(guó)外人士稱為“中國(guó)通”

- UC Berkeley Alumni Club Ex-Leader and Recruitment Ambassador

畢業(yè)于世界名校加州伯克利大學(xué)并擔(dān)任校友俱樂部前任負(fù)責(zé)人和前任招生大使

- Third-party Interviewer for College Admissions

美國(guó)第三方面試官(很多大學(xué)現(xiàn)在需要學(xué)生在提交申請(qǐng)書與第三方機(jī)構(gòu)進(jìn)行面試)

- Helped build a number of college admissions counseling departments

負(fù)責(zé)搭建多個(gè)海外升學(xué)指導(dǎo)中心

- Unlike most “education experts”, personally attended more than a dozen schools growing up and personally went through the AP, IB, British, Singaporean and Hong Kong education systems

相比其他所謂的“教育專家”，從小上過十幾所學(xué)校库菲，親自體驗(yàn)過AP账忘、IB、英國(guó)熙宇、新加坡和香港的教育制度

歡迎大家關(guān)注其自媒體平臺(tái)Andy Z老師鳖擒。