Leolingham2000
Management Consultant
Octagon
Hr Manager

Hi all,
Our organization is 5 years old. We have 200+ employees averaging 3-5 years. The type of work we do is similar to shared services/call center type of work. We want to keep motivation high for our employees. AT this point, they are at the stage in their lives wherein they are planning to get married and start a family. Our leadership team is looking at me as HR head to reinvigorate/re-energize the organization and to effectively communicate "WHAT'S NEXT" to employees in a way that will motivate them to stay and deliver. Any concrete ideas we can implement?
Thanks.
Octagon
18th May 2005 From United States, Cincinnati
HERE ARE SOME USEFUL HINTS.

SHARED SERVICE SETTING MOTIVATION

You must look at the total people systems under three headings.

1.REWARDS SYSTEM.

This is an area requiring constant monitoring and as much

imagination as you can apply in devising many types of

rewards.

-pay market rates.

-linking rewards to performance.

-instant cash bonuses

-rewarding individual performance

-rewarding team performance

-making excellence awards

-asking team to nominate the best performer on monthly basis.

-giving people more autonomy.

-enriching good performers' jobs.

-sending performers to external courses

etc

2.PEOPLE MAINTENACE

-offering people support to maintain good health

-support to join health clubs

-taking people / their families on picnics.

-organizing festival parties

-offering training support

-providing child care support

-promoting from within as a policy

-shares for loyal staff

etc

3.COMMUNICATION.

-set a system for management to communicate regularly

-provide suggestion box

-quality circles meetings

-problem solving meetings

-cascade briefing groups downwards on a regular basis.

-informal get togethers

-regular staff / management meetings

-weekly happy hour meetings

etc

ALSO YOU CAN HAVE PROGRAMS LIKE

-after marriage, those who wants to comeback

should be given priority.

-bring old employees, as casuals / part timers

to fill rosters

etc

REGARDS

LEO LINGHAM
24th May 2005 From India, Mumbai
ANU,

PLEASE FIND SOME MACRO IDEAS.

SHARED STAFF SETTING MOTIVATION

E-LEARNING is the most important recent development in approaches

To the delivery and support of learning.

The impact of e-learning is strongly influenced by how well support is

Provided to learners. It is the effectiveness of this support rather than

The sophistication of the technology that provides real added value.

Motivation is the key to performance improvement.

One person cannot motivate another person. But one person can

Create a mental frame or physical facilities for another person

To self stimulate to perform better.

What do the shared staff seek ?

-interesting work

-opportunity to develop special abilities

-good pay

-enough information

-enough authority

-job security

-responsibilities clearly defined

-friendly/ cooperative coworkers

-opportunity to see the final outcome of their work

-competent supervision

These will vary with the time and demand of the position.

What are the line managers/ HRM motivation toolkit?

1.Recognition

-service awards

-praise

-acknowledgement

-approval of the achievement

-pat on the back

2. Challenge

-job enrichment

-job rotation

-more responsibility

-more autonomy

3.Camaraderie

-happy hours together

-lunch together

-informal meetings

-club membership

4.Communication

-management to staff

-suggestion box / rewards

-intranet newsletter

5.VISION / MISSION

-linking daily performance/ achievement

with VISION / MISSION.

6.Exercises

-teambuilding

7.Training

-job skills

-coaching

-multi skilling

-development programs

-job sharing

8.Community service

-charity work

-fund raising

9.Measurements

-key performance areas [ actual / standards]

-individual performance achievements

-customer satisfaction levels

-revenue performance

-gross profit performance

-net profit performance

10.Fun

-birthdays celebrations

-group travels

-picnics with families

11.Responsiblity

-responsibility for outcome [ individual / group ]

12.Involvement

-decision making in restructure

-decision making in workload allocation

-decision making in operational matters.

13.Rewards

-market related pay

-pay for performance

-bonus for productivity improvements

-rewards for teams

-rewards for excellence [ individuals / teams ]

14. Meetings

-problem solving group

-quality circles

-weekly reviews

-management /staff

etc

OTHERS FACTORS THAT NEED TO BE LOOKED AT

TO IMPROVE MOTIVATION LEVELS OF THE STAFF.

Fitting the task to the person is ergonomics. Good ergonomics

*shortens learning times,

* makes the job quicker with less fatigue

* improves care of machines,

* reduces absenteeism,

* labor turnover and other signs of worker malcontent, and

*meets the requirements of health and safety legislation.

Within management services various principles exist; for example,

*work place design,

* motion economy,

*rest allowances,

*job satisfaction and

*environmental control,

TO INCREASE MOTIVATION LEVEL , ONE MUST REMOVE

ORGANIZATIONAL BARRIERS THAT STAND IN THE WAY

OF INDIVIDUAL AND GROUP PERFORMANCE

[ SMOOTHENING BUSINESS PROCESSES/ SYSTEMS/METHODS/

RESOURCES ]

If you need further micro factors on the barriers etc

PLEASE LET ME KNOW.

REGARDS

LEO LINGHAM
26th May 2005 From India, Mumbai
YARD STICK TO NOMINATE EMPLOYEE FOR REWARDS

HERE are some methods for judging.........

*use the quarterly performance review .

*use the annual performance review .

*use the line managers' assessment for individual achievements.

*use the team evaluation for star performance.

------------------------------------------------------------------------------------

Reward Criteria

Following are the four award areas, along with suggested criteria:

INNOVATION AND CREATIVITY

· Articulates vision.

· Develops effective strategies.

· Exhibits resourcefulness in response to challenge.

· Uses time and resources economically.

· Facilitates others' use of time and resources.

· Enhances customer service and experience.

COMMUNICATION AND COLLABORATION

· Translates goals into action.

· Makes connections between individual/team work

· Fosters productive working relationships.

· Contributes to effective group purpose and progress.

· Supports peers in achievement of projects while sustaining seamless service.

· Enables and supports peers in realizing their full job potential.

· Demonstrates commitment and resilience in the face of change.

RESULTS, OUTCOME AND PRODUCTIVITY

· Provides outstanding services to internal and/or external customers.

· Translates strategic goals into action.

· Motivates others toward achievement through example and approach.

· Uses time and resources economically.

· Develops strategies for effective teamwork.

· Exhibits resourcefulness in response to change.

· Sustains high quality services.

COMPANYWIDE

(The COMPANYWIDE Award recognizes endeavors which may satisfy any of the above criteria when applied to certain contexts.)

· Provides behind-the-scenes support for public activities or change initiatives.

· Initiates or contributes to cross-functional or interdepartmental efforts.

· Effects system-wide impacts upon workplace issues or customer services.

· Reinforces or enhances the COMPANY relationship with the CUSTOMERS.

OTHER CRITERIA

Attendance [PR]

Training / Certification

Suggestions / Ideas

Participation

Compliance

Product or Service Quality

Productivity

Other Metrics Specific to Each Organization

Safety

Teamwork

Wellness

Referrals

Customer Service

New Sales,

Up-Sell,

Cross-Sell

REGARDS

LEO LINGHAM
24th August 2006 From India, Mumbai
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