Many times I have seen that if you appreciate your employee, within a period of 3-6 months, the employee approaches you for a salary hike. If you don't increase the pay, the employee loses motivation. Can anyone suggest the right way to appreciate an employee's hard work, or is it better not to speak about his good deeds?
From India, Buldana
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65From India, Buldana
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Did you search this website seeking an appropriate reply? If not, please do so.
In short and sweet, the best way to appreciate your employee is by:
1) recognizing talent,
2) appreciating hard work/performance delivered followed by continuous motivation, and
3) extending complete support for developing talent.
There are many other ways as well.
With profound regards.
From India, Chennai
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In short and sweet, the best way to appreciate your employee is by:
1) recognizing talent,
2) appreciating hard work/performance delivered followed by continuous motivation, and
3) extending complete support for developing talent.
There are many other ways as well.
With profound regards.
From India, Chennai
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Hello Vivek,
I'm very glad you spoke about this here. It is a very common dilemma that employers in small organizations face. I've faced this problem too.
It is indeed important to appreciate an employee. However, setting realistic expectations is the key to retaining an employee. It's important for any employer to design an appraisal procedure, annual or bi-annual, compulsorily. The employees should know that they get hikes only at a specific time during the year. This saves you from unnecessary negotiations.
Moreover, while appreciating an employee, do NOT overdo it. The safest way to appreciate an employee is to draw his attention towards his drawbacks first and then towards his contribution. This makes an employee feel that you are observing him/her and also appreciating. Diplomacy is the key here.
From India, Mumbai
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I'm very glad you spoke about this here. It is a very common dilemma that employers in small organizations face. I've faced this problem too.
It is indeed important to appreciate an employee. However, setting realistic expectations is the key to retaining an employee. It's important for any employer to design an appraisal procedure, annual or bi-annual, compulsorily. The employees should know that they get hikes only at a specific time during the year. This saves you from unnecessary negotiations.
Moreover, while appreciating an employee, do NOT overdo it. The safest way to appreciate an employee is to draw his attention towards his drawbacks first and then towards his contribution. This makes an employee feel that you are observing him/her and also appreciating. Diplomacy is the key here.
From India, Mumbai
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thanks to you all, infact am the one benefiting from this posting. my workers keep on asking for salary increament am even tied of it but now i know how to go about it. thanks
From Ghana, Accra
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From Ghana, Accra
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Greetings,
This is a concern not just to you but to many. We understand solutions remain specific to the situation. Here's what I may suggest.
We are arranging a live session through G+ to resolve issues. During the online session, what matters to us the most is addressing your concerns. Would you like to participate? We will request our seniors and moderators, who are HR Leaders with decades of experience. They have led many blue-chip firms and are now mentoring many, like us, in this community.
Here's what we are working on. Let us know if you wish to be a part of it! Online MeetUp
From India, Mumbai
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This is a concern not just to you but to many. We understand solutions remain specific to the situation. Here's what I may suggest.
We are arranging a live session through G+ to resolve issues. During the online session, what matters to us the most is addressing your concerns. Would you like to participate? We will request our seniors and moderators, who are HR Leaders with decades of experience. They have led many blue-chip firms and are now mentoring many, like us, in this community.
Here's what we are working on. Let us know if you wish to be a part of it! Online MeetUp
From India, Mumbai
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Tanye, If you ok with sharing ideas, kindly upload your reviews about how you manage the same.
From India, Buldana
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From India, Buldana
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To me, it depends on the employee. What I have observed is that there are two types of workers - one who is more concerned with the organization and least concerned with salary, and vice versa. These types of employees need respect and true work appreciation. By saying this, I'm not suggesting that they don't require salary appreciation, but such employees' motivation does not decrease even if they don't receive the expected salary hike. Every organization has at least 4-5 such motivated employees.
The issue lies with the rest of the employees. If you increase their salary, within a year most of them will approach their seniors to recommend them for a salary hike, or they will start looking for another job that offers more money. Of course, they complete their assigned work, but they believe they have done more than others, and the same mindset exists in other employees as well. If everyone works extra, what should be the criteria for a salary hike?
Regarding appraisals, most appraisals conducted by seniors are biased, and when it comes to department evaluations, it becomes even more challenging to challenge them.
Undoubtedly, the cost of living has increased, and salaries should be adjusted to accommodate this extra cost. However, employees are least concerned with demonstrating their commitment to the organization.
I am seeking honest and practical views from all interested members on this common yet one of the most crucial psychological aspects of HR Management.
From India, Buldana
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The issue lies with the rest of the employees. If you increase their salary, within a year most of them will approach their seniors to recommend them for a salary hike, or they will start looking for another job that offers more money. Of course, they complete their assigned work, but they believe they have done more than others, and the same mindset exists in other employees as well. If everyone works extra, what should be the criteria for a salary hike?
Regarding appraisals, most appraisals conducted by seniors are biased, and when it comes to department evaluations, it becomes even more challenging to challenge them.
Undoubtedly, the cost of living has increased, and salaries should be adjusted to accommodate this extra cost. However, employees are least concerned with demonstrating their commitment to the organization.
I am seeking honest and practical views from all interested members on this common yet one of the most crucial psychological aspects of HR Management.
From India, Buldana
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Dear Vivek, I want to work further on this to get the best of the solution from our experts. Allow me to send you a private message and take this ahead.
From India, Mumbai
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From India, Mumbai
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Dear Mr. Vivek,
The question you have raised appears simple but is the real challenge faced by most HR professionals.
You may not be surprised to find a person whom you promoted after a careful performance review leave the organization within months after he was promoted. On the other hand, you will also find employees whom you have not promoted still working with the organization. In fact, at this juncture, you will feel that you made the wrong decision of promoting an undeserving candidate. In fact, at times, you can even hear the employee you have not promoted stating that the Management promoted an employee who was not loyal.
You are aware employees tend to leave for multiple reasons. The reasons cited by them at the time of leaving cannot be taken at face value. Even in exit interviews, employees tend to give politically good statements and do not want to divulge the real reasons for leaving (bad treatment by the boss, work is not challenging, recognitions are not transparent, and so on). But I would still prefer that exit interviews are conducted meticulously because once you ask the employee to cite examples for the reasons quoted by him, you will be able to make out whether the reason is factual or not.
Increase in unauthorized absence without proper reasons or advance intimation by the employee can be an indicator of the employee's intention to leave. He tries to exhaust all his leave and avails all his entitlement such as LTA & reimbursements in a short span of time. Employees who are sincere generally tend to avail leave based on necessity and not availability. In other words, he refrains from exhausting his leave eligibility.
Some reasons, after deep probing, turned out to be:
- Leave policy (Policy has to be clearly spelled out at the time of the employee joining)
- Not being nominated for a particular training program (methodology of nominating to be spelled out)
- Giving more responsibility to yet another colleague overlooking him (Why was he assigned more responsibility)
- Spouse not keen on the job location
- Children not comfortable with the job location
Like this, there can be several reasons. Root cause analysis for motivation is difficult but not impossible. Have a passion for the employee's personal life too. Ensure that you attend all the functions/ceremonies (both good and bad) you are invited to. This gives you an opportunity to know his family better. His family members know that you care for them. So in the event the employee has intentions to leave, there is a possibility that his family members may advise him against such a move.
Greet the newly wed couple at the wedding venue (if you are invited). You can always meet them at a later date. But there is a difference. If you greet them on their wedding day, then you are accommodating your time for them. If you opt to greet them at a later date, they are accommodating their time to suit your convenience.
A lot more things like this add value to the profession.
M.V. Kannan
From India, Madras
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The question you have raised appears simple but is the real challenge faced by most HR professionals.
You may not be surprised to find a person whom you promoted after a careful performance review leave the organization within months after he was promoted. On the other hand, you will also find employees whom you have not promoted still working with the organization. In fact, at this juncture, you will feel that you made the wrong decision of promoting an undeserving candidate. In fact, at times, you can even hear the employee you have not promoted stating that the Management promoted an employee who was not loyal.
You are aware employees tend to leave for multiple reasons. The reasons cited by them at the time of leaving cannot be taken at face value. Even in exit interviews, employees tend to give politically good statements and do not want to divulge the real reasons for leaving (bad treatment by the boss, work is not challenging, recognitions are not transparent, and so on). But I would still prefer that exit interviews are conducted meticulously because once you ask the employee to cite examples for the reasons quoted by him, you will be able to make out whether the reason is factual or not.
Increase in unauthorized absence without proper reasons or advance intimation by the employee can be an indicator of the employee's intention to leave. He tries to exhaust all his leave and avails all his entitlement such as LTA & reimbursements in a short span of time. Employees who are sincere generally tend to avail leave based on necessity and not availability. In other words, he refrains from exhausting his leave eligibility.
Some reasons, after deep probing, turned out to be:
- Leave policy (Policy has to be clearly spelled out at the time of the employee joining)
- Not being nominated for a particular training program (methodology of nominating to be spelled out)
- Giving more responsibility to yet another colleague overlooking him (Why was he assigned more responsibility)
- Spouse not keen on the job location
- Children not comfortable with the job location
Like this, there can be several reasons. Root cause analysis for motivation is difficult but not impossible. Have a passion for the employee's personal life too. Ensure that you attend all the functions/ceremonies (both good and bad) you are invited to. This gives you an opportunity to know his family better. His family members know that you care for them. So in the event the employee has intentions to leave, there is a possibility that his family members may advise him against such a move.
Greet the newly wed couple at the wedding venue (if you are invited). You can always meet them at a later date. But there is a difference. If you greet them on their wedding day, then you are accommodating your time for them. If you opt to greet them at a later date, they are accommodating their time to suit your convenience.
A lot more things like this add value to the profession.
M.V. Kannan
From India, Madras
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Dear Vivek Sang,
Since I am practicing Human Psychology of Behavior, I have come across various things in my life. Please consider my views. To my knowledge, there are three types of employees behavior-wise.
1) One who is contented, self-motivated, a happy employee satisfied with his performance, work (roles & responsibilities), and pay (salary) as well. Very high in EQ & IQ. Knows how to balance work and life.
2) Second is the one who is ambitious, a go-getter, an achiever, wants to climb up high, having very high expectations. At times, he motivates himself, and when he is down, he needs someone to share his grievance, motivate/support him to get back to a normal stage. These types of employees possess very less EQ but they manage with whatever IQ they have.
3) The third type expects a hike in pay every year as they are good in everything but sound very wise. They do their job only to secure their hike in pay. If they don't get a hike in pay, they start slowing down and may look for better opportunities. Most of the SKILLED EMPLOYEES fall under this category because they have a very good understanding of the ECONOMY and MARKET DEMAND.
Let me know if my study is wrong or if you haven't come across such types of employees in your organization.
With profound regards
From India, Chennai
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Since I am practicing Human Psychology of Behavior, I have come across various things in my life. Please consider my views. To my knowledge, there are three types of employees behavior-wise.
1) One who is contented, self-motivated, a happy employee satisfied with his performance, work (roles & responsibilities), and pay (salary) as well. Very high in EQ & IQ. Knows how to balance work and life.
2) Second is the one who is ambitious, a go-getter, an achiever, wants to climb up high, having very high expectations. At times, he motivates himself, and when he is down, he needs someone to share his grievance, motivate/support him to get back to a normal stage. These types of employees possess very less EQ but they manage with whatever IQ they have.
3) The third type expects a hike in pay every year as they are good in everything but sound very wise. They do their job only to secure their hike in pay. If they don't get a hike in pay, they start slowing down and may look for better opportunities. Most of the SKILLED EMPLOYEES fall under this category because they have a very good understanding of the ECONOMY and MARKET DEMAND.
Let me know if my study is wrong or if you haven't come across such types of employees in your organization.
With profound regards
From India, Chennai
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Dear Vivek Sang,
These are not IDEAS but it is the BITTER TRUTH. We need to look into this world from a different angle. You will find interesting facts.
In continuation with my earlier post, I would like to share a few more points.
We often talk about employees, but we never have a discussion about the management or organization. If the management knows how to motivate and compensate their employees by all means, I am sure employees will never demand more. On the other hand, even after doing good business, if the management fails to compensate their employees, I am sure things will go wrong.
In fact, it is the management who needs to have clear-cut policies to deal with various types of employees. HR professionals always point out employee mistakes, but they never speak about their management because they will lose their job if they do so. That's the reason why employees call HR professionals as boss pets.
Hope you understood my practical study.
With profound regards
From India, Chennai
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These are not IDEAS but it is the BITTER TRUTH. We need to look into this world from a different angle. You will find interesting facts.
In continuation with my earlier post, I would like to share a few more points.
We often talk about employees, but we never have a discussion about the management or organization. If the management knows how to motivate and compensate their employees by all means, I am sure employees will never demand more. On the other hand, even after doing good business, if the management fails to compensate their employees, I am sure things will go wrong.
In fact, it is the management who needs to have clear-cut policies to deal with various types of employees. HR professionals always point out employee mistakes, but they never speak about their management because they will lose their job if they do so. That's the reason why employees call HR professionals as boss pets.
Hope you understood my practical study.
With profound regards
From India, Chennai
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Dear Mr. Shaik Abdul Khadir,
I trust that you will kindly permit me to add my observations to the three categories of employees you have rightly highlighted.
Employees in the first category share the knowledge and skills they possess, are open-minded, accept and nurture new ideas, and encourage reverse mentoring (even if the idea is from a less experienced employee, they accept him as a mentor). They delegate assignments with full trust, pass on laurels and bouquets received for good work done from the management to their colleagues, and accept criticism for wrong deeds themselves (avoiding passing the buck). They stay in the organization relatively longer, believing that they have an important role in the organization.
The second category feels responsible for all the good and wrong deeds, tries to do everything by themselves, seldom delegates (having a feeling that others cannot do better than them), tries to impose their methodologies on others, and seldom listens to new ideas. However, due to their inherent passion for their job, they carry out their work meticulously. They stay in the organization long enough but may quit abruptly due to trivial reasons (The EQ part you have mentioned).
The last category, as you have aptly pointed out, always looks for the carrot and is unwilling to face criticism (sticks). They pass the blame, play the blame game, and try to escape from their wrong deeds by quitting the job. They are like a rolling stone and do not gather moss, being job hoppers (not sticking to a job for more than 2-3 years).
M.V. KANNAN
From India, Madras
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I trust that you will kindly permit me to add my observations to the three categories of employees you have rightly highlighted.
Employees in the first category share the knowledge and skills they possess, are open-minded, accept and nurture new ideas, and encourage reverse mentoring (even if the idea is from a less experienced employee, they accept him as a mentor). They delegate assignments with full trust, pass on laurels and bouquets received for good work done from the management to their colleagues, and accept criticism for wrong deeds themselves (avoiding passing the buck). They stay in the organization relatively longer, believing that they have an important role in the organization.
The second category feels responsible for all the good and wrong deeds, tries to do everything by themselves, seldom delegates (having a feeling that others cannot do better than them), tries to impose their methodologies on others, and seldom listens to new ideas. However, due to their inherent passion for their job, they carry out their work meticulously. They stay in the organization long enough but may quit abruptly due to trivial reasons (The EQ part you have mentioned).
The last category, as you have aptly pointed out, always looks for the carrot and is unwilling to face criticism (sticks). They pass the blame, play the blame game, and try to escape from their wrong deeds by quitting the job. They are like a rolling stone and do not gather moss, being job hoppers (not sticking to a job for more than 2-3 years).
M.V. KANNAN
From India, Madras
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Dear Kannan,
If you come close to employees, they see you as their mentor. A good HR department works as a bridge between the management and employees. The management is happy to pass on the reasonable increase, but employees find that the reasonable increase is too little from their perspective. To me, the problem occurs when the HR department fails to explain to either side that they are not justified in pressing their demands or orders.
Thank you.
From India, Buldana
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If you come close to employees, they see you as their mentor. A good HR department works as a bridge between the management and employees. The management is happy to pass on the reasonable increase, but employees find that the reasonable increase is too little from their perspective. To me, the problem occurs when the HR department fails to explain to either side that they are not justified in pressing their demands or orders.
Thank you.
From India, Buldana
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Dear Mr. Kannan, A perfect addition to my study. Thank you very much for providing relevant and factual information. Kindly keep sharing. With profound regards
From India, Chennai
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From India, Chennai
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Dedicated employees who fall into the A or even B category of performance-driven individuals need responsibility and authority more than money. Therefore, I believe that by empowering them appropriately and making them feel valued (without inflating their ego), they will be motivated to consistently deliver their best.
Saurav Das
Oakwood Training Ventures
Navi Mumbai
9220576594
From India, Mumbai
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Saurav Das
Oakwood Training Ventures
Navi Mumbai
9220576594
From India, Mumbai
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Dear , Sure. As I also would like to know the view of various professionals.
From India, Buldana
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From India, Buldana
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Dear Puneet Khurana,
I agree with you. Appreciation with a note about his/her shortcomings is a good idea. Conveying your faith in his/her ability that he/she can overcome his/her shortcomings can do very well.
From India, Buldana
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I agree with you. Appreciation with a note about his/her shortcomings is a good idea. Conveying your faith in his/her ability that he/she can overcome his/her shortcomings can do very well.
From India, Buldana
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Money and hikes play an unmistakable role in ensuring high morale, but they are only one factor. If employees do good work, praise them in public.
People are motivated when they have the flexibility to make a job their own (i.e., less micromanagement) and to be responsible for its success (and, of course, failure).
From India, Delhi
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People are motivated when they have the flexibility to make a job their own (i.e., less micromanagement) and to be responsible for its success (and, of course, failure).
From India, Delhi
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