Assuming you have developed some skill at employee motivation and team building, you now need to recognize your employees' accomplishments and reward their performance. This motivates them to continue to perform at the levels you need. So how do you reward and provide recognition? Here are some ideas:
- Give Positive Feedback
Something as simple as telling someone when they have done something right can be a powerful motivator. - Lunch with the CEO
This article focuses on communication, but the opportunity for a top performer to have lunch with the CEO and "talk business" is the sort of thing that will motivate your top performers. - You Can't Listen With Your Mouth Open
Another excellent motivator is to actively listen to an employee. Give them your undivided attention for a few minutes and listen to them without interrupting. - Delegate, Don't Just Dump
Many employees like to do good work so they will be given better assignments and harder tasks. If you use this technique to motivate and reward, make sure you understand the difference between delegating (good) versus dumping (bad).
Very useful information especially, giving positive feedback in a Public Forum. I made a point during our quarterly all employee meeting updates to start each conference recognizing 3-5 individuals who made a positive contribution and the covered the impact of their contribution. The result was motivated and inspired employees. Those who I mentioned felt pride and knew their contributions were appreciated and others worked harder to receive the same type of public feedback.
An interesting read.
What about those who are experienced hired and expect a promotion every other few years and if they do not get what they want, they turned into “NO” man. This is especially true if they come from different work culture and expect the same rewards as offered by their previous organisation.
Thanks.
I think the “NO” man is a reflection of the times, and not just different work cultures. With attrition rates being lower due to the economy, there are few promotions available, even for well deserving employees. Giving an employee public ownership of a project, or process can bridge the gap to a promotion temporarily, but ultimately, the employee must have a clear understanding of the company’s position and their position within the company. With understanding can come compromise.