絕大多數(shu)人(ren)上班(ban),最(zui)關心的是什么?錢,沒有(you)之(zhi)一,所以物(wu)質(zhi)激勵是對(dui)員工進(jin)行有(you)效(xiao)激勵最(zui)重要的工具,但(dan)很多HR或者管(guan)理者,對(dui)物(wu)質(zhi)激勵的手(shou)段(duan)有(you)哪(na)些(xie),卻并不清(qing)楚,一般(ban)而言,企(qi)業(ye)物(wu)質(zhi)激勵的手(shou)段(duan)主要包(bao)括了六種(zhong)類型。
一(yi)、固(gu)定(ding)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)。可能會有疑問,固(gu)定(ding)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)就(jiu)是一(yi)個不(bu)變的(de)(de)數額(e),做好做差都(dou)(dou)一(yi)樣(yang),怎(zen)么(me)起到(dao)激勵(li)作用?這(zhe)里要思考一(yi)個問題,為(wei)什(shen)(shen)么(me)很多企(qi)業,會把(ba)一(yi)個員工(gong)(gong)(gong)(gong)五千塊的(de)(de)固(gu)定(ding)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi),拆分成(cheng)若干(gan)個部分?比如可以把(ba)它分成(cheng)基本工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)、崗位津(jin)(jin)貼(tie)、技(ji)(ji)術津(jin)(jin)貼(tie)、區(qu)域(yu)津(jin)(jin)貼(tie)、工(gong)(gong)(gong)(gong)齡工(gong)(gong)(gong)(gong)資(zi)(zi)(zi)等等,難道就(jiu)是為(wei)了扣錢方(fang)便(bian)嗎?nonono,實際上(shang)拆分固(gu)定(ding)工(gong)(gong)(gong)(gong)資(zi)(zi)(zi),就(jiu)是為(wei)了明確公(gong)司(si)對(dui)于員工(gong)(gong)(gong)(gong)的(de)(de)行(xing)為(wei)和結果是鼓勵(li)的(de)(de)。為(wei)什(shen)(shen)么(me)要給(gei)工(gong)(gong)(gong)(gong)齡工(gong)(gong)(gong)(gong)資(zi)(zi)(zi),就(jiu)是希(xi)望員工(gong)(gong)(gong)(gong)可以更加(jia)的(de)(de)忠誠(cheng),更加(jia)穩定(ding),只要你持續(xu)干(gan),那(nei)么(me)每年都(dou)(dou)可以獲得一(yi)定(ding)的(de)(de)調薪(xin),為(wei)什(shen)(shen)么(me)要給(gei)技(ji)(ji)術津(jin)(jin)貼(tie)?就(jiu)是鼓勵(li)員工(gong)(gong)(gong)(gong)不(bu)斷(duan)提升自己的(de)(de)技(ji)(ji)能水(shui)平。同(tong)樣(yang)的(de)(de)道理,為(wei)什(shen)(shen)么(me)要給(gei)區(qu)域(yu)津(jin)(jin)貼(tie)?就(jiu)是公(gong)司(si)對(dui)于那(nei)些(xie)愿意幫助(zhu)企(qi)業,開疆拓(tuo)土的(de)(de)員工(gong)(gong)(gong)(gong)的(de)(de)補償和獎勵(li),這(zhe)些(xie)都(dou)(dou)會產生一(yi)定(ding)的(de)(de)激勵(li)效果。
二、浮動工(gong)資。通常(chang)意義上設置(zhi)的各種獎金,這(zhe)些獎金,通常(chang)和員(yuan)工(gong)的工(gong)作(zuo)結果、行為表(biao)現(xian)、能(neng)力素質相掛鉤(gou),員(yuan)工(gong)在這(zhe)些方面表(biao)現(xian)的好,就可(ke)以獲(huo)得相應的獎勵(li),是物質激勵(li)最常(chang)見(jian)的表(biao)現(xian)形(xing)式。
三、年薪(xin)制。主要(yao)是(shi)針對(dui)企業重要(yao)的(de)技術人員和管理人員,通常(chang)采用月固定薪(xin)酬加(jia)績效(xiao)獎勵,加(jia)股權(quan)期(qi)(qi)(qi)權(quan)加(jia)養老(lao)金計劃相(xiang)結合(he)的(de)模式,既保(bao)障了員工的(de)日常(chang)生活,又考(kao)慮(lv)(lv)了對(dui)于工作結果的(de)短(duan)期(qi)(qi)(qi)獎勵,也考(kao)慮(lv)(lv)了較為長期(qi)(qi)(qi)的(de)股權(quan)激(ji)勵,同時還考(kao)慮(lv)(lv)了退休(xiu)以后(hou)的(de)養老(lao)保(bao)障,是(shi)一種對(dui)于高端人才的(de)綜合(he)激(ji)勵。
四、福(fu)利(li)。一定(ding)要注意福(fu)利(li),也是(shi)薪酬(chou)(chou)的組成(cheng)部分,既然是(shi)薪酬(chou)(chou)的組成(cheng)部分,那就必(bi)須(xu)要有(you)激勵性,怎么做到有(you)激勵性?兩大關鍵點在于(yu)差異性和匹配度。
1、差異性是指(zhi)不(bu)(bu)同(tong)層級、不(bu)(bu)同(tong)崗位、不(bu)(bu)同(tong)績效(xiao)表現的(de)員(yuan)(yuan)工,獲得的(de)福利應該有所區別,這樣才能體現出績優員(yuan)(yuan)工、核心員(yuan)(yuan)工的(de)價值,讓(rang)他們(men)受到獎勵(li)(li),鼓勵(li)(li)其他人參(can)與競爭(zheng)。
2、匹配度是指福利(li)要(yao)滿足員工的實際需求,現代福利(li)管理越來(lai)越傾向(xiang)于彈性福利(li),就是這(zhe)個原因(yin)。
五、股(gu)權(quan)期權(quan)。這是一種較為長期的(de)物(wu)質激(ji)勵(li)(li),將(jiang)公(gong)司(si)(si)的(de)效益和(he)員(yuan)工的(de)穩定(ding)性(xing)(xing)掛(gua)鉤(gou),同時也可以在一定(ding)程度上降低公(gong)司(si)(si)的(de)現(xian)金支出,是那些成長性(xing)(xing)較好(hao),但(dan)現(xian)階段規模實力還(huan)不夠強大的(de)公(gong)司(si)(si)激(ji)勵(li)(li)骨干人才的(de)有效手段。注意是成長性(xing)(xing)較好(hao)的(de)企業(ye),如果公(gong)司(si)(si)負債累(lei)累(lei),生意很(hen)差,給股(gu)權(quan)的(de)意義也不大。
六、合伙(huo)人(ren)(ren)制(zhi)。一(yi)定(ding)要(yao)(yao)注意,即便不是(shi)合伙(huo)制(zhi)企業,也是(shi)可(ke)以使用(yong)增值合伙(huo)人(ren)(ren)制(zhi)度去激(ji)勵(li)員(yuan)工,和股(gu)權激(ji)勵(li)相比,應用(yong)范(fan)圍更小,往往只是(shi)針對那些(xie)對公司(si)發展起到(dao)重(zhong)(zhong)要(yao)(yao)作用(yong),能夠給公司(si)提供人(ren)(ren)脈技術等重(zhong)(zhong)要(yao)(yao)資源的(de)(de)人(ren)(ren),通過合伙(huo)制(zhi),可(ke)以讓這些(xie)人(ren)(ren)更好的(de)(de)履行經營責(ze)任(ren),享(xiang)受公司(si)利潤的(de)(de)分配(pei)。
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