Property service enterprises how to motivate and punish employees
Property service is a labor-intensive enterprises, its human resource management work in the employee incentives and penalties are clearly different from other types of enterprises. Here is my knowledge of how to motivate and punish employees of property service enterprises, welcome to read.
First, how to motivate employees
From the characteristics of the property services enterprises, should be considered from the following aspects -
(a) the timeliness of incentives
In general, the incentive is effective period, if the employee has achieved a better job performance, and did not get rewarded, or in the reward time is excessively delayed, then this incentive has lost the potential to stimulate employees to create subsequent job performance. Or, late incentives are sometimes ineffective.
The employees of the property service enterprises basically belong to the simple manual laborers, a considerable part of which are migrant workers, vulnerable to the influence of the external environment, and thus the turnover rate is very high. Sometimes the difference between 50 yuan and 100 yuan in wages may make a skilled worker jump ship without hesitation.
I remember that when I was serving in a property company in Beijing, I once went to the Allianz Plaza hosted by CBRE to participate in industry exchange activities, and during the visit, I suddenly saw a familiar figure.
This is in the property company I served for a number of years, a deep impression, and very comprehensive skills, good character of a janitor. And, I think I saw him in the building two days ago, meticulously cleaning the carpet at
the very least. What's he doing here?
"X-Chung." I called out to him.
"Hello manager." He looked embarrassed.
"This is trained by your company? The skill is really good!" Hearing the words of my peers, I really did not know how to reply.
This situation abounds in many domestic property service companies.
This situation is common in many domestic property service enterprises. For a considerable part of the excellent staff, when they have made certain achievements for the enterprise, should be immediately rewarded but delayed, as long as there is any temptation in the outside world, they will quickly choose to leave.
Afterwards, it was confirmed that the employee named X Zhong, the reason for leaving was indeed the same.
(2) The width of the incentive
Due to the property service enterprises have the work content is difficult to quantify the characteristics of this, the incentive to the staff is still mainly in the form of collective rewards, such as excellent team, excellent department, and so on. Even the selection of "excellent staff" is mostly a formality, the lack of objectivity and the obvious difference, the reality is that many still "take turns".
But the "pot of rice" form of incentives has long let the current employees despise the value of reward, because it can only play what Herzberg called "health factors" role, and can not realize the real "incentive" role. Motivation" role. As a result, companies sometimes spend money and get negative results.
For the width of the incentive, property service companies need to seriously think about three questions:
(1) whether to mobilize the enthusiasm of the really good?
(2) Does it mobilize the majority of members?
(3) Does it demotivate the unrewarded?
If a property services company's incentive effect only reaches one of the aspects, or even one of the aspects are not reached, then the incentive of this enterprise is ineffective, or even a failure; if the effect of two of the aspects of the basic realization of the incentive objectives; and to achieve the effect of all the above three aspects of the incentives can be said to be very successful in the incentives of this property services.
(C) the way of incentives
Employee incentives usually have the following three ways: material incentives, spiritual incentives, emotional incentives. The specific use of these three ways need to be reasonable and effective organization and implementation of property service enterprises.
(1) As property service enterprises are labor-intensive enterprises, and personal income at all levels of society basically no advantage to speak of, so the material incentive is always the most effective basic means.
(2) When a person reaches a certain level of economic income, they will turn to the pursuit of spiritual fulfillment and sense of achievement, for these people, the sense of achievement is often more seductive than money and value recognition. Therefore, for the management or special talent incentives, in the consideration of material incentives at the same time, but also to take into account the means of spiritual incentives.
At the same time, it should be noted that high pay does not solve all the problems, to do to retain the best employees, the most valuable talent, usually companies also need to consider the different performance of the payment of different wages, and this difference must be obvious enough to really achieve the effect of incentives.
(3) four key words of emotional incentives: "praise", "tolerance", "stage", "gratitude ".
A, praise
To develop the habit of praising employees, at the same time, the language of praise should be specific, sincere, artistic and from the heart.
The story of Liu Bei's child wrestling is known to everyone, and it reflects a deeper meaning: sincere emotions expressed by artistic means, so as to achieve the purpose of management. Note that this three essential key points: sincerity, art, purpose, and the first is sincere.
B, tolerance
To a certain extent, tolerance is the management of a best medicine, but also an important incentive.
Managers should be very clear about the ability of each subordinate, and then arrange the appropriate jobs and workload, do not always measure their own ability to work and require subordinates. This is a common mistake that managers often make in property service companies. My personal experience has been to educate myself harshly.
C. Stage
Give employees a stage to fully perform.
Sometimes, managers face some employees, just need to tell them need to meet the standards and operating procedures on the line, rather than turning employees into "obedient machines.
Excessive management can be a mistake, if you can give creative subordinates a free breathing world, so that they give full play to their greatest talent, and then through their own efforts, and ultimately reached the goal of the work, they will therefore produce a sustained and strong sense of achievement.
A psychologist said this, "The single best stimulus for the creator is the free right to decide what to do and how to do it."
D. Gratitude
Emotion building has always been an important aspect of corporate culture building.
We should actively promote the "enterprise and staff double gratitude" as the theme of corporate culture construction.
First of all, the enterprise should thank the employees for their hard work to bring long-term stability, health, efficient development; and at the same time, employees should also thank the enterprise for their personal career development platform, so as to realize the enterprise and the employees of the *** with the growth and development.
The incentive mechanism of the enterprise is the determining factor of the size of the employee's contribution to the enterprise. Managers in the use of incentives when the most important thing is "bosom".
Victor Hugo once said: "The world's widest is the ocean, wider than the ocean is the sky, wider than the sky is the human heart."
Sometimes a greeting when the weather turns cold, a blessing on a birthday, and an exhortation when you are tired are the best kind of emotional incentive.
Second, how to punish the wrong employees
How to punish the wrong employees, is a lot of managers quite confused about the problem. Not penalized, the error will spread unchecked; punishment is too heavy, will lead to staff centrifugal, in the end how to do?
Note the two basic principles:
(a) the fault of the employees can not be left to their own devices.
"The employee is not at fault, all the fault is due to my management problems, all the tickets I alone bear."
Once a project manager said this to me, also did so, but the result is that he received a month more than two thousand tickets, and the fault of the staff is still repeated.
The reason is that the unprincipled tolerance of employees, only counterproductive. A peaceful, friendly, never with the staff red face of the leadership, employees will only take him as a friend, but not from the heart of him as a leader. And it is impossible to manage friends in an organization.
(ii) Cannot be strictly penalized for all faults.
If all the faults of the employees are strictly, dripping punishment, especially in the early stage of the establishment of standardized processes in the enterprise, the staff will be in the process of transition from one extreme to the other, the occurrence of serious water and soil incompatibility. Improperly handled and improperly punished, it is possible to have a significant impact on the stable operation of the enterprise's entire service system. This is not the reasoning that if the water is clear, there are no fish, but rather, it is a matter of judging the situation and making the best use of the situation.
The same project manager, in the face of staff . Error to penalize when I said: "never asked for the phenomenon of failure to meet the standard to penalize the staff is unfair. It is equally inadvisable to penalize employees severely for mistakes they have grown accustomed to in the first place."
Effectively disciplining employees for their faults is a management art. Whether or not an employee should be penalized for a fault depends on the specific situation.
1. Subjective or objective error.
For example, an employee in the engineering department is carrying out maintenance work, which causes complaints from guests due to excessive machine noise.
Analysis: If because of the improper operation of the staff equipment; construction work before the preparatory work is not sufficient; the condition of the equipment is not clear, etc., should be punished in accordance with the relevant provisions. However, if it is because of the operation standard development is not practical; equipment itself failure caused by the normal operation, has been reflected in advance to the relevant departments, and the management delayed timely solution, then, at this time on the operation of the staff to penalize the staff seems to be more far-fetched, not only can not achieve the effect of punishing the punishment of the former to prevent the latter, but also cause the staff's strong dissatisfaction.
2. Deliberate fault or negligent negligence.
For example, the cleaning operation of the cleaning staff defective, causing guests to complain.
Analysis: If the cleaning staff did not operate according to the standard operating procedures; the operator's lack of personal responsibility; the operation of the preparatory work before the inappropriate, it should be strictly punished as a warning to others. But if it is because the previous shift has just ended a continuous high-intensity overtime, the late relevant management did not do a timely and effective adjustment; cleaning equipment is seriously aging, there are serious failures and can not play a normal role in the performance of the management of the long-term neglect, not a bit of the front-line operators to solve the actual operational difficulties, should be considered the management of the problem, not the operation of the employee's punishment.
3. Process fault or personnel fault.
For example, the toll collector could not collect the fee, causing a slippage in operating performance.
Analysis: If the fee collectors do not have a basic sense of service; there is a lack of skills in the work of fee collection; work responsibility is not strong, should be punished, and even from the comprehensive performance aspects of the assessment and evaluation, should be reflected and performance. But if it is because of the enterprise's own system deficiencies, such as charging work schedule is unreasonable; job skills training is not in place; new employees simply do not know how to complete the charge work, then you have what reason to penalize the staff?
4, the first mistake or repeated mistakes.
For example, a newly hired employee forgets to greet a customer for the first time.
Analysis: If the employee's first mistake, the degree of impact of the error is not large, not wide, and is unintentional, negligence of the error, you can consider warning, prompting, and not penalized. But pay attention to one point, if the face of the same employee repeated mistakes, must be punished.
For everyone in the enterprise, should keep in mind a law is: do not make the same mistake.
A manager in the face of the employee's intentional errors dare not be punished, it is cowardice; but regardless of the indiscriminate arbitrary punishment, it is chaotic outline.
Hilton, the king of the international hotel industry, always used to say to the subordinates who made a mistake: "Don't feel bad, this little mistake is nothing. I made a bigger mistake than this when I was young. I think that mistakes are a kind of progress, that you are working hard. Only people who don't do anything avoid mistakes altogether."
Bob Turknett, an American psychologist, said that entrepreneurs see punishing their employees as drudgery that they would rather avoid in the hope that the problem will resolve itself. Very often, this only makes the problem worse. Being experienced in solving disciplinary problems satisfactorily within an organization has a good impact on the business and on the employees.
Regardless of what kind of maxims, managers should have a pair of eyes, a clear heart, because punishment is not an end in itself, but ultimately to achieve the means of effective service management, to be good at using, reasonable use, effective use. Which should focus on grasping is a "degree". Because the right to push to the extreme, it becomes wrong; the juice of the sweet orange squeezed dry became bitter; milk squeezed too much, and finally squeezed out is blood.
At the end of this article, to tell two small stories about the punishment of the property company.
In a property district that promotes green service, there is such a rule: any property company staff in the public **** area must always pick up cigarette butts.
One day, the property company's quality department in the inspection of a special instruction, an hour all staff to collect the ground left behind cigarette butts, and each turned in a, the company on the spot to give 1 yuan reward. As a result of the statistics, *** counted nearly two thousand collected.
At the end of the month when the payroll, the project manager of the district was notified that the month's salary was penalized nearly two thousand dollars.
Here do not go to argue the legality of this punishment, reasonableness, but next, the employees showed a quality maintenance inertia is indeed very obvious. An employee told me, often on the way home from work, will be on the ground of the cigarette butt to produce a special "feelings", have to pick up as soon as possible.
And this company has adopted a special punishment for employees who are late.
Whenever an employee is late, all the members of the shift where the employee is late must be lined up in front of the company. And for the late personal punishment is: that day do not have to participate in any front-line operation work, the company's excellent team for the period of a day of tracking quality control.
From then on, this property company basically no longer appear staff late phenomenon.
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