八招让你充分激发员工积极性
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八招让你充分激发员工积极性3篇 充分发挥员工的积极性
下面是范文网小编分享的八招让你充分激发员工积极性3篇 充分发挥员工的积极性,供大家阅读。
八招让你充分激发员工积极性1
如何充分激发员工的潜能
督导过度或督导不足——即给予员工过多或过少的指导——都将对员工发展造成不良影响。因此非常重要的一点就是要根据员工的发展阶段,运用匹配、恰当的领导力。这种匹配领导力策略就是情境领导?模型的核心内容。该模型是由肯?布兰佳和保罗?荷塞于1968年在美国俄亥俄州大学开发的。情境领导?II作为该模型的改良版本,主要关注如何有效地管理和激励员工,它开启了领导者与其所支持和管理的员工之间的沟通,让他们建立起伙伴关系。
情境领导?II模型
情境领导?II(SLII?)模型的基础信念是领导者应该根据员工的不同发展阶段来调整自己的领导型态。情境领导?II模型中有四种员工发展阶段:热情的初学者、憧憬幻灭的学习者、能干但谨慎的表现者、独立自主的完成者。
你还记得第一次学骑自行车的情形吗?你很兴奋,晚上都睡不着觉,而其实你却一点也不清楚该怎么骑自行车。那时,你是一名热情的初学者,需要指导。
还记得第一次从自行车上摔下来的情形吗?当你从地上爬起来时,你也许在想自己为什么当初会想要学骑自行车,你也许开始疑惑自己究竟能不能学会。这时你成为憧憬幻灭的学习者,需要教练。
在父亲的指导和鼓励下,你慢慢地学会骑自行车了。然而第一次父亲不在你身边加油支持,你独自骑车出去转转的时候,还是会感到害怕,没有信心。这时,你是能干但谨慎的表现者,需要支持。
最终,自行车成为你的一部分,你能够驾轻就熟。这时,你是独立自主的完成者,你的父母就可以放手(授权)让你自己驾骑自行车了。
根据员工发展阶段使用恰当领导型态
假设你最近聘用了一名22岁的销售员。除了销售以外,一名有效的销售员还应具备三项关键职责:服务、行政和团队贡献。
这名新人因为曾经从事过酒店业,所以服务经验是足够的。他曾经是兄弟互助会的管帐人,还是大学足球队的队长,因此看上去他在行政管理和团队贡献方面也是有一定经验的。于是,你对他进行的培训重点将落在销售业务方面,而他在该方面可谓一名热情的初学者。
在销售这个领域,他很热情地渴望学习,却不具备足够的能力。因为他对于成为一名成功的销售人员的意愿很强烈,他既好奇又期待,既乐观又兴奋,所以在这个阶段,应该采取指令式的领导型态。你应该传授给这名新人详细的销售流程,从打客户电话到与客户签单。你要手把手地教他怎样打电话给客户,让他知道销售工作应该进行,怎样才是成功地完成工作。然后,你要为他制定一份发展计划,指导
他一步一步地成长为一名销售人员。
换句话讲,你不仅要出题,而且要帮助他寻找答案。你要对他进行详尽地指导,时刻关注他的销售表现,计划并为他列出实现工作目标的优先任务。传授并展示给他看有经验的销售人员是怎样做的——让他在低风险的销售情境中进行练习——这才是适合于热情初学者的恰当的领导型态。
憧憬幻灭的学习者需要教练式领导型态
现在,假设这名新人已经经过几周的销售培训了。他懂得基本的销售技巧,但是却发现这份工作比自己原先想象的要难得多。你观察到他情绪开始低落,时常唉声叹气。虽然比起先前初学的状态,现在的他掌握更多的销售技巧,能力有所上升,但是他却变得消极低落,工作意愿下降。这时的他是一名憧憬幻灭的学习者。
现在所需要是教练式的领导型态,高指导和高支持。你继续指导和关注他的销售表现,同时你要跟他进行双向对话,不断对他提出建议,不断听取他的问题和建议。你还要给他很多表扬和支持,因为你需要帮他建立起自信心,帮他重拾工作意愿,鼓励他的工作动力。虽然你听取他的建议,但是最终的决定还是应由你来做,因为现在他的工作面对着真实的客户。
能干但谨慎的表现者需要支持式的领导型态
几个月飞逝而过。现在这名年轻人已经掌握了销售人员的日常工作职责,而且具备了销售技巧。然而,他依旧对能否在缺少你或其他同事帮助的条件下,独立自主地完成销售任务感到信心不足。虽然你知道他已经具备了足够的能力,但是他自己却不肯定。他掌握了销售流程,和客户的合作也令人满意,可是他对于自己独立完成任务依旧犹犹豫豫。他不太相信自己的能力。这个阶段,他已经成为能干却谨慎的表现者,销售工作意愿时高时低。
这时需要采用支持式的领导型态。由于你的这名下属已经了解足够的销售技巧,所以你不要对他进行太多的指导,他所需要的是你的支持,鼓励他,帮他树立足够的信心。现在的你应该站在他的背后,倾听他的想法和建议,支持他与客户及其他员工进行交流。你要多鼓励和多表扬,而要少指导。这种支持式领导型态讲究是双向合作,反馈对于你们两人之间的沟通很重要。你应该通过提问,帮他拓宽思路,鼓励他勇敢向前走,帮他实现销售目标。
独立自主的完成者需要授权式的领导型态
随着时间的流逝,曾经的新人变成了团队中的骨干成员。他不仅掌握了销售技巧,而且也成功挑战了高难度客户。他能预见问题并解决。他在自己的销售领域内因成功而充满信心。他不但自己工作出色,而且能够激励到团队的其他成员。到这个阶段,他已经在销售工作领域成为独立自主的完成者。你能够依靠他完成销售目标。
当员工处在这个发展阶段时,应该采取授权式的领导型态。你应该将日常决策
制定及解决问题的职责交给他自己负责,让他自主掌控自己的工作。你作为领导的职责就是授予他足够的权利,允许并信任他独立自主地完成工作。你所要做的是认可他的出色表现,当他需要时给予适当资源支持来帮他实现销售目标。在这个阶段上,很重要的一点是激励这名优秀的销售人员,让他继续强化销售能力,不断挑战更高的目标。
现在开始
领导者若要与下属进行开放的沟通,发展自尊,那么依据情境进行领导是一种全面且实用的方法。现在开始,在整个组织内,教经理们如何诊断员工或团队的发展阶段,如何使用恰当的领导型态要适应员工和情境的需要。这将迅速发展员工的工作能力,增强工作意愿,并且留住优秀的员工。
Bringing out the best in others
Over-supervising or under-supervising —that is, giving people too much or too little
direction—has a negative impact on people's 's why it's so important to match leadership style to development matching strategy is the essence of
Situational Leadership?, a leadership model originally created by Ken Blanchard and Paul Hersey at Ohio University in
revised model, Situational Leadership? II, has endured as an effective approach to managing and motivating people because it opens up communication and fosters a partnership between the leader and the
people that the leader supports and depends notice that his step has lost a little of its spring, and he's looking a bit
discouraged at he knows more about sales than he did as a beginner and has flashes of real competence, he's sometimes overwhelmed and frustrated, which has put a damper on his person at this stage is a Disillusioned 's needed now is a Coaching leadership style, which is high on direction and continue to direct and closely monitor his sales efforts, but you now engage in more two-way conversations, going back and forth between your advice and his questions and also provide a lot of praise and support at this stage, because you want to build his confidence, restore his commitment, and encourage his you
consider your salesperson's input, you are the one who makes the final decisions, since he is learning on actual Situational Leadership?II Model
Situational Leadership?II(SLII?)is based on the beliefs that you should tailor
leadership style to the are four basic development levels in the Situational Leadership?II Model:
Enthusiastic Beginner, Disillusioned Learner, Capable but Cautious Performer, and Self-Reliant you remember when you first started to learn to ride a bicycle? You were so excited sometimes that you couldn't even sleep at night, even though you didn't have a clue how to actually ride a were a classic Enthusiastic Beginner who needed
capable but Cautious Performers Need a Supporting Style
Fast forward a couple of the young man you hired knows the day-to-day responsibilities of his sales position and has acquired some good sales he still has some self-doubt and questions whether he can sell well on his own, without your help or the support of other you say he's competent and knows what he's doing, he is not so has a good grasp of the sales process and is working well with clients, the first time you took a fall on your bike? As you were picking yourself up off the pavement, you might have wondered why you decided to learn to ride in the first place and whether you would ever really master you had reached the
disillusioned Learner stage, and you needed you were able to ride your bike with your dad cheering you on, that confidence probably became shaky the first time you decided to take your bike out for a spin without your cheerleader and supporter close at this point, you were a Capable but Cautious Performer in need of , you reached the stage where your bicycle seemed to be a part of could ride it without even thinking about were truly a Self-Reliant Achiever, and your parents could delegate to you the job of having fun on your he's hesitant to be out there completely on his may become self-critical or even reluctant to trust his own this
Stage, he is a Capable but Cautious Performer whose commitment to selling fluctuates from excitement to is when a Supporting leadership style is called your direct report has learned his selling skills well, he needs little direction but lots of support from you to encourage his wavering is the time to stand behind his efforts, listen to his concerns and suggestions, and be there to support his
interactions not only with clients, but also with others on your encourage and
praise, but rarely do you direct his supporting style is more collaborative;feedback is now a give-and-take process between the two of help him reach his own sales solutions by asking questions that expand his thinking and encourage risk Achievers Need a Delegating Style
As time passes, your former new salesperson becomes a key player on your only has he mastered sales tasks and skills, but he's also taken on challenging clients and has been successful with anticipates problems and is ready with is justifiably confident because of his success in managing his own sales only is he able to work on his own, but he is also able to inspire this stage, he is a Self-Reliant Achiever in the sales part of his can count on him to hit his sales a person at this level of development, a Delegating leadership style is this situation, it is appropriate to turn over
responsibility for day-to-day decision making and problem solving to him by letting him run his own job now is to empower him by allowing and trusting him to act you need to do is
Acknowledge his excellent performance and provide the appropriate resources he requires to carry out his sales 's important at this stage to challenge your high performing salesperson to continue to grow in his sales ability and cheer him on to even higher levels
Matching Leadership Style to Development Level
Suppose you have recently hired a 22-year-old are three key responsibilities required of an effective salesperson besides selling: service, administration, and team worked in the hotel industry during the summer, your new salesperson seems to have good experience in he was the treasurer of his fraternity and
captain of his college soccer team, it looks like he also has some experience in
Administration and team a result, your initial training focus with him will be in the sales part of his job, where he is an Enthusiastic this area, he is enthusiastic and ready to learn, despite his lack of of his high commitment to becoming a good salesperson, he is curious, hopeful,optimistic, and this area of his job, a Directing leadership style is
teach your new hire everything about the sales process, from making a sales call to closing the take him on sales calls with you so that you can show him how the sales process works and what a good job looks , you lay out a step-by-step plan for his self-development as a other words, you not only pass out the test, but you also are involved in teaching him the provide specific direction and closely supervise his sales performance, planning and prioritizing what has to be accomplished for him to be
and showing him what experienced salespeople do—and letting him practice in low-risk sales situations—is the appropriate approach for this Enthusiastic Learners Need a Coaching Style
Now, suppose that your new hire has a few weeks of sales training under his understands the basics of selling but is finding it harder to master than he
Of Started as an Organization
leaders looking for a comprehensive and practical method of creating open
communication and developing self-reliance among managers and direct reports should strongly consider adopting a situational
your organization started on this path by teaching the managers in your company how to diagnose the needs of an individual or a team and then how to use the appropriate leadership style to respond to the needs of the person and the result is an organization where employee competence is developed, commitment is
gained, and talented individuals are retained.
八招让你充分激发员工积极性2
激发员工的积极性
一、需要预防性因素和驱动因素:金钱、地位、福利只是一个预防性因素。而最重要的是是否重用了人才,是否发现发现了他的重要性。
1、对员工的尊敬
2、对员工的认同:员工出色的完成了这个任务,就要对他表示认同,哪就要在企业中存在一种奖励机制,对完成出色的员工,以予奖励。
3、责任:要想激励员工的积极性,就要让他们觉得自已的潜力得到了认同。也就是要为自已的工作负责。尽管你需要不断地监督干涉告诉员工你想要的结果,但你要让他们自已决定该怎么做。
4、娱乐:以娱乐来激励员工的积极性并不会让人感到奇怪。懂得玩的人,才是一个真正懂得工作的人。
二、工作本身就是最好的激励
1、增强工作的趣味性
2、提供有挑战性的工作:每个人都喜欢表现自我、超越自我,在原来的基础上取得新的成就,更上一层楼对你的员工来说,接受挑战性的工作可以使他们非常清楚地意识到自已肩上的重担。正是这种紧迫感、责任感、使得员工们今后得以成功。挑战能够激起员工的工作热情,激励你的员工在今后的工作中勤奋努力,树立坚定的自信心。如果以后不再有挑战性的工作,他们还会回到以往的状态中,你必须让他们接受新的挑战。不能让他们感到安于现状的环境当中。
3、丰富工作内容:詹妮接管一个业务庞大、员工士气低落的部门。他们的工作类似于流水线,每个员工只需对报表中某一项目负责,处理完后送交下一个职员处理另一个项目,如果出现错误就交给专人处理这样效率不会高的,后来詹妮重新设计了工作程序,她摒弃了原来的流水线工作方式,重新培训职员。每个职员查对表中的每个项目,修正任何错误,出现问题个人处理尽管在工作刚开始的一段时间内效率代一些,但这大大地增加了职员的工作热情。当一名职员被培训得能胜任部门内的各项工作时,你不仅可以安排他去接替任何一个工作,也可以安排他在不同的时间做不同的工作,这样也解除了日常例行的工作的枯燥。
4、让员工参与计划:许多工作都需要制定工作指标,让你的员工参与给自已的工作设置定额你可能认为,他们会制定较低的定额以便容易去完成,这种情况是有可能发生,所以要由多个人来共同参与这个过程,你的作用是确保真正的指标被确立下来。美国的福特公司就采用了员工参与规划的方法,从重产线的每个工序中挑选出工人代表设计人员一同进行规划设计,结果生产出了问题最少最为适用的小汽车。
三、薪酬激励
在员工工作的时候,他们的工作热情不仅来自于在公司中的地位(权力),那其次就是看得见的东西,比较实在的东西,为了确保称职的员工队伍和稳定和吸引适用人才加盟企业组织,无化是初任职工工资,还是整体工资水准,都要达到社会公认的标准。不要等到有一定数量的员工直接提出工资要求时,才对其各个项目进行技术性的研讨,要在平常就对职工们关于工资有何想法或要求进行态度调查和实质性的研究。包括以下几部分:
1、好的基础工资:工资分级标准中每级的幅度定为20%,即一级中最高层的工资比最底层的工资要多20%。
2、付给技术的报酬:通常每年一次或每半年一次的日常工作总结中,在对员工进行评估的时候,要对员工提出一个学习目标,这不是培训目标,还是学习目标,为了鼓励养成这一习惯,你要给一线工作者提供机会,使他们通过掌握公司所需的技术,而得到增长薪水的机会。当工作者掌握了几种技术后,工资也会有相应的增长。这种高薪无能为力付有一种强大的保留作用,使公司能留住技术上最好的员工。如果他们想另谋高就,在别的公司就很难再找到这样高的薪水了。
3、个人表现奖金:个人表现奖金必须足够多,才能吸引人,但也不要太多,如果太多了,到时候不能兑现。就会引起失望。因为金钱能够刺激员工发挥最好表现。
4、以津贴或股票的方式进行分红:采用分红制能起到很好的激励作用。因为,首先它强调了在公司里大家是同舟共济的,应为共同的利益一起工作。其次,让大家更明白,钱不是从树上摇下来的,只有大家努力争取,才能共同分享。
5、真诚赞赏是最好的激励方式:当人们付出时,接受工作指派时,当他们取得成果时,他们往往渴望别
人的尊重与承认。赞赏就是认可他人身上有价值的特点,要对他人的表现作出肯定与赞许,真诚赞赏的优势体现在:你对员的信任与沟通。没有挑战,没有鼓励,人们会流于平庸现实的舒适与安全感。这便是员工们的局限:维护那种全方位的,而潜在令人窒息的舒适与安全感。表扬人去达到成功。做出表现或成果的人,他像饥渴的植物需要水一样。
四、培养员工的主人翁意识
企业家姆托伊说::“若能使员工留有归属之心,这种精神力量将胜于一切。只有靠整体作业人员的彻底向心力,以企业的盛衰为已任,才能使企业臻于成功之境”。那么这种精神力量,就叫做主人翁意识。
主人翁精神就是一种创造性的精神,它要求人们运用自已的判断力,去解决组织所面临的困难与问题,用自已的自豪感自信心所发出的巨大热情去创造奇迹。
如何培养主人翁意识:
制定宽松政策:事实上,政策的目的在于表达组织、公司的意图,以概括的方式将部门的思想方针提代给员工。而员工只需彻底地了解部门的想法和理由,便可在受到较少限制的宽松的政策中大刀阔斧地进行工作,充分发挥自已的创造性才能。
五、培养人人都是主管的感觉
从小事上让员工感到自豪:一位工作了二十多年的老员工名片上写着:国际商用电器公司25年的忠实服务。这不是什么大事,但IBM公司却用这种方式对职员传递了对其25年辛勤工作的感激之情。
增强集体温暖:举力会餐的方式,让全体员工有家的感觉,无拘无束的,大家都相互祝贺自已的业绩,培养出融洽而温暖的集体意识。你的管理能力再强,员工表现冷漠,仍难推动工作。你必须设法使每个人都认为自已是负责人。
六、倾听也是好的激励方式
询问你的下属什么对他们最重要,并且仔细倾听。增加人与人之间如何交流,为此我们创造了这种氛围,允许每个员工坐下来,就公司政策和未来目标进行富有意义的对话。员工提出宝贵而适用的意见后,要有激励机制,要对他们做出公开肯定与表扬,让他们有下次提问的机会;也要让其它员工觉得提出意见是有价值的。
八招让你充分激发员工积极性3
员工是企业前进的发动机,如果这台发动机马力十足,企业就会迅速的发展,反之企业就会停滞不前。很多企业都通过薪酬制度和管理制度来提高员工对待工作的积极性,其实我们从人性的角度来激发员工的积极性。
1.让员工了解工作的意义
相信很多企业的员工都认为工作的目的就是为了赚取金钱,因此当员工获得理想中的薪酬时就会停滞不前。实际上,工作的意义远不止如此,工作同样是个人能力提升的一种历练,同时会因为工作业绩上突出的表现获得他人的尊重,提升个人影响力,对那些想创业的员工,工作还是扩展人脉的一种手段。因此,让员工了解工作的意义以及对个人未来发展的影响,可以帮助员工树立正确的工作态度。
2.培养员工对工作的兴趣
员工只有对工作真正的感兴趣,从中获得快乐,才能竭尽全力的把工作做好。要想让员工把工作当成兴趣,就要给予员工完全自由发挥的空间。企业的基层员工通常最了解产品和市场,经常在这方面迸发新鲜的创意。所以,让员工自由的发挥空间,企业为其提供一定的支持,不仅能够为企业创造价值,同时员工以愉悦的心态投入到工作当中去,并将之当成一种兴趣。
3.为员工提供发展的机会
员工希望通过工作获得肯定,因此企业不要吝啬于为员工提供发展机会。首先企业应该通过培训来挖掘员工潜力,这既能调动员工积极性,同时也是提高企业竞争力的关键之一。其次,在管理者的选拔上应该给员工更多的机会,以内部培养选拔为主,这样能使员工充满期待的投入到工作中,自然也会更加努力。
4.打造良性的竞争环境
莎士比亚曾说过,庄严的大海能产生蛟龙和鲸鱼,清浅的小河里只有一些供鼎俎的美味鱼虾。舒适的环境只会让人安逸,失去进取心。对企业来说,要想让员工都能够成为“蛟龙”和“鲸鱼”,就要让员工之间存在一种良性的竞争关系,通过优质竞争,使整个团队充满竞争力。
5.用荣誉激发员工的热情
企业都希望员工在集体荣誉感的驱使下努力工作,但在现代社会,集体荣誉与个体荣誉从根本上来说是一致的:个人荣誉是集体荣誉的体现和组成部分,集体荣誉是个人荣誉的基础和归宿,因此,要想让员工拥有集体荣誉感,企业要通过个人荣誉来换取员工的认同感,进而激励员工努力地工作。
6培养员工的危机感
危机感是一个人成长的动力,同时也是进取心的源泉,一个人失去了危机感,就会便得安于现状。华为2009年年销售额超过300亿美元,已经成为全球第二大移动设备供应商,但任正非仍然高喊“华为的冬天要来了”,正是在这种危机感中,华为不断的成长,并成为中国企业的典范。
7.保持平等公正的沟通
与员工保持相互沟通是激励员工的重要方法之一,尤其是平等、公正的沟通,可以让员工感觉到自己受到重视。当员工犯错误是,如果只是进行严厉批评和惩罚并不能解决问题,甚至可能造成员工积怨和流失,有时与员工进行朋友式的沟通和交流反而能取得事半功倍的效果。