Why do you need to hold competitions in the sales department? There are two global reasons: employee motivation and team building. Today, we will primarily touch on motivation, but a big plus of holding competitions in the sales department is that their “side effect” is team building.
Competitions, games and various events with skillful organization and conduct are quite a powerful tool for motivating the sales department. The motivating force here is the desire of a person to receive recognition from others, comrades, colleagues.
What tasks can be solved with the help of competitions?
Yes, whatever! Here you only need the ability to set tasks for employees and a little imagination to solve them with the help of a competition.
Here are some examples of tasks:
- Attracting new customers to the company.
- Return of clients with whom communication was lost.
- Increasing sales of related products or product lines.
What competitions can be held?
- "Golden Badge"
In one company there is a so-called golden badge, which, at the end of the month, goes to the employee who brought the greatest profit. - "Best Employee"
In the sales department of another company, in order to motivate managers, they use a special pennant "Best Manager of the Month". The pennant flaunts for a whole month on the desk of the employee who brought more income companies than others.Thus, you can hold competitions to identify the best employee of the week, month or year.
- "Bell of Honor"
In one store, when the seller has made a purchase, he goes to the bell and rings it. At this point, colleagues turn around and can see which of their comrades made the sale. - "A bottle of champagne for a client"
You can hold competitions to return lost customers or attract new ones. For example, for each client with whom it was possible to resume interaction, reward the employee with a bottle of champagne. - Role-playing games
The employees are divided into two teams. In order for the game to be interesting, you need to think over the details - the mythical names of the teams, their leaders, you can use a modified honors board, which will contain photos of all participants indicating their achievements.Employees are given a task, for example, the team that brings the most new customers to the company over a certain period becomes the winner. Prizes can be purely symbolic, but employees will have excitement and motivation to work better.
Get creative and increase your sales!
Dashboards are one of the components of non-material motivation of employees. These are the boards on which, among other things, the results for each employee are posted.
Dashboard types:
- Electronic
- Information Table
Such boards are placed in sales departments or even in trading floors shops. This is a good motivation for employees. Nobody wants to be among the last, especially when all the indicators are on public display.
Employee motivation: fines
The company should have a clearly defined system of demotivation - fines. Under the law, there can be no financial penalties. We are talking about any other form of punishment. For good motivation, fines should not be material in nature in the form of deprivation of part of the salary.
Draw up such an internal document, where you clearly describe what is considered a violation and what threatens the employee, for example, for being late, missing the deadlines for the project, if he did not work on the errors on calls, etc. Employees must clearly understand in which cases punishment is applied.
Examples of fines:
- Buying pizza for all employees
- Put 100 rubles in a common piggy bank
- Deprivation of the opportunity to work with a certain client
- Restriction in working with warm leads, etc.
We are not supporters of fines in the context of the motivation system. Deprivations should be applied for administrative violations, and not for indicators. If the employee has not reached the targets, then he simply does not receive a bonus.
The system of competitions is one of the components of the internal culture of the company, an element of non-material motivation of employees. The prize for winning is material value. But still, the competition stimulates excitement, interest in competition and victory, rather than the prize itself.
If you understand the motivation of your managers well, you know who has what “button”, such competitions will be a great solution for you. For example, you can use titles/nominations " The best seller of the month”, “Best Seminar Seller”, etc.
Examples of prizes to motivate managers:
- Medal, photo on the board of honor,
- Trip to a trendy restaurant for two,
- hot air balloon flight,
- Certificate for the purchase of something.
The fantasy of prizes is limitless. This creates the motivation to sell better in order to win. Such motivation works even better than financial incentives.
The daily routine makes its own adjustments to the workflow. Such competitions revive interest in work.
The principle of creating competitions
- They shouldn't be repeated.
- They should be aimed at improving a specific indicator,
- The effect of the competition must be evaluated.
Types of competitions
- short-term
- medium-term
- long-term.
Medium and long term are usually aimed at improving common system sales, general indicators. Short-term - to improve some specific indicators.
Contest examples
Depending on the goals of motivating employees, competitions are aimed at obtaining different results.
1. To pull up the results at the end of the month (competition short-term week)
The bottom line: whoever completes the plan in the last week, he receives a certain material prize, or an intangible one (going bowling, for example). It is better to make it collective for the entire department.
2. To balance the results at the beginning of the month (50% of the plan and a super prize). It can be done continuously.
The bottom line: 80% of sales departments have a situation where the department swings for half a month, then begins to resolve issues in order to fulfill the plan. It is necessary to create a competitive motivation for employees at the beginning of the month: those who complete 50% of the plan at the beginning of the month should be awarded a prize.
3. For additional focus on intermediate indicators, work with zigzags (conversion/meetings).
Essence: used to raise some indicator. For example, you need to focus on a meeting. You say that the one who makes the XX% conversion rate will receive a certain prize.
4. For collective responsibility (team game for the week), it is aimed at team building.
The bottom line: to motivate employees to help each other in customer service. Prevent customer theft. The prize is assigned if the manager sold something to the changer's client, replacing him.
5. For hunter managers
Meaning: The prize is given to the sales manager who visited the most potential clients for a certain period (month, quarter).
Prize options:
- Tablet for personal use
- A trip to the exhibition according to the profile at the expense of the company with travel expenses,
- A trip to the supplier (for the promotion of a new product - who will be the first to sell a new product),
- Additional paid day off.
6. Extended competition
The bottom line: you give the employee a prize that can be constantly improved through additional details. For example, for the first month of an overfulfilled plan, you give an employee a smartphone. Next month - a headset for him, then - something else. Those. you create motivation for the employee to work even better, while the binding also goes to the prize, which he is already satisfied with.
7. For managers-farmers who work with regular customers.
The bottom line: it creates motivation to first learn, and then increase the share in the client. For example, who will sell more new products to old customers. Prize can be anything. Until going to a restaurant and so on.
Our experience confirms that it's not about prizes at all! Even such simple things as medals, certificates, photos on the board create a good motivation for employees to achieve their goals better and faster. Introduce contests into your business and you'll be surprised how it will increase your revenue.
Employee motivation: components
The employee motivation system should be based on the principle constituent parts. Only a fixed salary should be permanent - not a very large amount, which should be enough to rent a living room in an apartment with a neighbor or hostess and the simplest food. Everything else the manager must earn, fulfilled the plan.
The soft salary directly depends on the achievement of performance indicators, for example, the number and quality of calls made, meetings, management, etc.
Bonuses are paid for the fulfillment of the sales plan. And here it is important to observe the principle of large thresholds. That is, those who underfulfilled, fulfilled and overfulfilled the plan should have a significant difference in the calculation of bonuses. For example, less than 80% of the plan - was left without bonuses, 80-100% - ½ salary, more than 100% - full salary.
Among the basic principles of motivation, it is also necessary to designate transparency, the Darwin principle and the principle of 3 times more.
The question of how to increase the dedication of an employee without additional costs is always faced by the manager. In addition, in a crisis situation, non-material methods are able, to a certain extent, to compensate employees for material losses (reduction in income). Each company creates its own program of non-material motivation (based on the characteristics of the business, strategic goals and existing corporate culture), but the effectiveness of the program will be higher if the design takes into account the five rules.
1. The motivational program should solve the tactical tasks of the business while focusing on the company's strategy. The incentives used should be aimed at solving the most important problems. this moment tasks. For example, when we created a branch network, the task was to form a team that can work in a single conceptual field, according to the standards adopted in central office. We have developed a training program that includes training on team building and effective communications. And when we solved the problem of an innovative leap, a special program was developed to create a bank innovative ideas, which provides for appropriate competitions and incentives.
2. Non-material motivation should cover all categories of employees. Typically, the emphasis is on manufacturing and commercial units that make a profit. However, for accountants, secretaries and other back office employees, non-monetary incentives should also be provided. These may not be special motivational programs, as for sales professionals, but simply recognition of the results of work, praise, etc.
AT small company When the manager knows each employee, it is quite easy to light a fire in the eyes of an employee. The task becomes more difficult when it comes to big firm. In such a company, in order for employees to feel enthusiastic, it is necessary to maintain an individual approach to the needs of each. This task falls to line managers who manage small departments of seven to ten people. They communicate closely with people and therefore know well what2 can stimulate each and how to help satisfy the subordinate's needs for respect and self-expression. That is why our company encourages line managers who involve subordinates in decision-making, work in project teams, and are included in the Personnel Reserve program.
3. Motivation should take into account the stage of development of the company. In a small family company, the main motivator is enthusiasm. Everyone is already working with their sleeves rolled up, so a simple congratulation, praise from the manager, an informal competition organized by him for the best employee will be great incentives. At the next stage of development, when there are more employees and part of the processes is formalized, motivational programs should also be focused on recognition of merits, but when developing programs, it is also necessary to provide for the possibility of collective recognition of the employee’s success (organize competitions, present winners, congratulate managers nominated from the number of company employees). To do this, you can use the internal informational resources, such as corporate printed editions, intranet.
4. Reasonable choice of motivators. We think that what motivates us will motivate others. However, it is not. Therefore, it is imperative to collect information about the true needs of employees. For example, for our employees production units it is important that the company compensates for the cost of food, and for employees of the sales department - that they have the opportunity to participate in the mentoring program. At the same time, the process of choosing motivators should not be highly formalized: frequent surveys cause a negative reaction among employees. A list of specific needs, problems, and ideas can be compiled by listening to department heads in regular meetings, in the process of solving production problems, and simply during daily communication.
5. The effect of novelty. Rewards should not be allowed to become commonplace in a company, because there is nothing worse than the same motivational program repeated year after year. For example, every six months it is worth coming up with a new reward for the best worker selected based on the results of each month.
Ways of non-material motivation
You can come up with an infinite number of incentives that are suitable for different teams, departments and employees (see More ways to inspire employees). I will describe the operating in our company.
Motivating meetings
Reporting meetings of branch directors are held quarterly at the central office. Their main goal is to analyze the activities of the previous quarter and approve new quarterly tasks. But also during meetings, we award directors with certificates for the implementation targeted programs, victory in quarterly competitions, and the branch recognized as the best - with a challenge blue banner with the company's logo. In addition, during the meetings, training is provided - both with the involvement of external providers, and by our employees (commercial directors, technologists). And, of course, a regional meeting is a well-organized leisure (for example, excursions).
Contests and competitions
We hold competitions both within departments and among specialists in different areas, as well as between branches. These competitions are designed primarily for sales managers. For example, we recently held a competition between managers in terms of sales of flavor additives. Such competitions involve employees of all commercial divisions, results and a photo of the best employee (or director of the best division), wherever he is - in Irkutsk or Nizhny Novgorod, in the current mode is visible to all employees of the company. At the end of the competition, the unit can be awarded a bowling trip, a trip to a boarding house, or just a big corporate cake. We also carry out creative contests among our employees and their families.
Congratulations on significant dates
It has become a good tradition in our company that the manager personally congratulates each employee on his birthday and celebrates his work achievements in the presence of colleagues. The atmosphere is both festive and emotional. From remote units, congratulations come via e-mail, because all employees see the photo of the birthday boy on the corporate portal. AT corporate newspaper"Bulletin" has a section in which congratulations from employees on marriage and the birth of a child are published; it is never empty, and sometimes occupies almost the entire last page of the A3 format.
Service discounts
The company cooperates with many suppliers and service providers (they are our clients and partners). Not so long ago, we began to negotiate discounts that they can provide to our employees. For example, a partner Insurance Company– gives our employees a 20% discount when applying for policies. FROM travel company managed to negotiate discounts on tours. At the same time, our company does not incur additional costs, and partners who provide discounts receive good volumes of orders.
Informing about achievements
Rewarding an employee for the results achieved, establishing feedback with employees - all this is important to do in a timely and open manner. Our company has several information sources (intranet, printed publications Vestnik and Bulletin of Success) in which we publish information about achievements. For example, if we write about the results of a division, we first of all talk about the people who have achieved these results. If we inform about an exhibition, we will definitely name its participants.
Incentive trips
The company actively participates in exhibitions, most of which are held in Moscow and St. Petersburg, as well as in major cities Russia and CIS countries. We delegate the best employees from the regions to work at these exhibitions, giving them the opportunity to be the face of the company.
Peer ratings
A person can be motivated not only by the assessment (praise) of the immediate supervisor, but also by the assessments of other employees of the company. In Vestnik we publish a word of thanks from an employee to a colleague. This is not necessarily a long text: sometimes it is a simple thank you for the cleanliness in the company, for quick organization business trips, etc.
Help with family matters
We try to provide targeted assistance if, for example, one of the employees tries to arrange a child in Kindergarten or a particular school. Line managers help to keep abreast of everyday issues that are important for employees.
Valentina Iskandarova
Candidate chemical sciences, Deputy General Director by staff.
Commercial and industrial group "Soyuzsnab"
What else can motivate employees?
1. Greet employees as you pass by and call them by their first names (learn the names if you haven't done so already).
2. Write "Thank you", "Well done" or something similar on a piece of paper and leave a note on his desk.
3. Reward employees with an extra day or half a day off by letting them leave early.
4. In the corridor, hallway or dining room, hang graphs with the results of the company's activities for each product, project, and update the data weekly or monthly so that the dynamics are visible.
5. Find a person who knows how to juggle and ask him to teach all the employees. After a stressful telephone conversation or completing a difficult task, juggling balls helps relieve stress.
6. Bring something delicious once a week or once a month for all employees: cake, bagels, pizza, apples, candies, nuts or popcorn.
7. Above each machine in production, hang signs with the name and position of the worker. People like to see their names and feel indispensable.
8. Make sure you have the opportunity to listen to employees, not just inform them.
9. Develop a reward specifically for those employees whose activities are usually overlooked.
10. Once a week or a month, arrange meetings with several employees with whom you usually do not have the opportunity to communicate. Answer their questions, ask about problems.
11. Tell all employees about some fairly important issue and ask them to suggest solutions.
Based on Bob Nelson's books 1001 Ways to Motivate an Employee and 1001 Ways to Reward an Employee (both by M. [et al.]: Williams, 2007)
THEN. Serous
The magazine spoke in detail about the introduction of the system "Ordering" in the Group of Companies "Status" (Tyumen) 1 . However, it was not possible, of course, to cover this multifaceted and extensive experience in an exhaustive way. The proposed article is an attempt to fill a gap regarding such an important and urgent problem as the involvement of personnel in the implementation of improvements, in particular, through competitions held in the process of deploying the "Ordering" system.
During the three years of implementation of the system at the enterprises of the Status Group of Companies (hereinafter referred to as the State Corporation "Status"), eight corporate competitions (between the enterprises of the State Corporation) and more than 40 internal competitions directly at the enterprises were held. Why and how were they organized, and what did it give the Group of Companies as a whole, individual enterprises and each employee?
First of all, it should be noted that the competitions differed from each other in their purpose: when they were held, various purposes that determined the frequency and forms of organization of competitions.
1. Summing up the interim results of the work on the deployment of the "Ordering" system as a whole and on individual aspects. Corporate contests for the best results in the implementation of the system, which were a fairly large-scale event, were held at the first stages 2 once every six months, then annually.
Similar internal competitions at the enterprises of the State Corporation "Status" are held on average once a quarter.
In addition, creative competitions are held: for the best symbolism of the "Ordering" system, for the best solution of the working group - once a year for the Civil Code, as well as for the best solution of complex technical problems - as needed - within the enterprises of the Civil Code.
When summing up, it is important to correctly identify nominations in which working groups similar in terms of production focus can be evaluated, as well as determine the criteria for evaluating nominees, taking into account the stages of implementation of the "Ordering" system. Thus, the enterprises of the State Corporation "Status", which have begun to implement the system in different time(two enterprises - from February, the rest - from November 2003), at first they were evaluated differently: competitions between "pioneers" and "newcomers" were held separately. Then, when the enterprises of the "second wave" achieved significant results, comparable to the results of the two plants that started work on "Ordering" first, it was decided to combine the tenders. This made it possible to increase the efficiency of the exchange of experience between all enterprises of the Group of Companies (since certain competitions created some barriers), as well as create an additional incentive for both the enterprises of the "second wave" and the "masters of the "Ordering", since they needed to prove themselves in a worthy level, meet the expectations of other enterprises.
2. Assessment of the prospects for the organizational development of the company(in particular, determining the degree of readiness for the transition to the next level). For example, based on the results of a corporate competition in October 2005 and based on experience in preparatory stage implementation of a more complex system - TPM (general productive services) 3 - it was decided to postpone the start of a large-scale deployment of this project.
3. Analysis of errors and determination of further directions of work on the implementation of the system in order to promote a more intensive exchange of experience and the development of methodologically successful moments in the implementation of the implementation of the system in enterprises.
Orders on the results of tenders, as a rule, contain a list of activities that need to be carried out when introducing the "Ordering" system in the GC "Status" at the next stage. Among the main decisions taken following the results of the competitions and subsequently implemented, the following can be distinguished:
introduction to the practice of curating working groups;
revision of the composition of the Councils according to the "Ordering" system at some enterprises;
distribution of responsibility between members of the Councils (in the form of a matrix of responsibility or regulations on the Council);
introduction to the practice of cross-excursions of working groups of various GK enterprises;
the beginning of the circle on the "Ordering" system (the circle unites members of the Councils of all enterprises of the State Committee and was created to jointly develop decisions related to the implementation of the "Ordering" system);
introduction to the practice of self-assessment of enterprises and working groups according to the "Ordering" system;
creation of the Catalog of NOVIKs (effective solutions found by the working groups during the implementation of the "Ordering" system) and conducting training on the Catalog;
creation of the Catalog on labor protection;
introduction into practice of thematic inspections according to the "Ordering" system: on labor protection, the condition of amenity premises, inspection of cleaning equipment, etc.;
development of an introductory booklet on the "Organization" system for new employees;
continuous improvement of competition criteria;
development of regulations on competitions and inspections according to the "Ordering" system in accordance with the decisions developed at the "Ordering" circle;
improvement of documentation forms for the "Ordering" system (work plans, self-assessment sheets, evaluation sheets for inspections);
improvement of visual materials on the "Ordering" system (information for stands and methodological leaflets on the "Ordering" system);
carrying out activities to obtain feedback from working groups;
coordination by the Council for the "Ordering" of the applications of working groups for subsequent execution by the services of functional, technical and logistics support.
4. Training and exchange of experience: during corporate competitions, members of the Councils of enterprises lagging behind in the implementation of the system accompany the competition commission during its stay at the leading enterprises in order to use their experience.
5. Increasing the motivation of employees and the level of their involvement in the implementation of the "Ordering" system.
This is facilitated by:
friendly atmosphere of the competition;
awarding the winners in a solemn atmosphere, in the presence of the company's management and representatives of the Councils and working groups of all enterprises of the Group of Companies;
consecration of events and results of the competition in corporate publications and on the company's website;
organization of excursions to the winning working groups;
dissemination of ideas found by the winners of the competition at the enterprises of the Group of Companies.
Types of competitions according to the "Ordering" system, held in the GC "Status", nominations and applied evaluation criteria are presented in the table.
Criteria for evaluating working groups in the corporate competition for the best implementation of the "Organization" system for the period 2003-2005. have been revised several times and the following criteria are currently used.
1. Practical results of the working group, its progress since the previous competition and following the results of inspections. The progress in the implementation steps of the "Streamlining" system is taken into account, as well as the activities implemented over the past period as part of the implementation of the "Streamlining" program.
2. Quality of plan development working group . The content of the work plans, the specificity of the activities, the breakdown of the plan into logical blocks, the relationship of the plans with the steps of the system on which the working group is located, the distribution of responsibility for the activities, the degree of participation of all members of the working group, the specificity of the timing of the work are assessed.
3. Implementation of plans by the working group. The timeliness of the work, the presence of postponements of the work, as well as the fact of the implementation of measures based on the results of the inspection of the territory of the working group are assessed.
4. The level of involvement of members of the working group in the implementation of the system. Evaluated based on the results of a conversation with members of the working group and an analysis of the degree of participation in the implemented activities. At high degree involvement of employees, leaders of working groups in a conversation with members of the commission should not dominate. All members of the working group should take part in the conversation, talk about how they understand the system, what each of them did as part of the work on the "Ordering" system. And the leaders of the groups - only to supplement their story, giving each member of the working group an opportunity to speak out, to express their attitude to the work done and the system as a whole.
5. Use of self-assessment in the working group. The fact that the working group is conducting a self-assessment indicates a certain degree of "maturity" of this working group, that it has achieved serious results in terms of discipline and self-control. Evaluated use step by step self-assessment(on evaluation forms for the step, the activities of which are performed by the working group), thematic self-assessment(based on self-assessment sheets developed by the working group in order to overcome existing difficulties), and pre-competitive self-assessment- according to the evaluation sheet of the competition in the relevant nomination.
The advantage of these criteria is that they are applicable for evaluating working groups of both office and production / auxiliary departments, and for all steps of the "Ordering" system, and allow you to unite in a general competition various working groups at different stages of work on the "Ordering" system . In addition, they allow you to accumulate statistics on progress in the "Ordering" system and analyze individual aspects of work.
When evaluating the work of the Councils on the implementation of the "Ordering" system the following criteria are used.
1. Coherence in the work of the Council. The regularity and stability of the work of the Council in all necessary areas (training of working groups, inspections, activities to involve and agitate, etc.), the share of participation of each of the members of the Council in the implementation of the plans, the distribution of responsibilities between members of the Council, the organization of teamwork in Council.
2. The quality of planning the work of the Council. As in the analysis of the plans of the working groups, the quality of the work planning in the Council is assessed.
3. Introduction to the practice of self-assessment in the enterprise. Assesses how actively self-assessment is used in the work groups of the enterprise as a whole, as well as
4. Visibility of displaying the results of activities in the "Ordering" system in dynamics. The condition of the stands and folders of the working groups, the visibility of the presentation of the results of competitions, inspections, and the display of the results in dynamics are assessed.
5. Implementation of the decisions of the Council and the progress of the enterprise as a whole. The implementation of the measures outlined by the Council is assessed, as well as the degree of mastering the "Ordering" system at the enterprise as a whole over the past period.
6. The level of work of the Council with the working groups. The regularity and quality of conducting educational and explanatory, involving events, inspections, receiving feedback from working groups is assessed.
7. Rating of the enterprise based on the results of thematic inspections and participation in the work of the circle on "Ordering". According to the results of monthly thematic inspections on the Civil Code and the results of the work of the representatives of the Councils at the circle on "Ordering", ratings are awarded to enterprises. The total rating for the past period significantly affects the assessment at the end of the competition. Thus, the stability of work on the "Ordering" system is ensured, in contrast to the "pre-competition fever", which was observed before such a decision was made.
Competitions within enterprises, creative and individual competitions are evaluated on the basis of those criteria that are specially developed before each competition and are discussed at the circle according to the "Ordering" system.
The prize fund of the GK competition and the amount of rewards for winning in each nomination are determined on the circle according to the "Ordering" system and, along with the rules for holding competitions, are approved in the Regulations on contests and inspections according to the "Ordering" system. Contributions to this fund are made in the same amount by all GK enterprises. Prize funds of other competitions are determined separately, these expenses are planned by the Councils for the implementation of the "Ordering" system within the framework of the budgeting system in force at the enterprises of the State Committee.
As prizes for winning competitions, both cash prizes and valuable gifts, commemorative symbols (transient and permanent), diplomas and certificates can be issued. An interesting fact is that about 50% of employees (according to the results of surveys conducted by the Councils of Enterprises of the Group of Companies) want to know what the valuable prize will be for the winner (it is better if a photo of the prize is posted on the company’s stand), and this increases their incentive to participate in the competition, and the rest prefer "surprise", i.e., learn about the prize at the end of the competition. In terms of decisions on how to spend cash prizes, about 90% of work groups use these funds to purchase something for public use (for example, a kettle, microwave oven, Christmas tree, stationery, etc.), or celebrate a victory a collective trip to the theater, cafes, bowling, etc., and only 10% prefer to divide the money among themselves and spend it at their own discretion.
The annual organization of the Week of "Ordering" in the GC is also a significant incentive for the working groups. Another corporate competition ends forum"Open Space - Streamlining", where the solemn summing up and awarding of the winners takes place 4 .
At the end of the forum, surveys of participants are conducted. All respondents note the usefulness of this event, its value for the exchange of experience and the development of new ideas.
In addition, it was noted that the form of the event was well chosen: the playful tone allowed the employees to “free themselves up”.
The main conclusions on the results of the competitions, which were made in the "Status" group of companies, are as follows.
Since the results of the competition have a serious impact on the motivation of employees when implementing the "Ordering" system, it is necessary to achieve maximum objectivity of assessments. Constantly improve the evaluation criteria, following the results of the competitions, give the most detailed comments, remarks and recommendations of the competition commission. With regard to the appointment of the competition commission, in order to achieve maximum objectivity, the nominees of corporate competitions are evaluated only by representatives of the management company.
If an enterprise manages to create a cohesive team (Council for the implementation of the "Ordering" system and curators of working groups), in which everyone does what he does best, such an enterprise manages to make significant progress in mastering the "Ordering" system in a relatively short time. . At the same time, the accumulated base makes it possible to maintain continuity in work, even if there is a radical change in the composition of the Council (in connection with the start of the implementation of the TRM concept).
The enterprises that started implementing the "Ordering" system later than "VZKSM" CJSC and "Leader" CJSC managed not only to catch up with them, but also to get ahead of them in some aspects, since they had the opportunity to use the achievements of their "pioneer" colleagues.
The production specifics of the enterprise is reflected in the work on the implementation of the "Ordering" system, which, in our opinion, is a sign of the involvement of employees. So, for example, workers representing the security agency "Association of Security", in the implementation of step 4, developed rules similar to this army charter (accuracy of wording, detail).
If the proposals of the working groups as part of the implementation of the "Streamlining" system are accepted and recognized, then the number of employees participating in innovations increases, and their ideas receive further development. Thus, the solutions published in the first volume of the NOVIK Catalog were improved by other working groups by the time the second volume was published. In addition, working groups manage to find solutions that exceed the traditional level in terms of depth of study (for example, based on the principle of color coding with the rational placement of objects in one of the office working groups, the principle of double color coding was implemented).
If the indicators for the implementation of the "Ordering" system significantly decrease at the enterprise, then the reason is most often a decrease in the effectiveness of interaction with working groups and the formalization of the work of the Council: in this case, the Council needs to pay more attention to activities to involve personnel in the implementation of the system, meetings with working groups, their training and exchange of experience.
The experience of holding competitions turned out to be very useful for Status Group, and we intend to develop it. We encourage our colleagues from other enterprises to share their experience in organizing events to involve employees in innovation.
On the implementation of the "Ordering" system at the enterprises of the "Status" Group, see: Deryabin P.M. Why is it necessary to introduce the "Ordering" system // MMK. - 2004. - No. 2; Deryabin P.M., Govorukhin D.V. Small groups in the "Ordering" system // MMK. - 2004. - No. 2; Medvedev S.V., Serous T.O. "Ordering": "Open space" // MMK. - 2005. - No. 1, 2; Pshennikov V.V. "Ordering": Day open doors// MMK. - 2005. - No. 7; Melnikova E.V. "Our Experience to Everyone and Everyone" // MMK. - 2005. - No. 9.
The implementation of the "Ordering" system in the State Corporation "Status" is carried out according to the 12-step procedure described in the book by Ratimeshin V.E., Kupriyanova T.M. "Organization. The way to create a quality workplace." Practical guide / Under the general. ed. Dr. tech. Sciences V.N. Shlykov. - M.: RIA "Standards and quality", 2004.
In our publications, TPM (Total Productive Maintenance) is translated as "productive maintenance of equipment with the participation of all personnel" - Approx. ed.
Medvedev S.V., Serous T.O. "Ordering": "Open space" // MMK. - 2005. - No. 1, 2.
Internal competitions are an excellent tool for solving many personnel and professional tasks. With their help, you can stimulate employees to achieve the best results, develop the competencies necessary for the company and broadcast corporate values. In this article, we will describe in detail the main types of internal competitions, talk about the purposes of their conduct and methods of organization.
So, depending on the objectives of the internal competitions can be divided into several types and be motivational, targeted and corporate. Let's take a closer look at each of them.
Motivational contests
This type of competition is based on one of the basic psychological needs of a person - to receive recognition of their merits from others. Competitions for the title of "Best in Profession" encourage staff to achieve higher performance in their labor activity, which in the future directly affect the growth of the organization's profit and are expressed in specific figures. The most popular are such events in the field of trade, where the title of "Best Employee" is awarded to employees who have achieved specific financial indicators in individual plan sales.
However, it is important to note that motivational competitions should be held at a certain stage of the company's development, when it has already experienced a period of its rapid growth and has reached some stability. By the time motivational competitions are held, internal communications should be established in the company and a favorable corporate culture should be formed. Otherwise, the elements of competition that are present in such competitions can lead to conflicts and unhealthy competition between employees, which will ultimately reduce the effectiveness of their work.
Target contests
Competitions of this type are held in order to solve specific problems or urgent problems facing the company. Target competitions are innovative, personnel, informational and disciplinary.
innovative competitions encourage employees to generate new ideas or look for innovative approaches to solving complex problems. With their help, the company's management identifies innovators and enterprising employees, the realization of whose potential can be of great benefit to the company in the future. Innovation competitions provide an excellent opportunity for talented people to express themselves, especially if, due to some circumstances, they are forced to be “in the shadows”.
Personnel contests , As a rule, they are carried out by the HR service in order to select candidates for newly opened vacancies in the company. Sometimes they are organized to form a personnel reserve. The approximate scheme of personnel competitions is as follows:
- Need to define requirements for vacant position and develop Regulations on the competition (if it is held for the first time).
- Approximately one month before the start of the competition, HR employees must inform the staff about a new vacancy and notify employees about the conditions of the competition. Depending on the requirements for candidates, information about the vacancy is sent either to all employees or target groups, which may include people only of a certain profession, working in a specific department, etc.
- All interested candidates who meet the established requirements apply to the HR service with an application for participation. Employees personnel service analyze the received data and select people who will be allowed to participate in the competition.
- Personnel competitions can be held in several stages: the implementation of a practical task, its defense before a specially created commission and a final interview.
Competitive procedures can be simplified or complicated depending on the level of the vacant position. But their main task remains to prove that the candidate with the best results will successfully cope with the work in a new position.
Companies that have established a mechanism for personnel competitions significantly reduce the cost of recruiting personnel and increase the motivation of employees striving for career growth.
Informational contests are used when all staff need to be informed about changes taking place in the organization. With their help, you can draw the attention of employees to an important event. Does the corporate portal open, is a new one launched? trademark whether the system of assessment or motivation is changing - in the development of such innovations, the help and participation of employees is extremely important. Information competitions help to involve more people in the process of change, they enable employees to feel their importance and ownership of what is happening, as a result of which organizational changes are perceived more calmly and are more constructive.
Disciplinary competitions are designed to change undesirable patterns of employee behavior and eliminate minor violations in work. Regular lateness of employees, too frequent "smoke breaks", a markedly increased number of "sick leaves", premature departure from work, neglect of functional duties - such violations contribute to the creation of a non-working atmosphere and reduce the overall level of productivity. As practice has shown, internal competitions are much more effective than penalties in terms of improving discipline.
Corporate contests
Events of this type are held to develop and strengthen the corporate culture, they enliven the working atmosphere and promote cohesion labor collective. With proper organization and creativity such competitions become a great alternative to expensive team building trainings, which are often ordered by company executives for their employees. In addition, unlike one-time “purchased” trainings, corporate competitions form a tradition in the company of holding joint events that create a friendly atmosphere in the team and strengthen relationships between people.
Corporate competitions can be team or thematic.
Command competitions are based on group competition; they can be timed to coincide with some significant event in the life of the organization or carried out “on an occasional basis” (the best bowling team, the winning team in a volleyball / football match, etc.). Participation in the same team of people of different ages, having different positions and ranks, gives such competitions a special originality and significance. The informal atmosphere present at such events perfectly raises team spirit, promotes team building, energizes employees much more than the usual feast, the end of which is not always predictable.
Thematic contests, as a rule, are timed to coincide with certain holidays or events. The reason for holding such events can be a professional holiday, the day of the foundation of the company, traditional holidays - New Year, March 8, Navruz, etc.
Some HR managers are very creative in organizing holiday events. So that the celebration does not come down to a traditional feast, they try to create a bright, memorable holiday, involving all employees. People make it "with their own hands" - they write scripts, prepare poems and songs, come up with prizes, make jewelry. The light friendly atmosphere that arises both during the preparation and during thematic competitions contributes to the disclosure of employees, sometimes from the most unexpected side. The whole team is charged with positive, and working days literally “come to life”.
Organization of internal competitions
The process of organizing competitions includes several key points. Before the start of their holding, it is necessary to develop evaluation criteria, designate participants, determine nominations, think over the awarding procedure and select awards.
1. Evaluation criteria. The determining factors in their development are the clarity of wording and accessibility for understanding. Evaluation criteria must be communicated to all participants before the start of the competition. In the process of its implementation, the criteria should not change, and the conditions for participation in the competition should remain equal and transparent for all employees.
2. Participants of competitions. After determining the goals of the competition and its format, outline the circle of possible participants. So, for example, it is recommended to hold a competition for the title of "Best Employee" among employees with the same functional responsibilities. It is also desirable that employees of all divisions of the company be involved in various competitions - this will give each employee an opportunity to receive recognition of their merits.
3. Nominations. The number of nominations and their name should be chosen taking into account the objectives of the competition, the total number of employees and the available budget. If the goal is to develop and consolidate specific skills among employees, focus on them by choosing the appropriate nominations.
4. Award procedure. Public praise has a significant impact on the future behavior of a person, and recognition by the manager of the merits and successes of an employee increases the value of the victory and enhances the motivational effect.
The award ceremony following the results of the competition can be held both in an official and informal setting. Usually, honoring the winners and summing up the results of the competition is timed to coincide with some holiday and is included in the script for its holding. The announcement of the names of the winners can be entrusted to one of the employees or a guest presenter. But the awarding process, especially for outstanding professional merit, should be left to management. This will emphasize the importance of the moment and consolidate the success of the winner in the eyes of colleagues.
Awards. The choice of gifts for the winners must be very careful, regardless of their positions. It is desirable that prizes for different nominations do not differ too much from each other in value. When determining the prize fund, it is important to take into account the merit of the recipients. The budget allocated for the award should be adequate to their contribution to the development of the company.
In conclusion, I would like to note that the organization of internal competitions should be treated with great seriousness and responsibility. Only with a clearly defined goal, careful preparation for the implementation and observance business ethics these activities will lead to positive changes in the company and will be a truly effective and useful means of increasing staff motivation.
Compliance of the type of competition with the objectives of its conduct
| Competition type | View | Target |
| Motivational | "Best in the profession" | Encourage people to achieve high performance at work |
| Target | Innovative | Generate new ideas, solve pressing problems |
| Informational | Draw attention to the problem, identify an initiative group | |
| personnel | The most efficient way to close a job. | |
| Create opportunities for career development employees | ||
| Disciplinary | Improve labor discipline | |
| Corporate | Command | Teambuilding |
| Thematic | Build trust in the team. | |
| Organize an interesting joint vacation |
Prepared by specialists of the UzJobs project based on materials from the Internet media
