Successful e-game city site operation can be successful not only by equipment alone, in addition to equipment, there is another important factor - talent. If your venue has talent to hold, your site management will be like fish water, but talent is not easy, leaving talent is more difficult, if you let talent side by side with you? Let's learn together

A smart organization or leader who can use the instincts of talent to motivate them may not even need to spend a cent. As the leader of the game city, just understand the inner desire of the site staff is not enough, do not think that more bonuses, more good words can mobilize the enthusiasm of employees. There are several ways to meet the needs of talent, but also to stimulate their energy and improve work efficiency.

- To paint a vision for talent.

Leaders want their subordinates to understand the full picture of their work plan and show them the results of their efforts. The more you understand your company's goals, the more your employees are more 20th. Will also be more willing to enrich themselves to meet the company's development needs. So leaders need to figure out what they're talking about and don't confuse facts with opinions. Continuously provide them with significant information about the company related to their work.

- Empowering talent.

Granting is not only an appointment of an official, but also a genuine right. Make the authorized person feel that he or she is "picking the girder" and have a complete responsibility. One way is to let all relevant persons know the rights and responsibilities of the authorized person;

Give good evaluation to talent.

Some employees complain that leaders only notice their presence when they make mistakes. As a leader, it's best to publicly praise and give back to your employees, and negative criticism can be raised privately.

Listen to talent and complain.

Don't interrupt your subordinates' reports, don't rush to conclusions. Don't give advice casually so as not to get ceded to "blind command". The leader's role is to assist the employee in identifying the problem.

- Reward the achievements of talents.

Recognizing the efforts and achievements of subordinates can not only improve work efficiency and morale, but also effectively build their confidence.

- Provide the necessary training.

Support employees to participate in vocational training, such as attending classes, or company-paid seminars. Education and training can help reduce shamelessness, reduce stress at work, and increase the creativity of employees.

Note:

Changing a person takes too much time and effort, and motivating a person may take only one sentence. If an organization does not effectively motivate employees, there may be several of the following factors:

1. The organization is full of political tricks, fighting with the heart;

2. Interpersonal relationships are too complicated to know who and who;

3. The organization has no clear expectation of the performance of talents;

4. Set up too many unnecessary systems for talent to follow, rarely reward, but there is always a way to punish talent;

5. Let talents participate in many procrastinating meetings;

6. Excessive internal competition among talents and unfair evaluation criteria;

7. Did not provide the necessary support for the talents to complete the work;

8. Provide critical, rather than constructive, feedback;

9. Tolerating the existence of poor performance, so that good performance of employees feel unfair;

10. Inadequate attention has been paid to erring talents.

Take advantage of employees' intrinsic desires to achieve maximum motivation and productivity. Instead of trying to change talent one by one, try to change your organization and reduce the negative factors that discourage motivation.

Incentive is a double-edged sword, not used well, the effect will be counterproductive. Every person wants others to think of themselves as "self-respecting", "valued" and "self-fulfilling". Therefore, the focus of motivating contemporary talent should be on "affirmation", as Harvard professor Conte put it: "Salary is a right, only affirmation is a gift." "Negative incentives (e.g. criticism, harsh punishments, etc.) are used as little as possible.

From a focus on form to an emphasis on results

For leaders to maximize incentives, they need to master the keys of immediateness, clarity and tailor-made, and give employees a sense of mission and full autonomy in order to meet the needs of different contributors under the principle of fairness.

You're anxious about achieving this year's annual target, but looking at the site's staff always seems demoralized and employee turnover has not been reduced. Look at their own company: there is a vision, strategy is clear, the investment in hardware and software equipment is never stingy, what is the problem?

For many supervisors, such doubts often come to mind. Excluding factors, let's first look at whether the supervisor's incentive style needs to be improved. In general, there are five basic types of ways to reward employees:

1, the company's express provisions of the material reward.

2, the boss's flexibility to give the material reward.

3, give positive feedback to employees.

4, public recognition of the performance of employees.

5, private recognition of the performance of employees.

Bronstein, a management writer, has pointed out that for the best results to be achieved, no matter which incentive the supervisor takes, these practices must meet the following criteria:

- Instant.

Don't wait for the year-end bonus to be paid before you plan to reward your employees. The longer the wait, the more likely the reward effect is to be discounted. In particular, Nielsen stresses the need to praise employees in line with the "instant" principle: managers should, as far as possible, write a note at the end of each day to praise well-behaved employees, or look at employees through walk-around management;

- Be clear.

Fuzzy compliments such as "You did a good job!" "It means less to the employee, and the supervisor should make it clear which jobs the employee is doing well and where they are doing well." Let them know that the company wants it to repeat good performance.

- Let employees know all about it.

Supervisors must make it clear to all employees in advance what rewards will be offered. What are the criteria for evaluation? For example, don't tell employees, "If the company does a good job this year, you'll get a bonus." Explain what "doing well", how much of the company's operating income will be paid to employees, and when employees will receive bonuses. Clearly set the rules of the game, more encouraging employees to work with goals and steps.

- Tailored for the needs of individual employees.

The rewards offered by the company must be meaningful to the employee, otherwise they will not be effective. Each employee can be motivated in a different way, and companies should emulate the buffet to offer multiple rewards for employees to choose from. For example, for working women with older mothers and children, the reward of working from home for a day is more attractive than a big pay rise.

- In line with the company's usual practice.

A gentleman who is usually bad for his wife has little effect on sending flowers to his wife on Valentine's Day. Similarly, usually bad for employees of the company, the end of the bonus will not let employees suddenly make a big difference to the company.

Inspired by the "back-of-the-horse gun" to the "proactive" incentive

General incentives are rewarded by the company after the employee has performed well. In fact, companies can take a step forward:

- Set clear goals and an equitable assessment system.

According to People Management magazine, the goals that motivate employees most must be both challenging (playing against others, setting standards, etc.) and achieving, with deadlines. In addition, the company must establish incentives that employees consider fair, including performance appraisals and reward and punishment standards. It is important to note that some companies are fair enough to think that the rewards are consistent with all employees. In fact, there should be different rewards for employees who contribute differently.

- Give a sense of mission to work.

Letting employees know about their work contributions can also meddly meddly engage employees in the most common jobs. For example, when a cleaner thinks his job is to "save an increasingly polluted environment", his morale improves a lot. Lacking this sense of mission, even a higher salary may be just another busy job.

- Give employees autonomy.

Research has shown that even if you just give employees the power to adjust the lighting and darkness of the venue, this small power gives them more motivation to work.

- Meet the needs of employees.

In addition to providing employees with basic work resources, it is necessary to further meet the private needs of employees, so that employees at work, without the need to worry about the daily production of trivia.

- Provide positive feedback.

Some supervisors like to praise and criticize in private, but on the contrary, only private criticism and public praise can motivate employees. For underperforming employees, sometimes what supervisors have to do is help them build confidence, give them smaller, easier tasks, give them a taste of success, and give them positive feedback. They are then given more important tasks to gradually lead to good performance.

- Recognize everyone's contributions.

Gregory Smith, a business management consultant, points out in CEO Refesher magazine that every employee's small performance, if recognized, can be motivating. Patting employees on the shoulders and writing a short thank-you note, this kind of informal little recognition, than the company's annual grand model staff praise conference, the effect may be better. In addition to being from a supervisor, recognition from colleagues is also important, so the United Services Automobile Association provides free stationery such as notes and paper for employees to write thank-you letters, encouraging employees to say thank you to colleagues when they receive assistance, so that the office is more motivated.

An effective way to manage people

01. De-regulation

The division of powers is the transfer of responsibility, a superior is not all decision-making themselves, but the determined work entrusted to his superiors, so that they have a certain degree of judgment and independent handling of the scope of the work, but also bear part of the responsibility. Improve the willingness and productivity of your children. Because the responsibility to participate increases motivation. Superiors can be freed from specific work and can be more involved in their own leadership.

02. Walk management

Walking management means: (especially) the top leader doesn't bury his head in the office and lets his subordinates see him as often as possible - just like "walking" around the business. Business leaders learn first-hand (directly from employees) what troubles employees have and where the process of the enterprise is stuck. Moreover, the boss personally inspects the work and listens to each employee's words is also an incentive for the employee.

03. Results management

The superior put the results to be obtained at the center of the management work. It's very similar to goal management. The goal given in goal management. Like goal management, more willingness to work and responsibility for participation. However, it is not necessary to evaluate a subordinate when the results are controlled, but can be a department or a position to which he belongs.

04. Target management

The superior gives a (superior) goal to be achieved by his subordinates. For example, the goal is to increase sales by 15%. Subordinates in each department should work together to determine the (subordinate) goal that should be achieved to achieve this goal - to increase product sales. Superiors regularly check sales changes. Like the management of powers and exceptions: increased willingness to work and responsibility for participation. In addition, subordinates work together to achieve goals that promote the spirit of the group.

05. Exception management

Leaders make their own decisions only in exceptional situations. For example, a subordinate has the right to decide on a price discount of less than 6%. The exception is when a customer asks for a 10% discount: it must be decided by the boss. It is also to increase the willingness of workers to work. Employees have the potential to work independently - reducing the burden on their bosses. The practical difficulty with this approach is: What is a "normal" business and what is an exception? Therefore, the scope of decision-making is often tested.

The involvement of the lower level in decision-making on some issues, particularly those relating to himself. For example, transfer to another department or outside the branch office. Workers do not feel "arrogant" when they have a common say in important issues. For example, they can recognize the significance of the transfer and trust its reasons. Doing so increases "recognition" of the company's goals.

Manage identified enterprise processes. Think of the enterprise as a large system, which operates like a current regulation system. There are many rules and instructions (e.g. on and off of machines, replacement and repair) for repetitive activities. Therefore, this method is mainly used in industrial enterprises. Organize all work processes into smooth processes. Many of the rules are designed to ensure "the operation of the entire system". A man's work is subject to technology. Leaders should be careful not to make the business too "bureaucratic".

People's ideological activities are difficult to be as clear as the fund accounts in front of managers, high managers, sometimes it is difficult to detect the basic staff's ideological movements, therefore, open communication channels are also a very important part of personnel management.