How to motivate employees to take ownership and how to motivate employees?

Personally thank employees for their outstanding performance, one-on-one in person or in writing;

Take the time to listen to your employees;

Provide clear feedback on outstanding performance of individuals, departments and organizations;

Actively create an open, trusting and interesting work environment that encourages new ideas and initiative;

Let each employee understand the company's income and expenditure, the company's new products and market competition strategies, and discuss the role of each employee in all the company's plans;

Involve employees in decision-making, especially those that affect them;

Recognition, rewards and promotions should be based on individual performance and working environment.

Strengthen employees' sense of belonging to the work and the working environment;

Provide employees with opportunities to learn new knowledge and grow, tell employees how managers can help them achieve their personal goals under the company's goals, and establish partnerships with each employee;

Whether it is the excellent performance of the company, department or individual, a morale motivating meeting or related activities should be held.

Hello for your question under the following points:

1.How to motivate employees to be in charge, employees are like this, there is no sense of ownership, no sense of responsibility, I don't want to go to work every day, but I am very punctual when I get off work!

2.Employees are not willing to do it, but they are unwilling to do it, the fundamental reason is that there is no sense of responsibility, no execution, mentality determines the state, and the state determines the performance!

3.The above problems are very common, how to solve it: to instill the idea, what is the purpose of employees entering the company, what performance has been created for the company, and how much contribution has it made?

There is no unfruitful reward, and unfruitful remuneration is a disgrace! Positions are given according to ability, and remuneration is given according to contributions!

1.The most fundamental factor in motivation is motivation. Leaders first need to understand the inner needs of their employees: who has a stronger need for self-fulfillment? Who has the idea to lead everyone? Who needs the affirmation of the leader? Different approaches are taken for different needs.

2.Make your employees feel trusted. In-depth inspection of the workshop, private, one-on-one conversations with employees, and even a text message or a like from a circle of friends will enhance the employee's sense of trust and strengthen his enthusiasm for work.

3.Involve employees in setting their own work goals. Even if the KPI is set by the superior, even if it is reasonable, the employee will feel that he is "forced to do something". Involving employees in the formulation of KPIs is conducive to information sharing between superiors and subordinates, and employees have a stronger sense of autonomy.

4.Link the employee's work with the development of the company, so that he knows the importance of his work. Only by pushing everyone to the front line will they stop slacking off and take responsibility for their work.

5.Set goals that are slightly difficult and can be achieved with effort. The so-called "jump and reach" is this principle. There are two things to note here:1The goal can't be too difficult; 2.The goal should be specific enough to have a starting point for achieving it.

6.Enrich the work content of employees. Job rotation is a simple and practical way to motivate. Enrich the work content and encourage them not to be bored in the workplace, but to "go out" to connect with customers, and even form a connection across departments, and the incentive effect is obvious.

8.A good feedback mechanism is the premise of incentives. On the one hand, the feedback on the employee's work should be timely and comprehensive, so that he has a clear understanding of his performance; On the other hand, when assigning tasks, let employees see the difference between themselves and others.

9.A more advanced, and also more sophisticated, means of redesigning the work of each employee. For example, merging disparate processes and reintegrating fragmented tasks ......A more complete and diverse job makes it easier for people to appreciate the meaning of work.

10.Don't underestimate the motivating power of your culture and vision. Those who ignore the vision of the business never know what they have lost as a result.

11.Of course, leaders should make their subordinates' efforts proportional to their gains. But I have to admit that making people "one tendon", at any cost and regardless of the cost, for a goal is the highest state of motivation.

To motivate employees' sense of active service, the following work can be carried out:

1. Regularly organize internal and external customers to conduct satisfaction surveys and evaluations on relevant positions, and provide positive and negative incentives to employees according to the evaluation results; Companies that already carry out performance appraisals can combine satisfaction surveys and appraisals with employee appraisal cards.

2. Organize employees to carry out service awareness and communication skills training. The problems in support service positions are that employees do not have a strong sense of service, and second, employees lack communication skills and methods.

3. For employees who have done a good job in service, they will be publicly praised and encouraged, their typical deeds will be publicized, and a good corporate culture atmosphere of advocating active service will be formed within the company.

1. Innovate the management model and improve the management mechanism.

2. Formulate a humanized management system, make full use of the incentive mechanism, and develop the potential of employees.

3. Comprehensively understand the ideological dynamics of employees and fully stimulate their sense of responsibility.

Fourth, give full play to the function of "corporate culture", promote the motivation of the employee group, and improve the collective sense of honor and mission.

5. Give full play to the function of "corporate culture", promote the motivation of the employee group, and improve the collective sense of honor and mission.

One. Ownership spirit: Ownership spirit, also known as ownership consciousness, refers to a person who basically meets the qualifications of a certain position, enters the post, performs and completes all the work assigned by the post in accordance with the requirements of the post, and realizes the social value of the individual.

Two. Explanation: It turns out that almost without exception in all people, several key characteristics are exhibited:

Take the things at work as your own business, even care more about work than about family affairs, take the initiative, be active, responsible, dedicated, persistent, pursue success, and never say die. They are not greedy for fame and fortune, do not care about gains and losses, but just devote themselves to their work, go all out to complete the task, and deal with every detail of the work with the standard of "how to be better, how to be faster". This is the core of ownership.

It is not a slogan, but a faith, a noble quality.

Three. Human resources such as knowledge, experience, skills, and physical fitness will naturally decay over time (divided into absolute attenuation and relative attenuation). Therefore, knowledge, experience, skills, and physical fitness are all specific forms of human resources, which are all acquired through learning, practice and exercise.

Once obtained, one must continue to learn or apply it in practice, otherwise, it will be attenuated by the natural law of decay.

Four. There are two ways to obtain human resources in the human body: one is congenital heredity, such as intelligence and character; One is acquired, such as learning and practice.

Acquired acquisition can be achieved through school and book learning (indirectly) and through practice (directly). Knowledge can be acquired through both direct and indirect means, while experience, skills and physical abilities can only be acquired through practical participation.