How to make reasonable employee incentives when new and old projects are alternated?

The speed at which new employees become familiar with the corporate system, master the working methods and identify with the corporate culture mainly depends on the degree of acceptance of new members by the old employees. It is recommended to adopt a "mentor" system for new employees, with an old employee leading a new employee. On the one hand, it makes new employees familiar with job responsibilities and skill requirements as soon as possible, and on the other hand, it is also an incentive for old employees.

From a psychological point of view, people have the desire and requirements to help others, and letting old employees be the "mentors" of new employees reflects the importance and respect of the company for old employees, so that old employees have a sense of satisfaction and honor psychologically.

Timely identification of problems in the work to enhance the feelings and relationships of both parties, communication and close cooperation between both parties. On the one hand, the store manager is required to be kind and instructive, so that employees can open their hearts and talk about problems and suggestions in their work and thoughts; On the other hand, employees are required to be able to speak openly and honestly, and timely and effective communication can not only solve many existing and potential problems in the work, but also stimulate employees' enthusiasm for work and form a harmonious team.

For managers; Emphasizing collective performance, focusing on career development, the most important desire for managers is career development, they are looking forward to the career development route from an ordinary clerk to a senior executive, under such a premise, they hope that they have clear job responsibilities, clear professional skill requirements, clear career development direction. For highly technical staff: emphasis on collective performance and emphasis on value recognition.

Technical employees are eager for their research and development projects to be used correctly and to be recognized.

The recognition of results is basically feedback on the effectiveness, benefits and value of the work, and also includes the evaluation of employee performance and productivity, as well as the evaluation of their successes and failures. This recognition of results makes employees feel that their contribution to performance is recognized, thereby improving employees' perception of their own value and the organizational value concept of "what you pay will be rewarded". At the same time, however, studies have shown that recognition of results in terms of salary (annual raise, allowance, performance allowance, etc.) has little impact on employee performance in the medium to long term.

As long as an employee achieves a primary goal, the employee is allowed to formally reward the employee in the other group for helping the most to achieve that goal. It's also a bonus for employees who provide support quietly but often go unpraised.

performance appraisal meetings; Celebrations that reward special achievements; Incentive allowances are awarded when performance targets are achieved; Outstanding Contribution Award. By understanding the four dimensions of employee recognition, managers can develop and implement employee recognition programs that are suitable for your organization. Recognizing your employees may be simple, but it certainly doesn't motivate.