Google-style motivation: salaries, bonuses and mood. Development of motivation systems. Low stress levels

The post-crisis Russian reality is forcing enterprises to develop new approaches to personnel motivation, based more on psychological rather than financial incentives to increase labor productivity. This is due to a general drop in sales, a reduction in the number of jobs, and frequent production downtime. In these conditions, in order to maintain the continuity of the work process and encourage staff not only to fulfill their duties, but also to do it at a high level, the employer needs new tools. It is designed to transform existing pay systems and not only retain staff, but also encourage them to be active and effective work in conditions of limited financial resources.

The crisis is not the only factor influencing the development of personnel management and motivational practices. Economic reality and the labor market are changing rapidly, new industries, professions, projects and technologies are emerging. The staff is required to be constantly ready for changes and perception of new, to acquire new skills. At the same time, qualified personnel are not tied to the workplace, they often change it or switch to new projects. These features must be taken into account in the formation of motivation and incentive policies; the retention and growth of qualified employees should be made priorities.

Approaches and concepts

Motivation as a direction of psychology is based on a certain psychological and scientific apparatus. The science of personnel management considers two groups of theories of motivation, substantive and procedural. Meaningful theories involve relying on human needs, ranking them in various ways. The supporters of this theory include A. Maslow with his concept of the pyramid of needs, D. McClelland and F. Herzberg, and some other American psychologists and researchers.

Procedural theories prefer to take into account not only the needs of the individual as the basis for the formation of the reward system. They assume that labor and organizational behavior a person is largely based on his internal attitudes and expectations. These theories attempt to analyze the ways in which a person chooses a certain type of behavior, and to influence the factors that determine his choice. Proponents of procedural theories of motivation believe that an employee of an enterprise, having evaluated tasks and the amount of remuneration for their implementation, proportions the challenge with his own intentions, motivations and expectations and chooses a certain type of behavior. He sets goals based on the tasks offered to him, but reducing and modifying them in accordance with his value orientations. Among the modifications of the procedural method are Vroom's theory of expectations and S. Adams's theory of justice.

• basic are the needs necessary for survival - food, shelter and similar physiological needs;
• the next level is the need for security and confidence in the future;
• at the third level of the hierarchy, social needs can be found - dependence on the opinion of the collective, the desire to recognize their merits, communication;
• at the fourth level there are hierarchical needs - for respect, for authority, for leadership;
• at the top of the hierarchy are the needs for self-realization.

Maslow's theory assumes that as basic needs are met, a person moves to the next level, which is characterized by an increase in labor productivity. The task of the organization's management, therefore, becomes to monitor the degree of satisfaction of needs and change, according to their hierarchy, the scope of work and proposals for motivating personnel. The concept is idealistic, since, first of all, it is necessary to be motivated to raise professional level workers supervisor. Nevertheless, some working systems, for example, the grading system, rely on it as a base.

The theory of SVR by K. Alderfer is close to Maslow's pyramid. This abbreviation combines three groups of needs: "C" - the needs of existence, including physiological and safety, "B" - the needs of relationships, which contain in their structure the need for support and approval of other people, "P" - the needs of growth, they refer to self-development moving up the career ladder. The difference between the concepts is that Maslow's pyramid assumes only movement along it from the bottom up and the gradual satisfaction of needs, while the theory of SVR offers the possibility of horizontal movement and parallel work with their different groups, this theory replaces financial incentives with non-financial incentives such as training or empowerment.

The theory developed by David McClelland is often used to develop a system of incentives for management personnel, which assumes that employees of this level have only three significant needs. the highest category: power, success and involvement. The management of personnel focused on these values, and their motivation for behavior that is useful for the company, is carried out by expanding the circle job duties, staff of departments, certification, use different ways advanced training.

On the basis of meaningful theories, the practice has developed three main directions of personnel motivation at enterprises and top management. It:

• participation in the management of the organization, often declarative, but creating a feeling of involvement in the process and benefit for the common cause, while the emphasis is on meeting social needs;
• receiving a share of the profit from the activities of the organization, as in the form wages, and in the form of various rewards;
• obtaining a certain share of participation in the capital of the organization, for example, preferred shares, which is the highest form of combining the first and second directions.

In most cases, personnel management achieves the greatest success with a combination of approaches, but there are situations when it is possible to implement only one of them. The first direction, social and managerial, becomes practically the only one in a situation when the level of profitability of an enterprise decreases, which is typical for periods of crisis. In this case personnel services organizations develop methods of increasing the consciousness of personnel and their responsibility for the fate of the company.

The second direction of personnel motivation is the most common, but for its effectiveness it is often combined with elements borrowed from the first or second directions, and includes some elements of procedural theories. The most effective motivation for participation in profits becomes in the model of key performance indicators. In Russia, this system has become generally accepted; it is widely used to assess the performance of regional leaders and employees of state corporations, where it has shown its effectiveness in practice. The essence of this system is the establishment of certain measurable indicators in the activities of the organization, the achievement of which is the basis for the application of incentive measures, both financial and hierarchical. KPI (Key Performance Indication), or key performance indicators, are developed for the company as a whole, for its individual divisions and for a part of employees. As a rule, the motivation of an individual employee under this system depends on the achievement of key indicators by his unit.

A motivation system based on key performance indicators makes it possible to:

• monitor the achievement of the organization as a whole and its divisions of the set goals in various directions;
• to achieve maximum efficiency in the performance of the labor function by the employee and the unit;
• direct the organization's personnel to achieve the results set for the whole company;
• minimize the time spent on budgeting and calculating remuneration;
• to ensure responsibility for the efficiency of work, not only personal, but also collective.

Key performance indicators are useful because they can be standardized. Among such indicators:

• achievement of the target sales volumes;
• achievement of a given profit margin;
• performance of works / services with a given quality;
• decrease in the volume of accounts receivable;
• success litigation;
• introduction of rationalization proposals.

Almost all of these indicators can be set in numerical format, and the reward is calculated as a certain percentage of the achieved values. This system meets all the required criteria of objectivity and fairness, which determined the frequency of its application.

To organize an effective motivation system through participation in the management of world practice, several mechanisms have been formed. One of them was the concept of participatory management, based on the partial involvement of an employee in the management of individual production processes. This increases his interest in the overall performance of the enterprise. It is assumed that if an employee can influence the process of organizing his own work process, this increases his interest and motivation. Enterprises adopting a participatory approach find several ways to involve an employee in production management:

• the employee independently determines the main parameters and conditions for the fulfillment of the task;
• the employee is involved in the process of making managerial decisions by his manager;
• the employee participates in product quality control and gets the opportunity to independently assess the quality of his work;
• the employee gets the opportunity to put forward and implement implementation and innovative ideas.

The concept was created by American scientists in the 60s of the twentieth century, at a time when an understanding of the value of intellectual capital began to take shape in society. The concept does not negate the second approach, namely the participation of the employee in the profit of the enterprise by materially stimulating his activity. At the same time, the method of calculating material remuneration as one of the performance indicators uses precisely the employee's involvement in management, his activity, the amount of his creative contribution.

The third concept, participation in the capital of the enterprise, has found its embodiment at the global level, while in Russia it is still being implemented only at the level of top management. People's enterprises, created at the dawn of privatization, practically ceased to exist, since all shares passed into the ownership of entrepreneurs. At the same time, in some enterprises there is a motivation in the form of options or the opportunity to purchase a block of shares in a company when either certain performance indicators are achieved, or work at the enterprise for a certain period of time. The manager has the right to exercise the option by purchasing shares at a predetermined low price, or to refuse them, having received their market value as a reward. As practice shows, top managers who have become shareholders pay much more attention to the growth of the share price, the company's capitalization and its profitability. The mechanism is realizable only for large corporations whose shares are traded on an organized market, have their own value and are fairly liquid, and are easily sold on the open market. For private companies, the option motivation system becomes only the basis for conflicts.

Motivation principles

The choice of a motivation system should be based on the understanding of the unit responsible for staff incentives, its basic principles, the violation of which reduces the effectiveness of any scientifically built system. Among these principles:

• objectivity. Any remuneration should be based on an objective assessment of the employee's contribution to the success of the enterprise as a whole. Violation of the principle of objectivity will serve as a serious demotivating factor for other employees;
• predictability and controllability. Any employee should understand what kind of reward he will receive as a result of his own efforts. There should be no subjective and unaccountable factors, there should be no unclear and voluntaristic decisions, the dependence of the assessment of personnel or a unit on the relationship with the services that carry out the assessment activities;
• adequacy. The remuneration should correspond to the real labor contribution of the employee, his qualifications and the effort expended. Disproportionately high or low levels of remuneration are excluded;
• timeliness. Remuneration should logically follow work effort, long breaks have a chilling effect on workers, while the long wait for remuneration, practiced by some companies from one to three years, will not always be a sufficient means to retain valuable staff;
• significance. The amount of remuneration must provide real value to the employee;
• fairness and transparency. All criteria for remuneration of employees must be clear to other employees, acceptable and fair from their point of view.

Only a combination of all these principles will make the modern system of motivation effective both in a large corporation and in a private, family company. The principles of remuneration should be set out in domestic policies and be available for staff familiarization.

Motivation of personnel in the context of anti-crisis management

The crisis does not make it possible to implement most of the motivation systems, many large enterprises even to maintain their human resources, they are forced to ask for government support, such as AvtoVAZ. Even when the level of costs is reduced, the use of financial approaches to incentivizing staff becomes almost impossible. The participatory method or method of involvement in management is becoming almost the only way to motivate staff in crisis period associated with falling sales. An example is state of the art the automotive industry, in which, due to falling sales, capacity is loaded by less than 40% and factories are open 2-3 days a week. At the same time, automobile industry enterprises are often city-forming, except for them, thousands of workers have nowhere to find a job. In these conditions, it is necessary to involve workers in making meaningful management decisions. On the one hand, this allows them to transfer part of the responsibility for managing the plant to them, on the other, to raise awareness and emphasize the importance of the worker's opinion for the management. In these conditions, the main mechanism for the implementation of participatory management becomes collective agreement and industry agreements.

At the same time, a significant task for the management of the enterprise is to retain the key employees responsible for the main production processes. Often the management takes the position that in the modern labor market it will be easy to find a replacement for any employee. This is not the case, there are very few qualified personnel, especially among blue-collar workers. Changing priorities in teaching young people has led to a real shortage of skilled workers, so the main task of motivational policy in a crisis should be to preserve the qualified working core of the team. At the same time, the system of financial incentives should be built on the principle of preserving the motivational component: with a decrease in the fixed part of the salary, its bonus component, which depends on the personal efficiency of the employee, remains. The staff must clearly understand what share of the profit of the organization is occupied by his remuneration, this gives him an explanation why it does not exceed certain limits. Any change in the motivation system should be discussed with employees. Methods of non-material stimulation should be widely used, such as honor boards, pennants, awarding the title of the best in the profession, and the like. Despite associations with the Soviet past, such measures of personal and collective encouragement affect the level of labor enthusiasm and the atmosphere in the team.

Staff motivation in the information society

Staff turnover in the face of many options for applying their forces, rapid changes in projects or qualifications can be prevented only by directing increased attention to assessing personal and business qualities employee, stimulating his professional growth in a particular company and marking each stage of growth with rewards. Understanding of his constant progress forces the specialist not only to appreciate the work, but also to try to grow as quickly as possible, while growth is associated with income and other types of preferences that the company receives from his activities. Some large Russian holdings are trying to build their motivational policy on the system of real assessment of the business qualities of personnel.

Based on this theoretical principle, a motivation system was also created in the USA in the 50s by Edward Hay and was called The Hay Chart Profile Method. The approach is also based on the Aristotelian concept of the cost of labor, it assumes an assessment of the cost of work for each position, while offering a certain system of grades or ranks.

Based on this theory, the cost of the position is estimated according to the following criteria:

• body of knowledge and competence;
• initiative, ability to solve non-standard tasks;
• the level of responsibility for the activity and its consequences.

In practice, in Russian companies the system of grades turns into an absolute analogue of the Russian wage scale, the cost of a position or an employee does not change from any of his actions, while it does not provide an opportunity to motivate an employee for his actual performance. Haye's system must mandatory accompanied by certification, which is almost never carried out due to the complexity of developing criteria: not only objective, but also those that would not create a sense of injustice in other employees. Based on this principle, a KPI system based on measurable data is more objective.

Among Russian enterprises, the grading system was introduced at some subsidiaries of the Rusal holding (aluminum production and some other assets). Since the group included enterprises that are heterogeneous in their staff and corporate culture, the grading system was supposed to help establish uniform motivation rules for all companies in the group. Separate grades were developed for workers and administrative specialties, and their own grading system appeared for managers. An interesting solution was that the grades of working specialties were assessed according to the following characteristics:

• professional skills, experience and work experience;
• independence in the performance of their functions, the need to use horizontal and vertical ties;
• level of intellectual activity, in in this case expressed in the assessment of qualifications;
• the level of danger of working conditions in the position.

Despite the seeming complexity of the criteria, the system practically did not differ from the Soviet categories, but its implementation helped the administration to reduce the level of additional payments to those workers who performed work below their qualifications. More fortunate were specialists and middle managers, when evaluating their positions, the level of their initiative and the number of rationalization proposals were taken into account. For top managers, the quality of management has become the main criterion.

The ability to adjust the salary bracket for each grade by 20% made it possible to give this system a relative level of efficiency, while creating a significant factor of bias and the dependence of the employee's motivation on the current situation, and not on his personal contribution.

Development of incentive systems

Regardless of the current economic situation of the enterprise, the motivation system should be designed for a long period of time and further changes in conditions in any direction. Changes in the motivation system, as well as changes in the rules of the game, prevent personnel from focusing on the development of the enterprise and setting tasks for themselves related to prospects personal growth... Thus, a motivation system should be developed for the future and relying on the existing staff, with no intention to replace part of the staff in the future.

The first stage of implementation modern system motivation becomes its development and design. The system should rely not so much on one of the theories as on the real economic situation of the enterprise and its personnel, prospects and threats. The incentive system should be developed in conjunction with labor collective, if the enterprise has a trade union, then together with its representatives. The resulting wage and incentive policies must be able to become part of the collective bargaining agreement.

The second step will be planning and budgeting. All incentive payments must have their own budgetary source, which coincides in the region, division, industry with the direction of costs, or a cross-financing mechanism must be provided. If a change in the budget requires approval by the Board of Directors, an appropriate justification must be prepared at the planning stage. Despite the possibilities of the budget, it is necessary to take into account that the motivation system must be adequate to the existing proposals on the labor market of the region.

The introduction of the incentive system is carried out either throughout the enterprise at once, or in single, experienced departments, where you can test the effectiveness of new mechanisms. The implementation of the system is associated with the introduction of changes into existing methods and employment contracts, bringing it to the attention of each of the employees. Any motivation system does not work, remaining a static phenomenon, it is necessary to assume changes in its individual parameters along with changes in the labor market, therefore, the mechanism for approving fundamental documents and making changes to them should be flexible.

Performance monitoring is a necessary element of the system. When creating a motivation system, mechanisms must be incorporated into it to determine its effectiveness, the actual impact on the change in key performance indicators of the enterprise. Performance assessment should be carried out by a department other than management and human resources, preferably by a service internal audit enterprises.

Modern approaches to motivation require constant monitoring current state labor market and staff growth. Each person becomes an independent value, in the growth of which the company is interested. The use of systems of key performance indicators, grades in combination with a participatory approach increases the company's competitiveness in the market as a whole.

Business Insider conducted a survey and compiled a list of the 50 best US employers. During the work, criteria such as employee satisfaction, salary level, the likelihood of stress and the significance of the job were taken into account. The first place in the ranking was taken by Google.

There are several objective reasons why Google is considered the best employer. Company employees shared their experience.

High level of job satisfaction

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Territory- 9 519 431 km 2 (4th in the world)

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According to the survey, 86% of Google employees are very or fairly satisfied with their work.

As she explains in her book Job Steers! Laszlo Bock, Vice President of Human Resources, Google, the key to success is the constant implementation of new developments in the workplace, experimentation and a positive attitude.

"The best thing about this approach is that a stunning office encourages self-development of employees: all these efforts are not in vain and work to create a creative, fun, hardworking and highly productive team."

More than 64,000 Google employees have access to benefits such as free healthcare, gourmet food, laundry services, gym and a lavishly paid decree.

An employee at Google headquarters in Mountain View, Calif., Says his company cares about its employees and that it gets motivated and loyal people in return. "

The reputation of a company that is changing the world for the better

73% of Google employees surveyed said they consider their work for the company to be beneficial to society. And this is not surprising, given the global mission of the company: "to organize all the information existing in the world and make it accessible and useful for everyone."

As Bock explains, this is “a moral rather than a business goal,” and deliberately impossible to achieve.

“It motivates you to constantly apply innovative technologies and try yourself in other areas, - he writes. “When the goal of“ becoming a market leader ”is achieved, it gives more inspiration. The wide range of goals allows Google to move forward with the compass rather than the speedometer. "

And the company's employees share its global goals, trying to implement even the most complex projects.

High salaries

Google hires only the most talented people and is ready to offer them a competitive salary. Average level an experienced worker's income is $ 140,000 per year. But even those with less than a year of experience make around $ 93,000.

Google also tops the list of employers for offering salaries above the market average. At the same time, two people in similar positions may receive completely different amounts, and this is done on purpose.

“It's hard to pay everyone within the normal range when someone can do two or even ten times more than everyone else,” Bock writes. - But it's much harder to watch how the best specialists with great potential leave you. It makes you wonder which companies are really paying unfairly: those where the best employees get much more, or those where everyone earns the same. ”

Ability to work remotely

Free Wi-Fi allows 28% of Google employees to work part or all of them from home. That's more than other big companies like Amazon, Netflix, and Apple.

“The company is very flexible in this regard,” says one of the employees at the headquarters of Google. - If you are lucky, you will not have a micromanager boss (a leader who controls even the smallest movements of a subordinate. - Ed.) And you will be able to decide how you work. But don't get me wrong: there will be just as much work, you just won't be chained to your workplace. "

Low stress levels

12% of Google employees consider their work to be stress-free. And although this figure is not very impressive, compared to other companies, it is quite high.

Possibly one of the contributing factors to low work stress levels are various perks such as massage in the office, free fitness and gymnastics, and long vacations. All this helps employees to relax.

The lack of unhealthy competition among employees also contributes to a relaxed work environment. While Google motivates its employees to set ambitious goals, they are not expected to achieve those goals at any cost. On the contrary, they help to learn and learn from their failures. Moreover, the company fosters a culture of transparency and fights against employee bullying in every possible way. It's not customary at Google to complain about each other, because you are one team. Here, constructive open conversations are held with the aim of solving the problem and continuing to work for the good of the world.

Today Google Is one of the most recognizable corporations in the world, but few people know that the main recipe for its success is staff motivation at Google. When its owners are asked how they managed to become world leaders in 10 years, how they have been able to demonstrate high growth rates for 15 years, they unanimously answer - all this was done by the motivation of staff at Google. Only a reliable and close-knit team can achieve such heights. So what are the the secrets of motivating Google employees?

First, take a look at some statistical details. The company was officially launched in 1998, and to date it is indexing pages in 195 languages ​​of the world. In 2012, she earned more than $ 50 million and every year increases her profits by 10% per year. For whatever parameter you take, everywhere the company takes the lead. So what are the secrets of employee motivation at Google.

People come first

The company has put a careful and reverent attitude towards its personnel at the forefront. Even the company's website has a pretentious slogan: Google is people first. And these are not empty words. For four years in a row, the company maintains leadership in the ranking of the best employer, and according to Forbes magazine - the fourth. Why? Let's figure it out.

Staff motivation at Google

Everyone knows that a high salary is the best motivation for staff. She inspires specialists to new feats and keeps them in this company. Google has the highest salaries in its region.

In the company, staff motivation is expressed through a variety of bonuses. It can be not only allowances and bonuses, but also various courses, educational programs etc. According to one of the company's leaders, staff motivation lies in supporting all areas of employees' lives: from physical to emotional.

Specifically, employee motivation at Google is:

Family support - an additional week of vacation for young parents;
return of funds spent on education;
free sports center near the office;
medical assistance right in the office, including massage;
free food.

presupposes an ergonomic organization of workplaces, a convenient daily routine - if possible, it is permissible to establish irregular working hours. After all, it is much more important that the employee completes the task, and does not serve the prescribed hours in the office.

Separate staff motivation - office decoration... The best minds from the field of design and architecture are invited to their arrangement. Feature- many living plants. In some cases, meetings can be held on the rooftops on comfortable trestle beds or armchairs - a relaxed and informal atmosphere is better motivation staff.

Another interesting and essential feature of the company's personnel motivation is the posthumous payment to the family of a deceased employee of half of his salary for some time. If the family has minor children, each of them up to the age of 19 is paid $ 1,000 a month.

Here is such amazing staff motivation at Google keeps it at the forefront of the technology world.

The company has been a leader in many employer attractiveness ratings for many years, including in. Of course, part of the company's success comes from its financial well-being, innovative developments (except for Internet search and development operating system Android, Google is actively engaged in scientific research in many areas) and regular coverage of the company's activities in the media. Everyone knows about modern ones, thanks to which many companies today abandon the traditional concept of an office and begin to take more seriously the atmosphere in which employees work. However, today we want to talk about some aspects personnel policy Google, which is about the company's attitude towards its employees and how this attitude helps Google maintain a leading position in the labor market.

A small selection of photos of Google offices:

Personnel costs always pay off

Like most IT companies in Silicon Valley, Google has been actively fighting to attract more women. However, a few years ago, the company found that women often quit after maternity leave. This problem harmed not only gender equality in the company, but also net profit, because Google has very serious competitors in the labor market: today, not only such IT giants as Apple, Microsoft, Facebook and Amazon compete for talented employees in California with Google, but and numerous startups. And the problem is more than real: More recently, Marissa Mayer, VP and first female engineer at Google, left to take over as CEO of Yahoo! ...

The main feature of Google's HR policy is that the decision is always made “in favor of the employee”.

News in a timely manner

By applying this principle to solving the problem, the company got a simple and effective solution- Women working at Google received 5 months maternity leave with 100% salary and 100% pension and medical contributions. By comparison, other companies in California were giving young parents seven weeks of paid leave at the time. Such a "long" maternity leave in Google can be used at any time, for example, part - before the birth of the child, part - after, and the remaining month - when the baby is already a little older.

To some, such generosity may seem detrimental to the company's well-being, a whim of management seeking to improve the company's image in the labor market. However, Google provides comfortable conditions Not just for the kindness of heart; People Operations HR closely monitors employee response to benefits and the “return on investment” to the company. For example, the increase in maternity leave reduced the number of layoffs among young mothers by 50% - which means that the company's competitors did not get the opportunity to lure the talented workers of the search giant.

We don't just want you to have a great job. We want you to have a wonderful life. We provide you with everything you need for maximum productivity and good mood. And not only during the working day.
Larry Page, CEO

Changes in the company's personnel policy are not only of intrinsic importance: Google is showing an alternative approach to solving personnel problems that can be adopted by other companies, first in Silicon Valley and then beyond.

Google searches. Talents.

Speaking about the personnel policy of Google, one cannot but raise the issue of graduates and young professionals. How does the search giant treat candidates with little or no work experience? After all, hiring the “right” people is a big part of the success of any company.

You are probably well aware that many companies prefer to hire experienced employees and are wary of hiring graduates.

They can be understood - training a young specialist requires time and significant financial costs. At the same time, the company cannot know for sure that a young specialist, having trained and acquiring professional contacts, will not go to competitors.

Google, on the other hand, is one of the companies that rely on young professionals. This trend is probably partly related to the history of the company: Google founders, Larry Page and Sergey Brin, were themselves university graduates when they had the idea to create a search engine.

The basic principle of employee search in Google: the candidate must have a talent for discovering new things, solving problems, searching best solutions, improve work efficiency, must be sociable and open, must be able to simplify and reinvent. Then the company will certainly offer him a position, regardless of work experience.

Google's initiatives to attract students and young professionals are renowned around the world. In 2005, the Google Summer of Code project was launched - a kind of internship that helps students engaged in design software, find a software mentor working for an open source partner Google. Yes, a student during the entire internship may never visit the Google office, but the program allows him to get closer to the company. Summer of Code is now an annual event.

The Google Code Jam competition is a shortcut to a company.

Another project of the company is Google Code Jam, an international programming competition that dates back to 2003. Code Jam was supposed to be a convenient tool for the company to select potential employees. The winner receives not only a solid cash prize (in 2013, the organizers promise a prize of $ 15,000), but also an invitation to work in one of the research centers Google - it's no surprise that in 2012 more than 35,000 people took part in the competition. Code Jam is a “shortcut” to the company, allowing both the candidate and the HR department to bypass the complex selection process that can take several months.

Google also runs a range of student activities and programs, which you can learn more about at Google Students... Unfortunately, not all of the company's programs are yet available to Russian students and graduates.

Today in the US and Europe, many talented young people are turning away from high-paying corporate jobs in favor of small startups. Google, like other large multinational companies, has a lot of work to do to maintain its position in the labor market and remain the place where graduates of the most prestigious universities the world.

This news has been archived, the data could be outdated or changed

V modern management all greater importance acquire issues of motivation and incentives labor activity staff. How complicated psychological phenomenon, motivation determines human behavior. Most often, motivation is understood as those internal motivations that guide a person's behavior and determine the intensity of his efforts to achieve his goals. These include different needs, interests, value orientations... They can be significant and insignificant, varying degrees relevance and sustainability.

Stimulation of labor, in contrast to motivation, is, first of all, an external motivation to work, an element of the organization of labor that affects the labor behavior of an employee. As Professor V.A. Vaysburd correctly notes, stimulation is a purposeful impact on the labor behavior of people through the formation of a system of incentives and the creation of conditions for their implementation. Thus, we can say that incentives are aimed at enhancing the labor activity of an employee, and motivation is at the professional and personal development of personnel in accordance with the existing structure of motives. In the practice of personnel management, as a rule, it is necessary to develop and apply mechanisms for the effective combination of motives and incentives for labor.

As an example for the analysis of motivation and labor incentives, we have chosen two well-known American companies - Google and Russian - Yandex. These are IT companies that belong to the industry high tech, where the backbone of employees is made up of highly qualified specialists in the field information technologies, programmers and high-class engineers. We can say that these are people with very extraordinary thinking. Therefore, in order to retain and increase staff loyalty, one of the directions of the personnel policy of these companies is to conduct annual surveys on the level of employee satisfaction.

Speaking about personnel motivation, first of all, it is necessary to dwell on the issues of organizing the remuneration of employees and their participation in the capital of companies.

The income of ordinary employees in both Google and Yandex is kept at approximately the same level, but it can vary very significantly depending on the location of the office and the length of service of the employee.

Of the applied material incentives the following should be noted:

1. Google is committed to paying the employee a portion of the training costs if they receive a “good” or “excellent” grade;
2. The employee of the company who brought a new employee to the staff and he worked certain time, a cash bonus is credited;
3. Google is ready to cover the costs associated with the paperwork for the adoption of a child by an employee;
4. A Google employee who informs management of a colleague who wishes to leave the company is also entitled to a monetary reward;
5. For an employee who is transferred to the Swiss office, the company pays for renting an apartment for a month, two weeks of renting a car, German, English or Swiss language courses to choose from, Internet in new apartment and any sports hobby of a new employee.

And one very unusual bonus for Google employees that is not found anywhere else is the posthumous salary for the family of the deceased. . This innovation was made for 34 thousand workers who lost their loved ones. After the death of an employee, the family receives 50% of his salary for some time, and his minor children are paid 1 thousand dollars every month until they turn 18.

Free regulation of working hours is considered the main motivational tool for Yandex employees. The office is open around the clock and the employees themselves choose when it is more convenient for them to work. The company does not keep track of the hours worked; it all depends on the productivity of the work, which is assessed by the immediate manager.

Google is a little more conservative in terms of the daily routine than Yandex and does not provide an absolutely free schedule, but this does not at all prohibit an employee from leaving the office or not showing up in it, but working from home if this does not affect the effectiveness of his work. The main thing is not to spend a certain number of hours in the office, but to complete the assigned task.

Everyone knows that Yandex offices are considered one of the most creative and amazing offices in Russia. The company is responsible for the design and furnishings of its premises and takes all possible measures to ensure that employees can feel comfortable at work.

In order to completely take a break from work and restore the expended efforts, Yandex employees have an additional three days off per quarter. These days, they can be completely unavailable for work. The rest of the time, the staff can work anywhere, even in the office, even at home, even in the country, but it is precisely to work, having a computer at hand and mobile phone... For employees working outside the office, laptops and Internet modems are provided free of charge with the possibility of permanent use. Working in the office, the staff also does not have to constantly be at the desk, they can move with their laptops throughout the office space, because the entire office is covered by Wi-Fi.

When the work is tired or there is a need to take a break, the employee can play billiards, ping-pong, and kicker. And also all Yandex offices have equipped Sport halls, yoga and dance rooms. Usually, employees themselves gather in a group and invite a trainer, but the company also supports them in every possible way. If you get to the Yandex office in the evening, you can hear live music. And in another Moscow office, on the balcony, you can play huge floor chess. An interesting fact is also the fact that a doctor and a masseur are constantly in Yandex offices. Some offices are allowed to travel in eco-friendly and compact vehicles, and some have specially equipped cycle paths.

Google has developed enough interesting system bonuses and material incentives to work. Here is some of them:

1. There is a free hairdresser at the company's headquarters;
2. Google pays its employees for dental services, which are expensive in the United States;
3. Inside the offices there are high-tech pools, which you can use right during working hours, you can adjust the temperature, pressure and direction of water flow;
4. Offices around the world have cinemas for employees and small campuses to celebrate birthdays;
5. Vending machines for squeezing orange juice are present in every office and even guests can use them free of charge;
6. Google has a subsidy system, according to which the company pays for from 10 to 90% of various services and hobbies of employees: from massage to medical operations;
7. The famous "20% Program", the essence of which is that every employee of the company is obliged to spend 20% of his working time on an organized hobby or hobby;
8. The company pays for the holiday party and costumes for them. Google is very fond of Halloween.

In Google offices, there are always various cafes and restaurants, free for employees, where you can drink coffee or even have a full lunch. Google offices have refrigerators stocked with a variety of drinks, ice cream and snacks that are free to employees.

Google has done some pretty interesting internal research that has revealed:

1. The length of the queue at lunchtime should be approximately three to four minutes, so employees do not waste too much time, but have the opportunity to meet other people;
2. Tables should be large so that unfamiliar employees have to communicate with each other;
3. Google found that the introduction of 20-centimeter plates in dining rooms in addition to the classic 30-centimeter ones leads to a decrease in the portions that employees impose on themselves, which has a positive effect on their health.

It seems to us that the results of these studies can be adopted by our domestic companies in order to improve the socio-psychological climate of labor collectives.

Meals are arranged in a very interesting way in Yandex. Firstly, all employees have an electronic work pass, which is credited with a certain amount of money. With these funds, an employee can pay in any cafe on the territory of the office, as well as next to it. Secondly, there are coffee points in offices - the place where you can drink coffee, tea; eat cookies, vegetables and fruits. From season to season, the assortment slightly changes: in the summer, prevail fresh fruits such as apples, apricots, watermelons, etc. and fresh vegetables with herbs. In the autumn, nuts, dried fruits, celery, ginger and more appear.

Thus, analyzing and comparing the approaches to motivating and incentivizing personnel in Google and Yandex, it should be noted that they are almost identical and to some extent Yandex is simply doing the same thing as Google, but within the limits of its more modest financial capabilities. ... This fact can be explained by the fact that these two companies belong to the same high-tech industry, employees are engaged in similar processes, quality requirements work force are identical.

However, it seems to us that as directions of improving the motivation and incentives for Yandex employees, we can suggest using more intangible incentives: moral, creative, social and others. For example, as often as possible openly recognize the success of the company's employees on the basis of public praise, congratulations on the company's corporate website, mailing thank you letters on behalf of senior management, organizing direct meetings of employees of offices and branches with the top management of the company.

Bibliography:

1. Vaysburd V.A. To the question of the essence of motivation and stimulation of labor activity // Problems of enterprise development: theory and practice: Proceedings of the 5th International Scientific and Practical Conference. November 24-25, 2005 - Samara: Samarsk Publishing House. state econom. Univers., 2005. Part 2 - S. 190-194.
2. Ilyukhina L.A. Motivation and stimulation of labor activity of nurses // Bulletin of the Samara State University of Economics. - 2014 - No. 6 (116). - S. 136-140.