In the process of enterprise growth, what is the most important under the company's economic strategy system? I think it's an incentive assessment system. In today's social and economic conditions, the perfect system and perfect personnel do not mean that the company can become a market leader in the future strategy. Nowadays, the operation of enterprises can conquer the world not by a single golden nail, but by the combination of overall strength and nine chains of production, supply, sales, people, money and goods. How to make these six elements of enterprises play a good role and produce 36 kinds of changes? This requires the use of some incentive and assessment systems to integrate and manage. Every family has its own laws and regulations, and there is no system to formulate Fiona Fang. Incentive system is always the political commissar of enterprise development, and assessment system is always the style of enterprise.

The first part, effectively establish the company's incentive and assessment system.

First of all, the incentive system is a kind of disciplinary incentive.

In an enterprise, discipline is the benchmark of employees and the judge of the enterprise. When formulating discipline, we should conform to the style of the enterprise, formulate feasible discipline, and strive to implement it. The chairman is the decision maker, the manager is the executor and the employees are the influencers. If the executives sign it, but the executors don't implement it well, then the employees naturally don't have an impact. How can they play their role? That won't do. Why do we have to make rules and regulations? Employee Handbook is the most common one in enterprises, but it is still debatable in many places. How much content is really spoken from employees' hearts, discussed and formulated with employees, and employees are willing to do it? Is your system encouraging? On the contrary, it will have the opposite effect: in the eyes of employees, the boss is the emperor and the darling of heaven. Employees are unwilling to communicate with their bosses, and the top management is above them. They don't have affinity with the employees themselves, they just pass the message and don't want to tell the boss. The boss who fights alone is exhausted, and your disciplinary incentives will not affect employees. Employees will still report it, but if I don't do it, the law won't blame the public.

Therefore, disciplinary incentives must conform to three aspects:

1, in line with the actual situation of the enterprise, don't aim too high.

These must meet the quality of employees. If the quality is not improved, no matter how perfect the discipline incentive is, it is empty talk, empty work, doing or not doing it.

2. Enterprises say that discipline is not equal to discipline.

There are many meetings now, and many high-level officials discuss discipline at the meeting, but they have not implemented it after the meeting. It's hard to say that it means doing it, and doing it means success?

3. The disciplinary incentive of the enterprise conforms to humanization.

Advocate the spirit of enterprise ownership. What do you mean, master? Employees are the greatest wealth of an enterprise. How can an enterprise live without employees? Therefore, employees are the wealth of enterprises. When doing discipline, you must keep humanity and don't go your own way.

4. Enterprise discipline encourages democratization.

Since it is a discipline, it must be observed, but some disciplines are not very suitable in the operation process, so employees should be supervised and rectified.

5. Enterprise discipline encourages top managers to set an example.

If the top management of an enterprise thinks that discipline is about employees, not cadres, and has nothing to do with us, then you can never establish a standardized management of an enterprise.

Secondly, the incentive system is behavioral incentive.

In the incentive system, behavior incentive is the most powerful, which can fully show the boss's action power and brand leadership ability. Companies and bosses with behavioral incentives are using their actions to influence employees. They are telling employees that our company is the best. Look how relaxed I am at work. He is using his own behavior to send information to employees, so that employees can see the future of the enterprise.

1. Behavior motivation is language motivation.

This is very common in foreign companies. Both the boss and the senior manager will give lectures. They are telling every employee in their own language, conveying their ideas, encouraging employees in their own inflammatory and professional language and enhancing their self-confidence.

2. Behavior motivation is action motivation.

Bosses and top management can use some actions to motivate employees' morale and sense of responsibility, and design some incentive actions for enterprises, such as shaking fists, telling employees that you are the best, waving your arms, telling employees that we must do well, and so on. Design some corporate behaviors, such as shouting slogans, organizing employees to do gymnastics, aerobics and so on.

Third, the incentive system is a crisis incentive.

Enterprises also have a life cycle. In the process of growing up and maturing, employees of the enterprise feel that the company is not bad and can be rich with the company, but they can't have conflicts with the company. When an enterprise encounters crisis and life and death, how can it make a smooth transition?

The bigger the enterprise, the greater the sense of crisis. As an enterprise, there is no turning back, so many enterprises ignore this point and only consider the growth of the enterprise, regardless of the crisis of the enterprise. Enterprises can give employees a lot of benefits when they have money, but they start to deduct wages when they are not good. So how can enterprises be invincible if they don't take precautions? The establishment of enterprise crisis system is the basic means to ensure the survival of enterprises in difficulties.

1. Establish a crisis fund system

When the enterprise is prosperous, some funds are used as the crisis fund of the enterprise and as the backup materials of the enterprise, so that the enterprise can resist the crisis.

2. Brainwashing system for middle-level cadres

Middle-level cadres are the most easily shaken part in times of crisis. We must instill the culture and ideas of the enterprise into their minds. Enterprises are the space for their career. At the same time, we should tell them that the enterprise has a bright future, many jobs are waiting for them, and future leaders come from them, so that they are willing to share life and death for the enterprise and protect the enterprise until death.

3. Staff morale motivation

Encourage staff morale, let everyone unite as one, * * * tide over the difficulties together, and * * * help enterprises together. The enterprise is their home. They have feelings for the enterprise and are willing to grow with it.

4. Blocking the information system

When there is a crisis in the enterprise, you must not disclose the news, so your competitors will not know what happened to you. You must ensure a strict confidentiality system, so that many customers may still want to keep in touch with the enterprise, and they can make a comeback and reserve their capabilities. And once competitors know, they say it and let your customers know, it will be even harder for enterprises.

Fourth, the incentive system is timely incentive.

This is what we often call material reward and spiritual reward.

1. Material rewards must be implemented, promises must be fulfilled, and enterprises must have their own credibility, so as to have a good influence at home and abroad.

2. There should always be spiritual rewards. If that employee does a good job, don't be stingy with your praise.

The second part, the key to effectively implement the incentive policy is the "trinity"

Motivation is an important part of the art of employing people, and it is also the main function of leaders. The so-called motivation means that leaders follow the law of human behavior, use the means of combining material and spirit according to the motivation theory, and adopt various effective ways and means to stimulate the enthusiasm, initiative and creativity of subordinates to the maximum extent, so as to ensure the realization of organizational goals. Among many incentive theories, the hierarchy of needs theory put forward by American psychologist Maslow in 1943 plays an important role in stimulating employees' work enthusiasm and promoting the rapid and sustainable development of enterprise economy.

Maslow's hierarchy of needs theory includes three aspects. First of all, according to the interdependence, he classified people's diverse needs into five levels: physiological needs, security needs, social needs, respect needs and self-realization needs, which constituted the human demand system. Secondly, Maslow believes that people's demand structure is not only hierarchical, but also progressive, dominant, different and exceptional. Finally, he put forward the characteristics of a self-actualizer, including the ability to understand oneself, others and nature, the ability to establish good interpersonal relationships, a strong sense of reality, the ability to establish a harmonious relationship with reality, the ability to constantly appreciate a new life, the ability to be independent, not bound by culture and environment, the ability to be creative, the ability to have a democratic personality structure, and the ability to have an amazing and incredible experience-the peak experience.

As we all know, one of human nature is the desire to meet one's own needs. Once the demand has a clear goal, it will immediately turn into motivation, thus inspiring people to take action. Therefore, need is the source of human behavior, the basis and motivation of human enthusiasm, and the basis of motivation. Then, how to effectively use Maslow's hierarchy of needs theory when implementing incentive policies? This is that different people have different opinions. The author thinks that the key to applying this theory is to be good at "transposition, positioning, reaching the designated position" and "trinity". Otherwise, no matter how good the theory is, even if it is used, the method is not in place and the effect is difficult to work.

First, transposition:

From the perspective of employees or subordinates, it is to put yourself in the employee's work motivation and hardship, and consider the personal labor or sweat and how much it has brought to the development of enterprises from his perspective. Think from his point of view: "I have made such achievements for the enterprise. What kind of corresponding rewards should the enterprise or superiors give me?" The employee in a specific position has made achievements in one thing, and his motivation determines his behavior. In addition to fulfilling his post duties, his behavior goal must also have another or several hidden desires. For example, he may want to achieve job promotion or material reward by completing a task for a period of time, or he may want to prove his ability to the employees of the whole enterprise, or he may want to find himself a girlfriend, or he may want to accumulate love and get married.

Second, positioning:

It refers to communicating with employees and people around them through empathy (besides communicating with a specific employee, we should also pay attention to communicating with employees around us, and get a more comprehensive understanding of his voice through communicating with employees around us or his friends), observing his words and deeds in work and life (observing his mental state and quality of work at work, and observing his hobbies in his spare time), and comprehensively grasping his actual internal needs or values (I hope the enterprise will give it). Different employees have different needs, and a specific employee also has different needs in different periods and environments. These demands are mainly influenced by the changes of his own will, his own working and living environment, social fashion or orientation, and the straightness of his family (family of origin with his parents and the small family he hopes to establish).