What is the Best Reward System for Staff to improve production
Mazen AlRefaaiSr Engineer| Saudi Bin Ladin GroupMecca, Saudi Arabia
In work environment the staff work production not at the same level, I belive that proper reward system is essential to thanks the hard workers and draw the lazy worker to improve Saving Changes...
Tom DierschRetiredBurnaby, British Columbia, Canada
In personal relationships it is important to be honest. Providing a better work environment goes a long way to making your project team happy to be working on your project. That is why it is a very personal question about rewards. Rewards should be something that is clear and identifiable, shows that you appreciate the effort being put forth and shows you have made an effort to provide the item. Some companies have "rewards" such as concierge services and free cafeterias for their staff to recongnize their considerable effort in developing the company's products with challenging schedules. Some have "end of period" bonus payments. For an individual project manager, it may be as simple as a coffee and sweet, or may involve a lunch. Most project managers cannot adjust salary or bonus, but they can do small things that recognize effort and commitment. It must be personal and it must be appropriate. Saving Changes...
I would say it should be public and timely. I like the idea of personal but that defies public display or announcement. Yes I agree if the reward has a personal value to the one rewarded, that would add to the whole show. Saving Changes...
Markus KopkoAI Enabler for Project & Program Mgmt | Founder PMotion.ai / The PM
AI Coach| PMotion.aiHamburg, Hamburg, Germany
Hello Mazen,
well, very good question!
My personal opinion and also my personal experience is ... there is no BEST reward system ... there is even no GOOD reward system.
I have experienced several reward systems meanwhile and at some point every rewars system i have became known know got unfair.
The reason is that in a bigger company it was kind of impossible to place a really personal and fair reward system, cause you have to define criterais which are in place for the whole company or for teams.
But it would be a big, big adminstrative effort necessary to organise a really fair and personal reward system for hundreds or even thousands of employes.
May be it was a different thing in small to middle project teams, where the project manager have the possibillity to bring some kind of reward system in place, but like already mentioned before, i think the little things are much more effective here.
For instance, if a team member does a really good and outstanding job on some deliveralbe, lets say, well than the pm should invite him to lunch or to a drink afterwork or somewhat like that.
Well, hope my point become clear and sorry for my bad language.
Regards,
Markus
Saving Changes...
Tom DierschRetiredBurnaby, British Columbia, Canada
I agree Marcus. The other thing about the "corporate" reward system is that it is so impersonal, almost like an expectation of reward. Personal is the way to go: person to person. I also agree Suhail that the reward be public in many cases. If possible the reward should be for the whole team in some circumstances, rather than for some individual all the time.
The idea is that there be a personal acknowledgement for effort delivered. Like me saying thanks to you for holding the door. It recognizes that I appreciate your effort.
In a similar way, it should be encouraged that these rewards are provided by the team members to each other as well. Saving Changes...
Bruce Wilkinson MBA, PMPExpert Project Manager / Trustworthy Executive Assistant / Business Coach| goBRUCE Business ServicesCuenca, Azuay, Ecuador
While reward systems can work fairly well in a Sales Organization, or in a Production Environment, I question whether they would work well in a Project Team. In projects that I have been on, the great performers were that way because they were self-motivated. They thrived on the reward of team and management recognition (public) for their efforts.
The under-performers didn’t really care, and while they were happy to receive any extra rewards (especially if they were “team” rewards for group achievements), it didn’t really change their inherent lack of motivation. I’ve seen these type of workers drag entire teams down. There are occasions where they should be “allowed to leave” the team.
The average workers often benefit from encouragement and praise where merited, in addition to extra training, but I think that often the mentoring aspects of teaming them with a more productive worker will pull them up to the next level of performance.
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Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
My take on this is that if you really want the best system it has to be tailored to each individual. Everyone is motivated by different things, so if you want to inspire everyone individually, then you'll have to create individual reward programmes based on what will make each person do their very best. Saving Changes...
Sony Joel BagaoisanMaintenance Technician/Electrician| Hunt CompaniesHonolulu, Hi, United States
I think reward system is a great ideas to an corporate organization so that workers plan to do their job properly and has something to do to put them recognize in the public, receiving gifts cards or appreciation letters, excellent performances rating are ensuring to promote and reinforce desire behaviors (PMI, pg. 266). It was happen to me when I was chosen as a best employees in the whole organization around the world. We are only human that we need to move with proper appetite, according to Project Management Institute (2013) risk appetite is a worker willing to take the risk. Project Manager should coordinate to Human Resources department to talk about this reward system in order to have this merit system like a military reward system. In this case workers and group team will be motivated to finish the project. Risk appetite will be good for production job because they are using manual work job, so it will be nice if they have those reward. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
Unfortunately, it can be easy to wind up spending most of your time with your under-performers. We really need to reverse that.
As far as rewarding is concerned, it must personalized to each individual. Some people want new opportunities rather than money. Some people do not like public recognition. I like recognition over rewarding because it encompasses so much more. Acknowledge people''s accomplishments frequently and immediately, even if it''s a simple "Thank you". Saving Changes...
LIH WANGPM I APM| Siemens Rail Automation Systems Ltd. Taiwan OfficeT'Ai-Pei, Taiwan
A typical reward system could be just like the bonus received at the end of fiscal year. This practice also works well in a project team. Managers sit down with his/her team members to set 3-5 goals at the beginning of the fiscal year and these goals would be assessed/refined together every half year. For a short term project less than a year, goals can be set when a project starts. The bonus for team members can be linked to their performance evaluation at the end of the project. Saving Changes...
Bala S DuvvuriProject Manager| ShellBangalore, Karnataka, India
This is my experience and what I do(may not be possible to do for a very large team) 1.Understand the strengths/weaknesses and motivating factors of each individual when he/she is on-boarded. 2.Providing a platform like training, mentoring etc to overcome weaknesses and to work towards improvements. 3.Setting clear and measurable goals. 4.Timely revisit the goals and see the performance and provide constructive feedback. 5.Recognize the efforts, hard work and celebrate in what ever way possible.
Rewards may not necessarily be monetary but they can be like showing growth, helping to overcome the weaknesses. Saving Changes...
