The motivation clause is one of the most important documents, as it records who, for what, gets into the company. This document will establish such a system wages and awards in which staff members themselves will not waste their working hours will be interested in identifying marriages and reducing costs.

Target 1. Follow the payroll to see how many " standing " in the labour market are at present, professionals similar to those working for you.

Target 2. Specify what the employer expects from the employees and how the staff meets these expectations.

Target 3. Develop tools that support both staff retention and strategic objectives of the company.

In your first task, you will understand whether your company pays the level of the labour market. If your company pays below the market level, there may be problems with staff retention. To avoid this, talk to management and schedule the harmonization of payments. Work with the finance and accounting department. They'll help you stay within the budget, and they'll probably point to the thinness and nuances that need to be taken into account.

To deal with the second task, to understand what the employer wants from the employees is not so hard. Talk to line managers and company management, study her financial statements over the years. We need to figure out how effective the personnel are. If there are problems, the next question is how to eliminate them by motivation.

Suppose line managers complain that staff spend too much time on personal business. The Director-General indicated that the number of staff was increasing, but the profits were not rising proportionally to the increase in staffing. Probably not motivated to work better.