Intangible staff motivation negotiations tend to cause a downward smile for Ritel managers. The best reward for the seller, they think it's money.

Yes, it is. It's not an idea in the mall, it's a salary. The defence factory could say that it is carrying out an important mission to protect our State by extracting details for tanks. And while wages are low, the country of workers respects and values.

Intangible motivation is based on staff members ' awareness of the social value of their profession. What's the big idea for a salesman about the social value of his work? That he's fighting competition? They're the same sellers offering the same goods to buyers. Maybe tell me that we pink workers are helping the client make a better choice. Of course, but it means that the seller just helps people consume more and more qualitatively. Agree, very dubious value to humanity.

However, intangible motivation is necessary for several reasons and we will apply it.

1. The effectiveness of monetary motivation is limited

Large retail networks periodically review salary proposals in order to lure competing network staff to their jobs. The shop directors know very well that sellers often travel from one company to another. Staff return sometimes, then go again and so on. Just like birds that fly to the warm ends when time comes.

You can't set a salary once and for all. There are always dissatisfied, so the size and accrual principles must be reviewed. In addition, pay is a relative thing. It depends on macroeconomic factors. For example, the rouble and the value of the monetary rewards have diminished, as the purchasing power of the money has also become less.

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Cash incentives therefore need to be " supported " by introducing intangible methods of motivation.

2. We need to increase the prestige of work.

If people were only interested in money, they'd be doing any job. Including one that is condemned by society. But it's not. For many, the authority of a specialist is important.

The sellers in our country do not like to work, believing that trade is a fraud. It's supposed to be that if you don't want to sell a big mind, it's just a push and the ability to give what you want to do. Everyone therefore seeks to move quickly through the career ladder by taking a more “grandfather” position, the administrator or the director of the store.

The challenge of intangible motivation is to show that the seller is also a profession where there is a place of professional growth, career and labour. That a good pink worker respects and values himself.

Career growth

Candidates attending interviews usually wondered whether there was career growth in the organization. No one's ever wanted to be a regular salesman. That's why staff need to be raised. But the possibility of a career break isn't so great. Theoretically, the merchant shop seller could be, for example, the director of the store, but for that purpose, the incumbent trade manager would need to quit. Well, hunters are a lot, and they're small.

But there's a way. We need to create a microerarchy at the store. For example, to introduce more official degrees - the seller, the lead seller, the senior seller, etc. When the career stage is marked, the staff member knows why he was raised professionally. In fact, senior officials have more chances of getting a chief (or administrator) position.

In addition, staff turnover in retail networks is quite high, which means that newcomers are constantly trained. One of the sellers can be upgraded by instructing them. May it perform day-to-day duties and, when required, adapt new staff. The instructor is an honorary post.

Competitions

People like to compete. Why don't you use that natural propulsion? Organize the competitions, make the staff play (see here... for more details about the game forms). Games are a powerful intangible stimulus.

Public gratitude

Good morning is not only for the cats, but also for the pink. It's not a nostalgia for Soviet times, but a stimulus. Public recognition increases staff self-assessment.