Principles of Reward Strategy

Summary

本视频探讨了奖励策略的原则和重要性，强调了奖励系统对员工动机和组织成功的影响。奖励策略不仅包括薪酬和福利，还包括对员工绩效的认可和激励。视频解释了内在奖励和外在奖励的区别，并强调了根据员工的绩效来分配奖励的重要性。此外，还讨论了实施绩效薪酬计划的先决条件，以及如何设计有效的奖励策略，包括创造积极的奖励体验、与业务目标对齐、扩展员工视野、整合奖励以及奖励个人价值和结果。最后，提出了四个主要的奖励组成部分：个人成长、吸引人的未来、积极的工作环境和全面的薪酬。

Takeaways

• 📚 奖励策略是组织如何思考和应用奖励问题的方式，它包括奖励的类型及其分配。
• 💡 奖励系统是管理用来激励员工的最有效工具之一，反映了管理层的态度、意图和整个组织氛围。
• 🔗 奖励策略是人力资源战略的重要组成部分，与薪酬水平、福利计划、奖励结构、激励、现金奖金、绩效管理、认可和非现金奖励等紧密相关。
• 🌟 员工的内在动机，如成就感、工作满意度、个人成长和地位等，可以显著提高工作效率和专业发展。
• 💰 外在动机基于有形奖励，如加薪、达到销售配额的奖金、带薪休假、公开表扬或奖项、晋升和额外职责。
• 🤔 员工的动机差异可能很大，一个有动力的工作队伍是组织成功的重要因素，而缺乏动力的员工可能会对组织产生负面影响。
• 👥 奖励策略应与学习和发展策略相联系，成为业务战略的一部分，反映管理层对员工的态度和意图。
• 💼 实施绩效薪酬计划需要考虑多个前提条件，如信任和管理层、绩效约束的缺失、训练有素的监督者和管理者、良好的测量系统、支付能力和灵活的报告周期。
• 📈 设计奖励策略时应考虑的原则包括创造积极的奖励体验、与业务目标对齐、扩展员工的视野、整合奖励以及用基本薪酬奖励个体持续的价值。
• 🏆 奖励系统的四个主要组成部分是个人成长、吸引人的未来、积极的工作环境和总薪酬，这些组成部分有助于鼓励员工并使他们成为组织成功的一部分。

Q & A

什么是奖励策略？

奖励策略决定了奖励管理的创新和发展应该朝哪个方向进行，以及如何支持业务战略，如何整合，优先考虑哪些举措，以及何时实施。它是一种思考方式，可以应用于组织中出现的任何奖励问题，以创造其价值。

为什么员工对组织奖励系统的看法很重要？

员工通常将组织奖励系统的设计和使用解读为管理层态度、意图以及整个组织氛围的反映。因此，组织奖励系统是管理层最有力的激励工具之一。

组织奖励系统包括哪些部分？

组织奖励系统包括要提供的奖励类型及其分配。它由内在奖励和外在奖励组成，是员工因工作表现而获得的积极成果。

内在奖励和外在奖励有什么区别？

内在奖励是个人内在的，由个人兴趣或享受驱动，与工作本身有关。而外在奖励则是由外部提供，通常由主管或经理提供，与金钱等有形奖励有关。

为什么内在奖励对员工很重要？

内在奖励，如成就感、工作满意度、个人成长和地位等，可以激发员工在更高水平上工作，推动他们专业发展。赫茨伯格的动机理论也发现，内在奖励在提高员工动机方面比金钱奖励更强大。

外在奖励在工作场所如何起作用？

外在奖励，如加薪、达到某些配额的奖金、带薪休假、公开表扬、晋升和额外职责等，可以因为薪酬、休假、晋升和认可对大多数员工很重要，从而激励员工。

实施绩效薪酬计划需要哪些前提条件？

实施绩效薪酬计划需要信任和管理层的支持、没有绩效限制、训练有素的监督者和管理者、良好的测量系统、足够的薪酬预算、明确区分生活成本、资历和绩效以及灵活的报告周期等条件。

设计奖励策略时应考虑哪些原则？

设计奖励策略时应考虑创造积极和自然的奖励体验、与业务目标对齐、扩展人们的视野、整合奖励以及用基本薪酬奖励个体持续价值等原则。

奖励策略的四个主要组成部分是什么？

奖励策略的四个主要组成部分包括个人成长（投资于人员发展和培训、绩效管理和职业提升）、吸引人的未来（基于公司愿景和价值观的奖励组件）、积极的工作环境（确保组织内部环境是以人为本的）和总薪酬（包括基本薪酬、变动薪酬、福利、间接薪酬和其他激励措施）。

为什么说奖励系统应该根据组织的价值观和使命来设计？

奖励系统应该根据组织的价值观和使命来设计，以确保它是员工友好的，并鼓励员工承担组织的责任，从而实现员工和组织目标的一致性。

奖励策略如何与业务战略相联系？

奖励策略是业务战略的一部分，它反映了管理层对员工的态度和意图，确保奖励与组织目标一致，并通过奖励实现组织的成功。

为什么动机对组织成功至关重要？

动机可以显著影响组织的成功。当员工被激励在更高水平上工作时，整个组织运行得更有效，更能实现其目标。相比之下，缺乏动机的员工可能会破坏组织并分散其他员工的工作注意力。

Outlines

00:00

📈 奖励策略与员工动机

本段视频脚本讨论了奖励策略的重要性及其对员工动机的影响。强调了员工如何将组织的奖励系统解读为管理层态度和意图的反映，以及整个组织氛围的一部分。介绍了奖励策略的定义，即确定奖励管理创新和发展的方向，以及如何整合这些创新以支持业务策略。此外，还提到了组织奖励包括内在和外在奖励，如薪酬、福利、奖金、认可和非现金奖励等，这些都与奖励策略紧密相连。

05:01

🌟 内在奖励与外在奖励

第二段中，视频脚本详细解释了内在奖励和外在奖励的概念。内在奖励源于个人的兴趣、享受和成就感，如完成挑战或任务后的满足感。内在动机的员工倾向于在更高的生产力水平上工作，并追求专业发展。而外在奖励则是由组织提供的，如加薪、奖金、晋升和认可等，通常是基于员工的表现。脚本还提到了赫茨伯格的双因素理论，强调内在奖励在提高员工动机方面比金钱奖励更为有效。

10:01

🔍 奖励策略的设计原则

第三段讨论了设计奖励策略时应考虑的几个原则。首先，要创造积极和自然的奖励体验，领导者需要沟通和教育员工关于奖励变化的原因及其对员工和公司的好处。其次，奖励应与业务目标对齐，确保公司和员工都能从关系中获益。第三，扩展员工的视野，让他们了解自己如何影响团队、部门和公司的结果。第四，整合奖励，使用各种工具来实现最佳效果。最后，用基本工资奖励个体持续的价值，并用变动工资奖励结果。

15:02

💼 奖励系统的四大组成部分

最后一段视频脚本介绍了奖励系统的四个主要组成部分：个人成长、吸引人的未来、积极的工作场所和总薪酬。个人成长包括对员工发展和培训的投资、绩效管理和职业提升。吸引人的未来要求组织基于其愿景和价值观设计奖励组成部分，并考虑公司成长和成功。积极的工作场所强调组织需要创造一个促进员工参与、信任和承诺的环境。总薪酬则包括基本工资、变动工资、福利和其他激励措施，以吸引和激励员工。

Keywords

💡奖励策略

奖励策略是确定奖励管理创新和发展的方向，以及如何将这些创新与业务战略整合，并确定优先级和实施阶段。在视频中，奖励策略被视为支持业务战略的重要部分，包括薪酬水平、福利计划、奖励结构、激励措施、现金奖金、绩效管理、认可和非现金奖励等，都是与奖励策略相关联的。

💡内在奖励

内在奖励是指个人内在的动机，它是由个人兴趣或享受驱动的，与工作本身相关。内在奖励存在于个体内部，不依赖于他人。例如，当员工完成一个需要大量努力的工作任务时，他们可能会感到成就感，这种成就感就是一种内在奖励。

💡外在奖励

外在奖励是基于有形奖励的动机，通常由上级或管理者提供，他们掌握着何时以及多少提供外在奖励的权力。外在奖励通常是财务性质的，如加薪、达到某些配额的奖金或带薪休假。视频中提到，外在奖励还包括更好的办公环境、口头表扬、公开认可或晋升等。

💡绩效

绩效是指员工的工作表现和成果。在视频中，绩效与奖励紧密相关，奖励通常与员工帮助组织实现目标的行为相联系。例如，当员工达到销售目标时，他们可能会获得奖金或其他形式的奖励。

💡动机

动机是指推动员工以更高水平的生产力工作的心理状态。一个有动机的员工队伍可以显著影响组织的成功。视频中提到，当员工被激励以更高水平的生产力工作时，整个组织运行得更有效，并且更擅长实现其目标。

💡人力资源管理

人力资源管理是指协调和管理组织奖励系统的部门。在视频中，人力资源管理负责确保奖励策略与业务战略一致，并且有效地激励员工。

💡员工参与

员工参与是指员工对工作和组织的投入和承诺。视频中提到，为了鼓励员工的内在动机，管理者应该提供有意义的工作，允许员工通过高度自主权做出选择，并提供展示其专业能力的机会。

💡绩效管理

绩效管理是一个系统，用于设定、测量和改进员工的工作表现。在视频中，绩效管理是奖励策略的一个重要组成部分，因为它有助于确保奖励与员工的绩效和组织目标的实现相一致。

💡职业发展

职业发展是指员工在其职业生涯中的成长和发展。视频中提到，为了鼓励个人成长，组织应该投资于员工的培训和发展，确保绩效管理系统健全，并鼓励员工进行职业提升。

💡总薪酬

总薪酬是指员工从组织那里获得的所有形式的薪酬，包括基本工资、变动薪酬、福利和其他激励措施。视频中强调，总薪酬应该包含所有吸引员工的要素，以形成一个有效的奖励系统。

💡企业文化

企业文化是指组织的价值观、信仰和行为准则。在视频中，员工通常将组织的奖励系统解读为管理层态度、意图和整个组织气候的反映，因此，企业文化在设计和实施奖励策略时起着关键作用。

Highlights

奖励策略是组织奖励系统的重要组成部分，影响员工对管理层态度和组织氛围的看法。

奖励策略定义：决定奖励管理创新和发展的方向，以及如何整合和实施优先级。

组织奖励包括内在奖励和外在奖励，涵盖因就业而获得的所有类型奖励。

内在奖励源于个人，如成就感、工作满意度、个人成长和地位等。

外在奖励通常由上级提供，如加薪、奖金、晋升和表扬等物质奖励。

赫茨伯格的双因素理论指出，内在奖励比金钱更能提高员工的工作动力。

奖励策略应与业务战略相一致，反映管理层对员工的态度和意图。

奖励系统是影响员工行为的强大工具，对组织成功至关重要。

实施绩效薪酬计划需要考虑信任管理、绩效限制、培训监督者和管理者等因素。

奖励策略设计时应遵循创造积极奖励体验、与业务目标对齐等原则。

奖励策略应扩展员工视野，让他们了解如何影响团队和公司的结果。

奖励策略需要整合各种奖励工具，创建定制化的总奖励方案。

基本薪酬应奖励个人价值，包括技能、绩效和劳动市场价值。

通过可变薪酬奖励结果，创建公司与员工之间的共赢关系。

奖励系统的四大组成部分：个人成长、吸引人的未来、积极的工作场所和总薪酬。

奖励系统应根据组织价值观和使命设计，鼓励员工承担责任。

Transcripts

hello everyone and thanks for watching

yippee dia videos in the last session we

have seen compensation and elements of

compensation it's variable pay and then

the related topics to compensation this

video we are going to discuss about the

principles of reward strategy flutings

evoked as much emotion as the

organization's reward system employees

often interpret the design and use of

organizational reward system as a

reflection of management attitudes

intentions an entire organizational

climate because of this the

organizational reward system is were not

the most effective motivation tools

managers have at their disposal the

responsibility for coordinating and

administering the system usually resides

with the human resource management now

what is this reward strategy let us see

the definition reward strategy

determines the direction in which reward

management innovations and developments

should go to support the business

strategy how they should be integrated

the priority that should be given to

initiatives and phase at which they

should be implemented the organizational

reward system consists of the types of

rewards to be offered and their

distribution reward strategy is

ultimately a way of thinking that you

can apply to any reward issue arising in

your organization to see how you can

create the value from it the

organizational rewards include all types

of rewards both intrinsic and extrinsic

data received as a result of employment

by the organization the diagram which is

given mentions the reward strategy as an

important part of s HR strategy the

above figure mentions that

organizational rewards are perceived as

a reflection of manage

attitudes intentions and then the

organizational climate let us take a

careful look at the diagram again where

in the reward strategy is shown as a

part of a charge strategy where in pay

levels benefit plans reward structures

incentives cash bonuses performance

management recognition non-cash awards

are all linked to the reward strategy

have you ever wondered why some

employees are more motivated than others

to work at a higher level of

productivity a motivated workforce

can be significant factor in

organizational success when employees

are motivated to work at higher levels

of productivity the organization as a

whole runs more efficiently and is more

effective at reaching its goals this is

in contrast to an unmotivated workforce

who can negatively disrupt an

organization and distract employees from

their work for this reason it is

imperative that managers understand the

power of reward systems and how they are

used to influence the employee behavior

in this diagram we can see that learning

and development strategy and reward

strategy are linked to the HR strategy

which becomes the part of the business

strategy now this is very evident that

reward strategy would be the reflection

of the attitude and the intention of

management towards their employees

organizational reward system consists of

types of rewards to be offered and their

distribution organizational reward

consists of both extrinsic and intrinsic

that are received as a result of

employment by the organization rewards

are positive outcomes that are earned as

a result of employees performance these

rewards are aligned with the

organizational goals when an employee

helps an organization in the achievement

of one of its goals a reward often flows

there are two general types of rewards

that is intrinsic and extra

now let us see what our intrinsic

rewards intrinsic motivation is internal

to the person in that it is something

that you have to offer yourself and is

driven by personal interest or enjoyment

and they work itself because intrinsic

motivation exists within the individual

achieving it it does not depend on

others some people believe that the most

powerful rewards come from inside a

person think of that sense of

accomplishment you feel once you have

overcome a significant challenge or

completed an assignment or a work

project that required a good deal of

efforts intrinsic motivation provides

that personal pat on the back or natural

high that reflects a person's ability

competency growth knowledge and self

control over their endeavors employees

who are intrinsically motivated tend to

work at higher levels of productivity

and strive to develop professionally

intrinsic reward would include such

things like achievement feeling of

accomplishment in formal recognition job

satisfaction personal growth status etc

now let us see how intrinsic rewards

work in the workplace for example an

employee might want to reach a sales

quota by his manager to earn the bonus

that is attached to it but unless the

employee filled the sense of

accomplishment as a part of making those

sales the motivation to achieve this

quota is less powerful to help employees

with their intrinsic motivation manager

should always provide meaningful work

allow workers to make choices through a

high level of autonomy provide

opportunities for employees to show

their competence in their areas of

expertise facilitate professional

development so that employees can expand

on their levels of knowledge offer

frequent opportunities for employees to

reward themselves allow employees the

opportunity to connect with those with

whom

served to obtain valuable feedback give

them a path to monitor their progress

with milestones along the way in a

knowledge economy where the greatest

asset an employee can offer in the

organization is intelligence experience

problem-solving ability and change savvy

persona intrinsic rewards are especially

important to workers in fact if we go to

the theory of management Frederic

Hertzberg who is one of the leading

theorists of workplace motivation found

intrinsic rewards to be much stronger

than the financial rewards in increasing

the employee motivation this is not to

say that employees will not seek

financial rewards in addition to

intrinsic rewards rather it is just the

means that money is not enough to

maximize motivation in most employees

people want to feel like their

contributions matter a lot now let us

see the extrinsic rewards extrinsic

motivation is based on tangible rewards

unlike intrinsic motivation that is self

administered extrinsic motivation is

external to the individual and is

typically offered by a supervisor or

manager who holds all the power in

relation to when extrinsic rewards are

offered and in what amount extrinsic

rewards are usually financial in nature

such as a raise in salary a bonus for

reaching some quota or paid time off

however extrinsic rewards can also be as

simple as getting better office verbal

praise public recognition or Awards

promotions and additional

responsibilities the examples of

extrinsic reward are formal recognition

fringe benefits incentive payments pay

promotion social relationships physical

work environment the extrinsic rewards

in workplace for example the employee

may not be interested in the product he

is selling but reaching the quota means

the bonus so he is motivated to put

forth the efforts to meet the sales

quota

these material rewards can be motivating

to employees because pay time off

advancement and recognition are

important to most workers just imagine

how demotivating it would be to be

underpaid overworked and unappreciated

and you can quickly see how important

extrinsic rewards are to organizational

success an extrinsically motivated

person will work on a task that they do

not particularly care for simply because

of the anticipated satisfaction that

will come from some extrinsic reward now

whether the company should adopt the

reward policy as extrinsic or intrinsic

that matters a lot

selection of rewards is very critical in

the reward system if the organization

has to implement it and function

effectively employee perception has to

be taken in account pay is generally

considered the most effective reward

variables such as age marital status

years of service can influence the

employee preferences ideally the rewards

should depend on performance it

increases the employee motivation there

are few preconditions for implementing a

pay-for-performance program now these

conditions are one has to have the trust

and management which means if employees

are skeptical of management it is

difficult to make a pay for performance

program work the primary organizational

variable which is used to reward the

employees and reinforce performance is

pay now the second precondition is the

absence of performance constraints which

means pay for performance programs are

usually based on an employee's ability

and efforts the jobs must be

restructured so that employees

performance is not hampered by factors

beyond his or her control

third is trained supervisors and

managers the supervisors and managers

must be trained in setting and measuring

the performance standards

fourth is good measurement

system which means that performance

should be based on criteria data job

specific and focus on the results

achieved next is ability to pay the

merit portion of the salary increase the

budget must be large enough to get the

attention of employees next clear

distinction amongst cost-of-living

seniority and merit which means that in

the absence of strong evidence to the

contrary employees will naturally assume

a pay increase is a cost of living or

seniority increase well communicated in

total pay policy employees must have a

very clear understanding of how merit

fits into the total pay picture last one

is flexible reports Chadron it is easier

to establish a credible pay for

performance plan if all the employees do

not receive pay adjustments on the same

date this performance report

relationship is desirable not only at

the organizational or corporate level

but it is also important at the

individual level the theory behind is

that employees will be motivated when

they believe such motivation will lead

to desired results unfortunately many

formal rewards provided by the

organization's are not related to the

performance the words in this category

include their vacations insurance plan

and the holidays are almost determined

by the organizational membership and

seniority rather than the performance

now there are certain principles which

are to be taken into account while

designing the reward strategy now these

principles are number one create a

positive and natural reward experience

how leaders must take care early to

communicate and educate people on the

reasons for changing rewards and

advantages to the workforce and company

involve people in the change process to

gain their understanding acceptance and

commitment second is align rewards with

the business goal to create a win-win

part

which means both the company and people

need to gain from the relationship

people who contribute to the

organization achieving goals share in

the success to ensure a balanced win-win

partnership the company must provide a

clear direction people must continue to

add value and the company must

acknowledge their value with rewards

third is extend people's line of sight

which means involve people in extending

their line of sight to how they

influence the result of their team group

business unit and company English people

in understanding how what they do

affects the customer and how they can

adapt to evolving customer needs ensure

that everyone is a knowledgeable

stakeholder in the overall success

fourth one is integrate the rewards

which means use each River tool for what

it does best take an overall perspective

of not only the total pay but also total

rewards when determining rewards for the

people create a customized better work

force deal from total rewards fifth is

reward

individual ongoing value with base pay

use based paid to reward three

dimensions of individual value the

skills and competences needed by the

company and used by the individual to

generate results second is the

individuals consistent performance over

time whether individual contributions

all contributions to the team results

third the individual value relative to

the labor market

the last one is reward results with

variable pay now the bottom line is that

the company needs results to meet

shareholders expectations and provide a

compelling future by rewarding the

workforce for achieving results variable

pave cash and equity create stakeholder

ship and win-win relationship between

people and the company so that both

share in subsys variable pay is best

to avoid results because it is agile

flexible adaptable responsive and be

able to focus on key measures of success

after seeing the principles of reward we

are going to see four total major reward

components

what are they number one for individual

growth we will see what are the

components investment in people

development and training performance

management and career enhancement now to

encourage individual growth we have to

invest a lot in the training and

development of a people who are working

that is employees we have to also see

that performance management systems are

intact and performance is properly

measured and we have to also encourage

the employees for the career enhancement

the second component is compelling

future the organization must device the

reward components based upon its visions

and values then there should be company

growth and success and the estimate for

the same the care should be taken that

company's image and reputation should be

taken into consideration the stakeholder

ship of the employees in the performance

as well as in the success of the

organization should also be appreciated

and there should be a win-win situation

wherein employee and employer both are

part of the success the third component

is positive workplace the onus lies on

the organization to ensure that there is

a very conducive environment in the

organization wherein it is people

focused there is the involvement and

courage from the employees there is the

feeling of trust and commitment towards

the organization the channels of

communication are open there is a strong

leadership which would contribute a

large for a teamwork the colleagues are

friendly and the work itself becomes the

source of positive motivation

last component is total pay the major

encouragement would come when the total

pay has all the attractive elements

which are required for the reward system

which should be as per the following

conditions base pay should be attractive

there should be the option of variable

pay which is given as per the

performance either in form of cash or

stock the benefits or indirect pay and

you know other insurance plans are the

paid vacations and other incentives

should be taken into consideration and

there should be timely recognition and

then the celebration of the success

which should be encouraged having seen

all these four components we can now say

that reward system should be according

to the organization's values and

missions it should be employee friendly

and it should encourage employees to

take the responsibility of the

organization we will see some more

components of wages in our next videos

thanks for watching