How do I pay employees? And how do I get paid? This course covers how to pay employees. We begin by asking: "What kind of a person do I need to attract, retain, and motivate for my business to succeed?" From here, we'll explain how to translate that pay strategy into the pay mix: the salary structure, short-term incentives, long-term incentives, and benefits that are aligned to your business objectives. Interested in learning more about the technical aspects of compensation, but don't know where to begin? We'll give an overview of key the key technical skills: compliance with pay regulations, understanding stock options, shopping for health insurance and pension providers, and designing incentive plans. Lastly, we'll discuss non-monetary methods of motivating employees. If you're interested in learning how to pay employees, or learning where your paycheck comes from, this course is for you!
4.2.3 Flexibility
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來自 University of Minnesota 的課程
Managing Employee Compensation
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NON-MONETARY REWARDS
In this module you will learn about Non-Monetary Rewards. These are very important rewards and are different from monetary rewards. At the end of this lesson you should be able to explain what a non-monetary reward is, describe different kinds of non-monetary rewards, and some ways to implement non-monetary rewards at your own company. So get ready, get started, and go for it!
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Alan BensonAssistant Professor
Carlson School of Management, Department of Work and Organizations
Mike DavisSenior Lecturer
Carlson School of Management, Department of Work and Organizations
Hi, I'm Mike Davis and we're back with non-monetary rewards.
We've covered some ground thus far.
We've talked about how important non-monetary rewards are in
a combination with cash pay.
We've talked about the fact that this is valued both by employees and employers and
we just finished a deeper dive into using recognition, and
learning at work is non-monetary rewards.
Personally, this is one of my favorite topics, which is talking about how
employers can look at work more flexibly to help employees
who are leading more complicated and blended lives between their work and
their home life and how these programs can help balance that.
So back to the model, interestingly enough when we look at the Zingheim and
Schuster model, the word flexibility isn't really on here.
Yet it's implicit in, I drew an arrow to the positive work place, it's
implicit in all of them, that flexibility and how we think about growth, think about
the future, think about the workplace, even think about pay is inherent.
So I just drew the arrow in one spot, but we could of done it with four.
So the need for flexibility,
I think everybody listening to this much must know this, it's a big deal, and
the reasons are very different person to person, and the reasons can change.
Think of it, you could need to care for a parent all of a sudden, or a child or
a spouse that two months ago you didn't have to do, two months ago from now it
may be that everything's fine, but right now you need some flexibility for that.
And it could be because of a tragedy or a need that just came up suddenly.
Another reason for flexibility is I want to do some eduction while i'm working.
So I need to find a way to balance not only my personal and work life.
But fit in some schooling as well.
Job flexibility is unbelievably important and
I've underscored when you need it most.
Because when you don't it's actually not on the radar screen.
When you do, the value's huge.
So the desire for flexibility, it's again, personal, might be temporary,
in fact, in a lot of cases it is and it might vary in importance.
Couple things to talk about.
One, employees can be afraid to bring this up because they're worried if I come into
work and ask for some flexibility that my manager might look negatively.
And is it an issue of, are you not willing to work hard enough or
deal with that issue on your own time?
Is your job not a priority?
And so you can have people, and I've listed at the bottom.
Think about what your response might be.
You might just suffer quietly which is a terrible way to think about
going through a day.
You might actually call in sick which nobody really wants to lie.
But that's the way of getting some time off if you need it or
you just don't show up which is even worse or
more importantly you might just say I can't do this job and I need to quit.
None of them seem like very good responses for
somebody who just needs some flexibility.
Now back to best employers they know about this.
They know that employees want and value flexibility.
And the first step an employer needs to do is just have an open door I'm willing
to talk about it don't be afraid to come into work and
tell me you might need something done a little differently.
And the fact is companies can do a lot with planning.
You can do almost anything within the bounds of reason.
And in the case of emergencies if you set up a cultural value that we're going to
help each other out in times of emergency everybody can pitch in and help.
And it can handle almost anyone of those.
So creates a cultural value that's not only just flexibility but
that it's a caring value as well too.
Unbelievably powerful when done right.
So some examples of work place flexibility are shown here.
They are from a study done by Boston College.
And there are more than just these, although these are the most common.
When I come in, when I leave, sometimes just starting an hour later, and
finishing an hour later makes a huge difference.
Or alternating schedules, or
I've really got to take some time off to go deal with a personal need,
can I come back in a month or two, and pick up my job where I left off?
And you can see the rest.
There are a quite a few.
Again, this is where creativity comes into play.
What can you do to help somebody meet a need?
Now these approaches can be formal or informal.
So not surprisingly, there's a big difference.
It can just be an agreement between a manager and an employee.
And in this case every situation is separate, it's one on one discussion and
it's all between those two people and maybe the coworkers might be affected too.
For a company a program it's different.
It's more open, more transparent, there is formal process,
might even require approval, might be some written guidelines.
There's less variability by manager but
also less ability to be spontaneous by a manger too.
And there is a different employee risk between formal and informal.
You're probably not as worried with a formal program about raising your hand.
And if you don't know, you might be worried how your boss is going to think.
This is again we talked about great manager
before great managers understand this.
They tend to be superb at embracing the concept.
Employees know who the managers are who embrace the notion of flexibility,
they want to work for those people.
And the bottom line here, and
I underscored it, we all need flexibility at some point in our lives.
So if we look at the patterns of this the surveys show
employees really value workplace flexibility.
We also know that needs changed.
They're not the same.
It could be different today than it is tomorrow and
it could vary over a longer period of time.
We know the very best employers.
Those that are employers of choice embrace the concept and do so
while keeping the performance standards of the business and the individual high.
Not embracing flexibility can lead to a couple of bad things.
It can lead to people leaving and it can lead to poor morale.
Neither of which is something that the company wants.
So if we looked back we've covered the importance of non-monetary rewards,
we've talked about the value to employers and employees, and
we looked into three non-monetary programs in greater depth.
Recognition, learning, and flexibility.
Now we're going to move to a different phase and talk about how to create and
administer these programs.
