Create the meaning of work

The most important factor to optimize employee experience is to create the meaning of work and give employees a sense of accomplishment and belonging. When employees work, they pursue not only easy affairs and balance with life, but also a career and goal, which is the inspiring driving force brought by work.

By creating the meaning of their work for employees, employees will think that enterprises attach great importance to their contributions, which will help employees maintain a positive working attitude and regulate their behavior, so as to give back to the organization in this way.

It can be seen that it is very important for enterprises to create work meaning for employees and be understood by employees. If an enterprise can clearly find a goal that is important to all employees, and establish a connection between work and employees’ own needs, so that the operation of the whole organization can be carried out around this connection, and the incentives are compatible, then it will help to maintain employees’ continuous progress and generate considerable benefits for the enterprise.

Therefore, this article puts forward several strategies for optimizing human resources from the perspectives of individual employees and enterprise environment, and analyzes the limitations of this incentive mechanism with critical thinking.

According to Maslow’s demand theory, people’s needs are diversified, generally including physiology, safety, emotion, respect and self-realization. Therefore, when creating work significance, human resources leaders should also consider people-oriented and encourage employees step by step from the perspectives of salary and welfare, cultural identity and self-realization. When employees’ basic needs are met, they will move towards a higher level, which will make employees pursue and work tirelessly, thus creating more benefits for enterprises.

Compensation and benefits

Salary and welfare are the most fundamental connections between employees’ personal interests and company interests, and financial incentives are the most powerful determinant of employees’ performance, because it is related to employees’ vital interests and the basic guarantee of survival.

Therefore, when the company creates work significance for employees, it should take into account the needs of employees at this basic level, and create a reasonable salary structure closely related to the development of the enterprise for employees, so as to promote the unity of employees’ personal goals and enterprise goals and achieve mutual benefit and win-win results for both parties.

Specifically, organizations can choose flexible compensation and welfare system. The traditional wage system includes post wage system, performance wage system and skill wage system. However, due to the different development stages of companies and the different levels of employees’ needs, traditional compensation and benefits often bring great time lag. Especially in today’s digital age, employees’ right to choose independently has been greatly improved, and flexible salary structure is the key to retain outstanding talents and stimulate employees’ motivation.

The company can adjust the salary and welfare structure according to the nature, performance, skill level, engagement and other factors of employees’ work. For example, an enterprise can set triple salary of external salary, internal salary and welfare salary, and basic external salary, that is, a fixed salary is given for job performance, technical nature and seniority. Give internal salary rewards to employees’ dedication and struggle psychology, and increase employees’ sense of pride and honor; At the same time, it also provides welfare compensation such as “five insurances and one gold” to stabilize the sustainable development of employees.

Cultural identity

On the basis that the fundamental material needs are met, enterprises also need to strengthen internal cultural identity. They can make use of social platforms such as the company’s public mail, WeChat and Weibo for publicity, or carry out activities such as internal clubs, so that the cultural core of enterprises is rooted in the hearts of employees.

In this working atmosphere, on the one hand, employees will recognize the value of the enterprise more, on the other hand, employees’ physical and mental state is relatively relaxed, and they can be more active in their work and output greater professional value, so as to realize the common development of individuals and enterprises.

Self-realization

At the same time, enterprises can also encourage and support employees to deepen their knowledge and skills, so that employees can learn and improve themselves in the way they like. Enterprises can also subsidize employees to give famous lectures, audition discussions, and even go abroad for further study, and get a deep understanding of employees’ career planning and give them necessary support. On this basis, we can sign a large-scale subsidy contract with outstanding talents, so as to improve the retention rate of talents.

On the one hand, these measures can be a way for enterprises to encourage outstanding employees and enhance their development confidence and self-realization; On the other hand, it can also improve the quality of enterprise talents and enhance employees’ sense of dependence on enterprises.

Organization environment

In addition, from the organization environment, it is also necessary to provide the system that can meet the personal needs of employees, cultural identity and self-realization, and clearly motivate employees and create the procedures and standards of work significance.

Strengthen fairness and transparency

China’s corporate culture contains the right distance brought by seniority. In order to better give employees work significance, motivate them to work actively and bring innovation into play, enterprises should break the fixed logic of seniority, give equal rights to all employees, and guide employees to participate in the formulation of incentive rules, so as to win more trust.

At the same time, we should also ensure the transparency of the organization’s operation. Whether employees’ excellent behavior or bad behavior should be effectively supervised and announced, so as to make the internal atmosphere of the enterprise positive.

Only when all employees feel fairness and information, will they think that their efforts and efforts are recognized and worthwhile, so they are more willing to improve their engagement and contribution.

Carry out the assessment and supervision mechanism

For the above-mentioned factors such as employees’ cultural identity and self-realization, enterprises can create opportunities for examination and supervision, convey suggestions to employees, train employees to set corresponding goals, and supervise and evaluate them on the premise of setting goals.

Enterprises and employees should also make it clear that the purpose of building the supervision mechanism is not only to ensure the implementation of the incentive mechanism, but also to make employees clear their work objectives and ways of self-realization. Enterprises can set up a special training team to evaluate the implementation of employees’ cultural feelings and self-identity, collect feedback and analyze the implementation of enterprise incentive mechanism, and give appropriate solutions in time.

Limitation analysis

As mentioned above, by creating the meaning of work for employees, not only can employees’ engagement and work efficiency be improved, but also organizations and employees can achieve mutual benefit and common development. Nevertheless, some literature studies show that only workers with relatively high ability can use this incentive method, but this method has no obvious effect on workers with relatively low ability. Therefore, when designing the incentive mechanism, the managers of human resources should also consider the differences of employees’ abilities and organizational background for flexible adjustment.

By Demi Zhang