Key performance indicators for the energy service of an industrial enterprise. Motivation system for designers Calculation of motivation for a master engineer

The article describes the author's approach to the financial motivation of service center employees on the example of the system of remuneration for engineers. The above scheme was practically implemented in several service centers in Russia and showed not only its high efficiency, but was also highly appreciated by the engineering staff of these service centers.

To improve the efficiency of employees, various methods of management and influence on them are used - from forceful coercion to motivating self-management. The most famous and simplest method of control was inherited by us from the distant past and is called the “carrot and stick method”.

In the era of the development of the world, the motivating factor of the warriors was the possession of new lands, captured slaves, tools and raw materials. After a successful military campaign, the warrior counted on his share of the booty.

Let us exclude from consideration the feudal methods and methods of the past and consider the principles of constructing incentive methods and schemes that have the right to exist in the modern and civilized world.

An effective system of remuneration for engineers

This method is nothing more than an upgrade of the oldest way to control animals. The driver holding a carrot on a long stick near the donkey's head, tied with a rope to the end of the stick, made it possible to easily direct the animal in the right direction.
In the era of the development of the world, the motivating factor of the warriors was the possession of new lands, captured slaves, tools and raw materials. After a successful military campaign, the warrior counted on his share of the booty.

We will mean by the definitions "COMPANY" or "ENTERPRISE", "SERVICE CENTER" - an organization designed to provide high-tech services, repair household appliances, repair personal computers, mobile phones and other microelectronics.

It is not easy to imagine a boss standing in a shop with a whip in his hand, surrounded by engineers repairing computers or mobile phones. Most likely, this can only be a nightmare of the same head of the service center, who received a scolding from the top manager for poor quality and a long time to repair equipment.

In our case, we are dealing with qualified personnel of the company, for whom a decent salary, a clear and transparent scheme for its calculation are one of the motivating factors. We all work, hoping to receive not only satisfaction and gratitude for the work, but also, most importantly, payment for the work performed, our efforts and time.

An effective remuneration scheme is the main stimulating factor for the successful work of employees aimed at making a profit by the enterprise and fulfilling the main tasks of service companies.

Consider the wage system as one of the levers for managing employees, improving the quality and efficiency of their work, as the main goal of this material. Moreover, this lever can be considered as self-management by an employee, as a stimulating factor in the effectiveness of the performance of his duties.

All wage systems are usually divided into two groups, the so-called forms of wages.

Form of remuneration- a payroll mechanism that records the amount of labor expended by employees.

If the number of services rendered, manufactured products is used as the main measure of the results of labor, then there is a piecework form of wages, and if the amount of time worked, then it is time-based.

Time wage- a wage system in which the amount of an employee's earnings depends on the time actually worked by him and his tariff rate (salary).
piecework wages- a form of remuneration in which earnings depend on the number of units produced, taking into account their quality, complexity and working conditions.
incentive pay- this is part of the general labor system, aiming the employee to achieve indicators that expand and / or exceed the range of his duties provided for by the basic norm. In this sense, incentive pay should be considered precisely as additional.

Variable salary- a remuneration system in which the amount of compensation to an employee is not constant, but depends on the results of his work, labor, the results of the work of a unit or organization as a whole. Why a variable?

Services, in terms of required volumes and their depth, are known to be subject to seasonal fluctuations, and it would be unreasonable not to take this fact into account. In addition, the performance of employees over time (year, month, season) may change, which should rightly be reflected in wages. The reasons for the change in employee productivity are well studied, but within the framework of this material, we will not dwell on them. Accounting for these facts allows, in the event of a critical situation, to predict the financial risks and costs of the company.

Of great importance is the maximum achievable level of remuneration that an employee can receive. It would seem that there is nothing wrong with the fact that the developed remuneration scheme allows an employee to receive a remuneration several times higher than his average level in the labor market. But still, it is necessary to foresee peak threshold values and possible levels of achievement in this scheme in order to keep the psychological situation in the team from negativity and physical exhaustion. In this case, the value (importance) of the employee for the company and its direct impact on the main financial indicators can play the main role. That is, wages in excess of the standards should be taken into account.

The use of these forms of payment has its advantages and disadvantages. Based on the specifics of the business under consideration and the set goal of obtaining a control lever for high-quality provision of services, the greatest interest to readers may becombined schemewages. Such a scheme implies the presence of some guaranteed monetary basis, which psychologically provides the employee with a forecast of his minimum income.

As a rule, the highest results are achieved by those companies that successfully use the relationship between the results of the work of each employee with his remuneration, with the overall result of the enterprise, linking it with the specific contribution of an individual employee in their internal company policy.

In practice, this is not easy to do. If you expand the remuneration system within the company, then you need to highlight some key points that you will have to rely on. First of all, it is necessary to decide what meaning is invested in the concept of “the result of the work” of an employee, to assess the importance and level of influence of the contribution of each to the overall treasury of results. After all, the value of each employee for the company is not the same for various reasons - the existing professional qualifications, the degree of responsibility for the work performed, loyalty to the company, etc.

Under the wage systemIt is customary to understand a certain relationship between indicators that characterize the measure (norm) of labor and the measure of its payment within and above the labor norms, which guarantees the employee to receive wages that correspond to the actually achieved results of labor (relative to the norm) and the price of his labor force agreed between the employee and the employer. It is advisable to add to this concept the previously considered value of an employee for the company, which will include a complex of various, individual indicators of an employee.

When developing a remuneration system, first of all, it is necessary to ensure the trust of the company's employees. The fact is that any innovation always causes a certain alertness, and if employees do not fully trust the management, then, as a rule, it seems to them that they are going to be deceived, carefully veiling this deception with cunning and complex wage systems. This is especially true for the introduction of a fundamentally new system of payment, for example, when switching from salaries to a piecework system, or a combined one. Without preliminary and subtle psychological training of personnel, the effect of the introduction of this system can be difficult to predict for those who develop it. And if the staff does not have faith in management, then all subsequent actions for any progressive changes will be useless, because people will believe that all this is aimed at increasing exploitation (and this is true) and infringing on their rights.

The next thing that is important to achieve by implementing a pay-for-performance system is the so-calledtransparency and simplicity. This is necessary so that the result can be controlled by the employee himself, so that it depends on his efforts whether he achieves this result or not, and if he does, then with what efforts and at what level. Figuratively speaking, so that the weather, an earthquake, the decision of a higher management, the attitude of colleagues, if possible, do not affect the results that this employee achieves. This is also not an easy task, and, most likely, we should only talk about minimizing factors beyond the control of the employee.

To create an effective payment system, the following main issues should be considered.

One of the complex indicators that can be used to create an effective wage system can belabor participation rate (KTU)- a generalized quantitative assessment of the personal labor contribution of each employee to the final results of the work of a group of employees and the entire enterprise. Since the work of any enterprise is carried out collectively, that is, in the close relationship of all employees with each other, as well as in the relationship of all departments with each other, the labor participation coefficient becomes in this case an indicator of the collective form of payment.

Thus, when using KTU, one can take into account labor productivity, employee qualifications, the quality of current work performed, compliance with labor and production discipline, and a general attitude to the performance of official duties.

In fact, there is nothing new in the KTU indicator. This indicator was used in Russia back in Soviet times and is time-tested, and its rationality can be used at the present time.

It may also be of interest to readers and another indicator that can be used to develop a remuneration system, this is the so-called tariff scale . This indicator is borrowed from the public sector of the economy, where it is currently successfully operating. The tariff scale is a scale that determines the ratio of wages when performing work by employees of various qualifications. But in the standard form, this is already a complex indicator, including the sums of all possible payments to the employee. The type, system of remuneration of wages, salaries, bonuses, other incentive payments of the enterprise are determined independently in collective agreements and local acts. This composite indicator is versatile and flexible. Different enterprises can establish different tariff scales, differing in the number of categories and the degree of increase in tariff coefficients.

The foreign prototype of the tariff scale, which is currently widely used in Russian companies to organize a wage system, is called grading or grading (from the English grade - level). The most common grading technique was developed by Edward Northrup Hay in 1943 (the guide profile table method). It consists of a series of methodological guidelines and three evaluation tables, according to which points are given to positions in the company. The tables contain the following criteria: the knowledge and skills required to perform duties, the range of issues to be resolved, the breadth of authority and the degree of freedom in decision-making, as well as the level of responsibility. The introduction of grading begins with finding out the value of each position in the company. After that, according to this criterion, an assessment of all positions is carried out, on the basis of which a tariff is developed. The tariff set serves as the basis for calculating the monetary remuneration for an employee assessed in points according to this job scale.

Each of the considered structures has its advantages and disadvantages, each of them has a target orientation. For use in its current form, none of them is fully suitable for organizing a system of financial motivation for the personnel of a service company - an enterprise that combines a production unit, first-line units (acceptance, customer reclamation department) and support units (spare parts warehouse, reporting department to manufacturers, etc. .). Therefore, it seems most appropriate to take the most significant and interesting parts of everything discussed above and create from them a wage system that satisfies the specifics of the service system.

Any wage system is a component of the overall enterprise management system, the purpose of which is to make a profit, that is, business. Therefore, the creation and use of effective wages should be considered from the standpoint of achieving the specified key performance indicators of the enterprise, for example, increasing its profitability, stability and significance in the market. That is, in order to develop the basis of the financial motivation system, the indicators should be decomposed according to their levels and the degree of influence on the expected result. This will set the indicators to the desired level and give them the required weight.

For example, the first level of practical indicators, the achievement of which is the goal of creating a remuneration system, is the speed of the customer's operations - repairs performed, the number of repairs and their quality (minimization of repeated repairs). In modern conditions, when the value of the client's time has increased disproportionately, the speed of repair comes to the fore. The client does not want to wait, he wants to receive the service immediately. The client is not interested in either the time of movement of the ordered spare parts from the supplier's warehouse or the complexity of the repair. This is an external indicator that is decisive for the survivability of the business. Not having received the service in a reasonable time, the client will go to another service company.

The next important indicators will be the completeness and cost of repairs performed and reported to the manufacturer (when performing warranty repairs), the number of paid repairs and their cost. These are internal financial indicators. These indicators should be variable components, which should be very sensitive and quickly respond to ongoing changes. From the understanding with which each employee approaches the repairs performed as a whole, the overall financial result of the enterprise is formed. It is not enough to repair, it is important to receive full payment for it.

As indicators for evaluating the effectiveness of the remuneration system itself, the customer satisfaction ratio can be used (the ratio of the total number of served customers who received a repair service to the number of dissatisfied customers who refused or did not receive the service). After all, if the purpose of creating a service company as a business is to make a profit, then the purpose of the company is to provide services to customers, without which this business cannot exist. Therefore, the more satisfied the client is, the more efficient the employee remuneration system works, because the number of clients in this case is growing. A company's profits cannot grow if customer satisfaction is declining. And the wages of employees in this case should also be reduced.

Based on the foregoing, let's consider a typical example of a financial motivation system built on these basic principles. Let's consider part of this motivation system using the example of repair engineers.

There are N employees-engineers for whom a system for assigning a labor participation coefficient (KTU) has been developed. KTU can vary from 0 to 1, in increments of 0.1. For example, 0.1, 0.2, 0.3 and so on. The lower the value of KTU, the lower the level of the engineer.
The total amount of the employee's remuneration consists of the following components: the amount of remuneration, which is determined by the KTU (flexible, temporarily fixed part).

The procedure for assigning KTU employees

The definition of KTU should be carried out collegially, that is, by the composition of a commission appointed from competent employees and capable of assessing the professional level of engineers and managers. This increases the objectivity of the results and increases the significance of the event. KTU is assigned either for a period of time until the next certification, or until the exam at the initiative of either party. KTU is a total, complex indicator.

The assignment is made based on the results of professional certification of employees (for example, testing on theoretical knowledge - an exam, on practical knowledge - skills and ability to work with specialized measuring and diagnostic equipment, soldering technologies, etc.). Participation in trainings of manufacturers, discipline and work experience in the company can also be taken into account. Each value of KTU must be described.
For example, KTU = 0.1 - a novice employee, without work experience, a student on probation.

KTU = 0.3 - an employee who has been working for less than a year, who has passed certification (satisfactorily), and is allowed to carry out simple repairs.
KTU \u003d 0.8 - an employee working more than 3rd years old, who has successfully passed the certification (excellent), disciplined, responsible, has mastered complex repairs, soldering BGA components and fulfills the specified norm in terms of the number of repairs.

For convenience, you can group KTU into levels. I.e 0.1-0.3 - one group, 0.4-0.6 - another group. Each group can be assigned a group name - for example, a group with CTU equal 0,1-0,3 these are “beginners”, and with KTU from 0.4 to 0.6 - “qualified”, 0,7-1 - "professionals". This ranks specialists and conditionally unites them for further centralized training and development of control actions.

Another indicator that can be taken into account in determining the KTU can be the level of discipline of the employee, his moral qualities.
Separate indicators can be the length of service in the company, the ability to mentor and train, managerial qualities (managerial personnel reserve).

The rules for assigning KTU must be documented, available for study, and understandable to every employee.

Each correct answer on professional certification can be assigned a point, and the total number of points scored can determine one of the indicators taken into account when assigning KTU. For other indicators, a scoring system can also be adopted. The total number of points determines the value of the employee's KTU.

Thus, each employee will be assigned a KTU that determines his value to the company and part of the amount of his remuneration. This component can change in time discretely, either down or up, and depends on the certification in different periods of time.

It is worth noting that KTU needs to be evaluated, that is, brought to financial weight. This can be done by expressing the cost of KTU through the calculation of its base share. Let us take for the base share the minimum value of KTU=0.1. For convenience, the period for calculating the cost of the basic share of KTU should occur monthly, to calculate remuneration based on the results of the past month (period).

Since the flow of incoming products for repairs over the period may be uneven, the cost of the basic share of the CTU will also change and can be determined in various ways.

For example, the value of the base share of KTU, which is included in the calculated values of all KTU employees and equal to 0.1, can be calculated using a special formula. The base share is the result of the value obtained according to the accepted formula and includes all the necessary values - the volume of products included in the repair, the average repair time of products in the service center (TAT), customer satisfaction index, the completeness of reported repairs, repeated repairs, etc.

The presence of these components in the amount of remuneration of each employee, through personal financial interests, stimulates a powerful collective control impact on each employee to the overall result. For example, with average results, the cost of a share of 0.1 KTU can be 30 USD. In accordance with this, an employee with an existing KTU = 0.7 will receive a value of 7 X 30 c.u. for calculation according to KTU. = 210 c.u. That is, its KTU 0.7 - includes 7 shares of 30 c.u.

With high results of the service center (large volume of repaired products, short repair time, high customer satisfaction, etc.), the cost of a share of 0.1 KTU, for example, will be 60 USD. In this case, an employee with KTU = 0.7 will receive for calculating the remuneration the value of KTU already 7 X 60 c.u. = 420 c.u. ! That is, the same 7 shares of KTU, but already at 60 USD.

The most difficult thing with such a scheme is to form a formula for calculating the cost of a KTU share based on the available repair volumes, repair time and the accepted customer satisfaction assessment system, and taking into account all the most important indicators. Therefore, in this material, the finished formula is not given. It is always unique, as it directly depends on the characteristics of the service center, its location, the level of authorizations available and the volume of repairs.

The sum of the cost of the repairs performed is the standard piece-rate component and includes the available prices for the repairs made, multiplied by the number of repairs. The greatest value here is the depth of repairs and the speed of repairs, which is determined by the professional level of engineers. As a rule, the rates for payment are formed on the basis of the amount of manufacturers' compensations, the market costs of repair services and are reduced to a certain tariff rate for calculations. They can also be some financial percentage of the payment received from the client or the manufacturer for the work performed.

Penalties can be provided in the motivation system for the purpose of additional control over the quality of work performed. For example, if an unresolved fault is detected during the final inspection in a product that has undergone repair procedures, a fine equal to the cost of internal costs for additional diagnostics may be imposed. Penalties should also be recorded and documented. That is, the “rules of the game” should be clear to everyone.

Similarly, indicators of motivation of employees of the first frontier of contact with clients - receivers can be determined. Their motivation can be based on those indicators that affect the increase in the number of paid repairs (not lost customers), the total number of customers served (the number of items accepted for repair), etc.

The considered mechanisms of the financial motivation system have been practically tested in real conditions, they have shown stable results and effective dynamics.

The cost component of the basic share of KTU changes over time, smoothly. Usually, in the summer months, it drops to a minimum. But taking into account the euphoria of the vacation season of employees, it turns out to be not relevant and is perceived by them calmly, with understanding. The cost of the basic share of KTU reaches its maximum value in the most fruitful months of service centers - from late autumn to early spring.

The remuneration component according to the KTU (flexible, temporarily fixed part) plays the role of a certain guaranteed salary, which an employee can count on when starting work in an organization and if it is impossible to predict his piecework component in advance.

Implementation of the developed system is the most important and dangerous moment. Prior to the official implementation, it is necessary to pay close attention to the moral and psychological component - the readiness of employees for change. Testing of the system should initially take place covertly, in order to avoid a negative reaction from employees. The primary hidden testing process will eliminate existing shortcomings or errors, analyze the existing pros and cons. After eliminating possible shortcomings and making a positive decision on implementation, employees should be fully aware of the new system and its principles. It should be possible to evaluate and compare the results of the current scheme and the proposed one. The most expedient is to enable employees to calculate remuneration under two schemes at the same time, and compare the results. At this point, attention should be focused on the positive aspects of the new motivation system until the moment of “combat” implementation.

Only after the training use and understanding by all parties of the process of the new "rules of the game" is the official use of the new motivation scheme acceptable. Compliance with these simple rules will minimize the possible negativity of employees in relation to any changes.

It is worth remembering that the creation of an effective motivation system in a company can increase labor productivity by an average of 30%.

The attention of the heads of enterprises operating complex and expensive equipment is focused (especially during a crisis) on technologies for managing its maintenance and repair. These technologies are based on methodological knowledge and experience in managing organizational and technical systems. With a relatively modest financial investment, they give a significant return.

Methodology

Enterprise management is usually focused on achieving quantitatively defined goals. To do this, some process, function, operation is performed (see diagram 1). Indicators are selected to determine the extent to which goals have been achieved. For each, a criterion is set - a threshold value, the excess of which indicates that the goal has been achieved. Indicators of the degree of achievement of goals are called key performance indicators (KPI, Key Performance Indicators).

Any management system has a hierarchical structure, each level of which has its own goals, and they have indicators of the degree to which they are achieved:

corporate - used to assess business performance;
financial - calculated for financial responsibility centers;
effectiveness and productivity - characterize the degree of success in the implementation of individual processes;
tactical - allow you to judge the effectiveness of individual functions or technological procedures;
functional - evaluate the effectiveness of the use or maintenance of specific equipment.

TOPO Process Management KPIs

Efficiency- the maximum possible increase in the time spent in good condition (equipment availability factor) with a fixed maintenance budget, or the maximum possible decrease in the budget with a given increase in uptime.

Efficiency- reducing the share of emergency work, reducing the time for preparing emergency work, reducing the number of emerging defects and failures, increasing the service life of equipment, etc.

economy- reducing the norms of emergency and irreducible stock, reducing the cost of working capital "frozen in stocks", reducing the purchase cost of materials and services, reducing personnel costs, etc.

KPIs are also classified into financial and non-financial indicators. The former can be calculated on the basis of documented primary data. The latter are evaluated using qualitative measurement scales.

Each well-organized process has its own "owner", which is responsible for its "output". To evaluate the effectiveness of his activities, he needs indicators that characterize the internal efficiency of the process. At the same time, any process is built into a higher-level system: the goals of the brigade are subordinate to the goals of the site, the goals of the latter are subordinate to the goals of the workshop, etc. Thus, along with indicators of internal efficiency, indicators are required that allow evaluating the "output" of the process from the point of view of its "customer" - indicators of external efficiency.

Goals define plans, and plans define the resources that need to be attracted, that is, the “inputs” of the process. Attracting resources is also a process that is carried out under certain conditions and which is influenced by various factors.

In the general case, if the process of maintenance and repair of equipment (TORO) receives at its “input” resources of adequate quality at average market prices and these resources exactly cover the planned needs and are attracted without violating the law, then we can talk about the economy of the process. That is, the concept of economy gives an assessment of the effectiveness of attracting resources.

As a result of the transformation of the "input" within the process, an "output" is obtained, which can be considered both from the point of view of its internal efficiency and external. The output in terms of internal efficiency, as a rule, is multi-vector and determines the results of the process. They are compared with the process objectives to allow for evaluation. performance– the efficiency of the process itself.

The main "output", compared with the "input", allows you to judge the effectiveness from the point of view of the "customer" of the process. It is this indicator that is an indicator of the effectiveness of the process in the narrow sense of the word.

When managing a process, it is important to take into account both economy, efficiency and efficiency. However, performance indicators should be given priority, since a process can only be conditioned and justified in an organization if it produces a useful output for either an internal or external client.

An effective process must be both efficient and economical. An efficient process may not be economical and efficient. Economy is more a precondition for efficiency than efficiency.

Performance and efficiency indicators are used mainly by middle management, performance indicators - at the top level of management. Cost-effectiveness indicators are calculated on the basis of data characterizing the “input”, while performance and efficiency indicators are calculated on the basis of data characterizing the “output” of the process (see Figure 2).

Practice

Applying the KPI methodology for maintenance management requires answers to the following questions:

How to classify indicators?
How to organically fit the use of indicators into the maintenance process management mechanism?
What exactly is the benefit of using indicators for employees involved in maintenance management.

On the one hand, this is an auxiliary business process that serves production and is often financed on a residual basis. On the other hand, the share of maintenance costs in the structure of the cost of production of individual capital-intensive industries can reach up to 60–70%.

It turns out that although the process plays a subordinate role, but due to the need for significant material costs, it should be the object of close attention of managers.

In addition, it should be taken into account that the curve of dependence of production losses on the value of maintenance costs has an optimum. That is, increasing the cost of maintaining equipment in good condition is effective only up to a certain limit. If it is exceeded, a significant increase in maintenance costs gives a very slight increase in the time the equipment is in good condition.

Maintenance process management is able to give the maximum return if the routine part of the work is assigned to an automated information management system (AMS TORO).

Firstly, the system allows real-time monitoring of all indicators necessary for efficient operation. Managers get the opportunity to influence the process and its "input" when an unfavorable trend can be eliminated at the cost of little effort.

Secondly, the system makes it possible to perform more accurate, reasonable and timely multivariate detailed planning. If you have a plan, you know what work needs to be done and in what time frame and what result should be expected.

Thirdly, ACS TORO allows you to implement a multi-stage hierarchical control of the process: starting from the control of incoming spare parts and materials for compliance with planned needs and desired purchase prices and ending with plan-actual cost control based on the results of work.

The hierarchy of control procedures lies in the fact that the system enables managers at all levels - from the repair shop foreman to the chief engineer - to monitor and compare with the plan the values of those indicators for the achievement of which they are personally responsible.

For example, by accumulating statistics on the quality characteristics of spare parts coming from specific suppliers and subsequently monitoring the reliability of their work throughout the entire life of the equipment, the system allows you to determine the most reliable suppliers.

Due to the fact that all equipment in the system is carefully classified, and when a defect is registered, it is identified by a whole range of features, responsible managers will be able to identify the most common defects of the same type of equipment in order to then adjust its repair cycles and the scope of necessary work.

The management of the repair service always has the opportunity to compare the repair program of the enterprise and the budget allocated for it in various sections, use the work plans generated by the system to justify the costs of maintenance in the next planning periods. It also becomes possible to analyze costs by types of work, centers of occurrence and cost items. The information obtained contributes to the formation of plans in which preventive measures, carried out, including on the basis of the actual state of the equipment, will have the highest priority.

Building a system of non-economic motivation of engineering and technical workers

Anatoly Bekshiev
Doctor of Technical Sciences, General Director - General Designer of OAO NPP Salyut, graduated from the Moscow Power Engineering Institute in 1980, has publications in the field of shipbuilding, radio electronics and radar
Anatoly Smolyakov
Doctor of Technical Sciences, Deputy General Director - General Designer of OAO NPP Salyut for military-technical policy, graduated from the Sevastopol Naval Engineering Institute in 1973, has publications in the field of shipbuilding and radar
Konstantin Sadovsky
Postgraduate student of the Department of Economics and Organization of Production (IBM-2) MSTU. N.E. Bauman, technical director of the Mirelli production group, graduated from the Moscow State Technical University. N.E. Bauman in 2004, has publications in the field of economics and organization of production, information technology and financial management

growth or retention at an acceptable level of personnel competencies;
Encouraging employees to achieve results in their work that are not lower than those set.

Moreover, as a rule, full-time specialists in the field of personnel management believe that in the foreseeable period of time, characterized by the stay of almost every employee (including the personnel officer himself) in this company in this position, the competence of a particular employee, expressed as a set of skills and abilities, either constantly rising, or, in the worst case, remains unchanged.

At the same time, the popular thesis that motivation, being essentially a purely behavioral manifestation, is not only difficult to manage, but also constantly changing and, which is especially negatively perceived, “is subject to inflation”, is perceived as a justification for the need to direct all resources personnel services to solve purely motivational tasks. As a result, the set of personnel management functions is reduced solely to the functions of its accounting regulated by law and periodic corporate events or trainings such as "team building".

It is worth noting that when it comes to little changing areas of the company's life, or, in a dry technical language, about areas whose natural frequencies are less than or equal to the fluctuation frequencies of the business as a whole, then this approach is certainly justified. Moreover, it allows you to concentrate resources on solving a single group of tasks, as well as save on the necessary competencies, and, consequently, on the cost of the personnel departments themselves.

In other cases, when the dynamics or pace of development of markets that have a direct impact on the work of the unit is much higher than the dynamics of the core business, there is a high probability of a significant drop in the competencies of employees over a relatively short period of time (in some cases this is almost inevitable), the heads of departments are left to their own devices. .

It is fair to say that in the field of modern research and development work, the situation is aggravated by the fact that, due to a significant personnel gap and unprecedented rates of development of the industry over the past 15-20 years, many managers, having, as a rule, a fundamental technical education, often find themselves completely unprepared for personnel management. In addition, the continuous growth of the qualifications of subordinates, in comparison with a leader who has practically stopped in professional technical development, leads to the loss of professional and expert components of power. All this, combined with the growth of the subordinate's market value outstripping the rest of the economy, to put it mildly, does not add loyalty to the latter.

In conclusion, it should be noted that the picture we have described would be incomplete without considering the overall situation of R&D units within their own enterprises. As a rule, these divisions perform purely service functions, which implies a high dependence on the core business, and often significant problems associated with financing. This circumstance, coupled with the often occurring territorial distribution and long breaks in personal contacts with employees of remote departments, makes the task of effectively motivating employees almost insoluble.

All this, in turn, causes significant dissatisfaction with the work of the leadership of these units and, as a rule, leads to their early resignation.

In addition, the problem of self-motivation of heads of R&D departments is extremely acute. After all, it is known that in areas with a high share of information technology, the English abbreviation for the title of the head of IT - CIO (Chief of information officer) stands for "career is over" (does not need to be translated).

Diagnosis of engineering management problems

The object of consideration will be the model of the R&D department of a diversified manufacturing defense enterprise that performs work at almost every stage of the product life cycle - from design to mass production, further service and after-sales service and disposal. At the same time, the purely intermediary part of the described activity is negligible, which determines the presence of its own production and related capacities.

Task Analysis

Since the R&D unit is internal, on the one hand, it is most expedient to describe the functions it performs in terms of the main production association, avoiding obscure technical formulations. On the other hand, the very fact of a significant territorial distribution of the company indicates a certain, at least above average, level of maturity of the company's management, which, in turn, dictates the use of formulations that are accessible and understandable to professional managers.

Thus, the most typical list of requirements for R&D is as follows:

Carrying out survey work and development of experimental design documentation in accordance with the assignment for development in compliance with budgets and project deadlines. Provision of the specified documentation to all entities involved in the production activities of the enterprise within the framework of the project.
Organizational and technical support for the production, management, financial, personnel and logistics processes of the company.
Ensuring a given level of availability, confidentiality and integrity of documentation.
Implementation of approved control measures.

Organizational Features

It should be noted that among the recent trends characteristic of holding structures, there is a close vertical integration of service units. This phenomenon is due to the need, on the one hand, to reduce the total cost of certain non-production functions of enterprises, and on the other hand, to provide additional transparency and better manageability of service departments, which dramatically reduces the level of associated risks.

With traditionally high agility and high total cost of ownership, R&D departments are among the first candidates for centralization. This is directly confirmed by the steady trend of separating the R&D departments of the largest production structures into separate experimental design bureaus or service companies.

From the point of view of department heads, the realities described above, on the one hand (in the future), contribute to the formation of a “feeling of an unlimited perspective”, the emergence of interesting (from the point of view of both a techie and a manager) tasks and, as a result, an increase in self-motivation. On the other hand (in the present), this leads to much higher, in comparison with other service departments, requirements for the quality of planning and management of available resources of any kind, necessarily including especially expensive qualified personnel.

Separately, it is worth noting that any R&D unit designed to reduce the transaction costs of the business as a whole, as a rule, is also built on the principle of minimizing material and time s x costs, reducing the share of processes that are not related to the direct implementation of activities within the framework of the tasks set by the business.

It is also fair to note the growing understanding of the self-importance of highly qualified engineering and technical personnel, as a result, coupled with significantly increased incomes in recent years, additional requirements are imposed on working conditions, including the territorial location of the workplace and the availability of information, material and other resources.

Fundamentals of understanding motivation

To further analyze the described problems and their impact on the motivation of engineering and technical personnel, it is advisable to conduct an initial review of the most popular motivational theories for their compliance with the objects of our study, which are both the R&D department as a whole and its individual employees and managers.

The concept of motivation is associated with the desire of the organization, by analogy with a self-regulating mechanical system, for normal functioning in the form of fulfilling its specified or expected functions. Thus, for the effective interaction of its internal elements and the achievement of the expected result, the organization needs a certain accumulator of managerial energy, which is usually called motivation in all its manifestations. The forces generated by motivational energy can be either external or come from the employee and are designed to consciously or unconsciously encourage him to perform certain actions. Moreover, strictly speaking, the connection between individual motivation factors and human actions is mediated by a very complex system of interactions, as a result of which different employees, even being in the same positions, can react completely differently to the same impact of the same forces. In addition, the behavior and actions of the subject of influence, in turn, can also affect both the subject and the system as a whole, which will lead to a change in the degree of influence of the perfect impact.

Obviously, sufficient motivation is necessary for the successful implementation of a given activity. Nevertheless, it is quite clear that excess motivational energy can be no less harmful than its lack, since it can not only not lead to the desired result, but also bring the system out of order. In the theory of motivation, this phenomenon is called the Yerkes-Dodson law, which at the beginning of the 20th century experimentally established that in order to successfully complete a task, subjects need a certain optimal level of motivation, while a significant excess of the value of the motivational factor sharply reduces the sensitivity of the object to this motivational influence.

It will be fair to note that along with the choice of the optimal magnitude of the impact, the choice of its direction is of no small importance. In the ideal case, a result is needed in which the internal goals and objectives of the employee will be aligned with the goals and objectives of the organization.

Motivation ( lat. Motivatio) is a set of internal and external driving forces (factors) that induce a person to activity, set the boundaries and forms of activity and give this activity an orientation focused on achieving certain goals.

Internal factors are understood as needs, desires, aspirations, expectations, perceptions, values and other psychological components of the personality.

Activity motivated in this way can be defined as free, internally motivated actions of a person aimed at achieving their goals, realizing their interests, and labor motivation can be defined as the desire of an employee to satisfy his needs to receive certain benefits through his labor activity.

Motivation from the outside can be carried out either in the form of coercion by force, or in the form of providing demanded benefits. Such a difference in motivational tools determines the separation of the types of motivation - positive and negative.

Positive motivation, as a rule, is caused by the desire to succeed in one's activities, implies the presence of conscious activity, and in some way is associated with the manifestation of positive emotions and feelings, for example, the approval or participation of colleagues and managers.

Negative motivation refers to everything that comes from an environment external to the object of motivation and is associated with the use of pressure, condemnation, disapproval, embodying punishment not only in the material, but also in the psychological sense of the word. Fear of punishment, in turn, leads to the emergence of negative emotions and feelings, a further consequence of which may be unwillingness to work in this area of activity.

In addition, an increased degree of negative motivational influences or their repeated repetition leads to a significant decrease in the effect of punishment. As a result, employees simply get used to the negative impact, considering it to be some inevitable feature of the environment and, in the end, stop responding to it.

It seems curious and at first glance paradoxical that the regular and disproportionate application of positive motivation leads to an absolutely similar effect.

In fairness, it should be noted that along with the measure, sign and direction of the motivational impact, the time of its provision is of no small importance. The effect of the "golden hour" of motivational influence is especially evident when dealing with small children or animals. Competent educators and trainers are well aware of the fact of the devaluation of the motivational effect depending on time. In other words, punishment or encouragement should occur at the same moment in time at which the action of the object of motivation takes place, requiring an appropriate reaction from the partner.

Modern practicing psychologists note that the named time intervals for positive and negative motivators are seriously different, which is explained by the natural desire of a person to keep positive emotions as long as possible and get rid of negative ones. Events are also obvious, which inevitably cause the consciousness of the subject of motivation to switch from an earlier action and expectation of consequences to something else that is not related to the area under consideration. Such events for negative motivation are sleep, and for positive motivation - weekends.

Thus, when deciding on the application of one or another motivational impact, it is necessary to make sure that it meets the criteria we have described and can lead to the expected effect.

Goals and objectives of the motivation system

When forming the tasks facing the designed system of motivation of the engineering and technical personnel of the organization, it is necessary to take into account the influencing factors that are not only within the unit or company, but also those that are out of reach, but have a serious impact. So, in the process of considering the motivational theory of justice, the following factor was revealed: employees quite often compare the benefits they receive with those that they believe they can receive in other companies.

According to the monitoring conducted by the leading players in the recruitment market, the average staff turnover in the labor market in Moscow in the field of engineering is from 19 to 28%. In other words, the average research and development specialist stays in the same position in the same company for three to five and a half years.

In addition, special attention is drawn to the fact that this field of activity is most characterized by the presence of a number of highly specialized areas, for work in which a unique combination of experience and competencies is required.

It is worth noting that there are two reasons for the formation of such niches:

objective complexity or even uniqueness of the equipment being designed or an extremely specific scope of its application;
deliberate building up of unique competencies by the employees themselves due to unjustified complexity and poor documentation of the solutions they use.

Modern methods and industry standards in the field of creating and managing complex systems, the steady growth in the qualifications of managers observed in recent years, as well as the emerging civilized market of third-party developers, nullify the possibility of implementing the second case in large and medium-sized companies. However, despite the rapid penetration of information technologies into almost all areas of production, there are still niches in which reducing the dependence of an enterprise on a specific unique specialist with truly unique experience and knowledge is either technically impossible at the moment or unreasonably expensive.

Of course, it is a little encouraging that the labor market for unique specialists is very specific, narrow and of little interest to recruitment agencies, so a valuable employee will not soon be able to find a decent salary for his specific competencies. However, if he leaves the business continuity company, it could be a severe blow, and it will take much longer than the two weeks required by the Labor Code to find an adequate replacement.

Another characteristic feature of the engineering labor market is also of interest, namely the lack of effective methods for assessing the real qualifications of a candidate, which, coupled with the traditionally highly inflated self-esteem of developers, makes the task of finding a new employee even more difficult.

From the foregoing, it follows that in addition to the traditional tasks of motivation to improve the performance of employees, the designed motivation system should solve the problems of retaining key employees and timely reproduction of personnel.

Based on the analyzed theories of motivation, in order to effectively solve the tasks set, it is necessary to use:

formation of a goal-setting system;
establishing a system for monitoring and controlling environmental factors;
organizing a system of mentoring and professional growth;
stimulating the performance of employees;
monitoring the personal qualities of the employee.

In addition, as previously mentioned, the very fact of professional growth opportunities and the wide potential for mastering new technologies, provided by the company's development strategy as a whole, can themselves serve as good self-motivation tools.

Formation of a goal-setting system

One of the most important circumstances influencing the motivation of employees, identified during the survey, is the non-obviousness of goals. This phenomenon is mainly due to the lack of understanding in society of the differences between R&D and the rest of the technical field. This is especially evident in regional and site offices, which are traditionally less bureaucratic and do not attach due importance to such general corporate documents as the regulation on the quality of design documentation.

In addition, according to Locke's theory of motivation, in order to work more efficiently and maintain interest in work, employees need, on the one hand, to have a specific conscious goal, and on the other hand, to receive a tangible objective result of work.

Practice shows that the most effective solution to the goals of the company as a whole is the formation of its mission, which would bring together reflections of the explicit and hidden needs of customers, as well as the expectations of its shareholders, managers and employees.

Since in our case we are talking about a diversified holding company, in which the design bureau is an integrated division, and the prospect of its separation into a separate legal entity in the foreseeable future is very likely, this tool is quite acceptable to use, provided that the parent organization understands the role of development the Bureau.

As a result, we get:

“We supply the enterprise with the most up-to-date and popular technical solutions necessary to perform the entire range of activities within the life cycle of a competitive product. We provide comprehensive methodological and technological support, raising the organization to a new technical level and making it possible to concentrate resources on the effective solution of production problems, and not on tools for solving them.”

It should be noted that, as a rule, the range of tasks facing the R&D departments and fixed above in its mission is typical and, one way or another, should be reflected in the development strategy of almost any company with a high share of added value in the final product. However, as practice shows, in fact, the strategic planning of all types of engineering resources is carried out solely on the basis of the requirements of higher managers, and therefore does not reflect the interests of the final consumer units.

Taking into account these requirements, the list of strategic R&D tasks is as follows:

introduction of innovative technologies in all areas of the company's activities, based on the principles of reasonable sufficiency and minimization of all types of costs and the total cost of ownership of these areas of activity;
development and implementation of the most unified technologies and tools;
implementation of consumer support based on the principles of "one window". Formation of a sense of responsibility for the innovation sphere as a whole in each employee of the engineering and technical department, regardless of which department he belongs to;
minimization of the cost of maintenance of the implemented software and hardware due to regular optimization of production processes. Reasonable automation and application of methods for the development and implementation of components and systems aimed at the rapid and most complete development of new solutions by consumers;
regular monitoring of applications received from other divisions, identification of systematic shortcomings in the qualifications of consumers and the conduct of internal corporate training in order to eliminate them;
maintaining a high quality of information assets management in order to minimize risks for business continuity at the lowest possible cost for the formation of stocks and reserves.

In addition to the above, a number of requirements for the subdivision management system are put forward by the quality management system:

building effective communications with the heads of other departments in order to identify needs for innovation;
continuous monitoring of new products and technologies;
the presence in each region of presence of such a number of partners that would make it possible to fully satisfy the demand for innovations of departments and employees working in this region;
keeping the provisions and regulations of the enterprise up to date, taking into account the constantly growing field of activity and the number of serviced elements and systems;
careful attention to the management of changes in documentation of all kinds;
continuous professional development of an employee and expansion of technical horizons in order to acquire the minimum sufficient set of competencies necessary to provide users with support in the “one stop shop” mode;
optimization of the logistics of information flows both within and outside the framework of the corporate quality service in order to minimize potential costs without additional risks to business continuity;
monitoring the availability and relevance of reference and training information. Stimulation of engineering and technical staff for training activities.

Control of environmental factors

Based on the personal managerial experience of the authors and the analysis of many popular theories of motivation, it can be noted that in the case of working with highly qualified employees, factors related to the properties of the working environment and relationships with it play an equally important role in shaping the feeling of job satisfaction and, as consequently, in the formation of positive motivation. A significant number of motivational tools analyzed in this section refer to the so-called hygiene factors, the negative activation of which can cause serious employee dissatisfaction.

Since R&D is a structural element of the main production, the set of such motivational tools available to the manager is very limited and covers:

working conditions;
relationships in the team; personal and professional status;
opportunity to achieve personal and family goals.

Working conditions

A serious attitude to the working conditions of employees helps to avoid dissatisfaction in the work, but, as a rule, does not allow additional motivation of employees. In the case of engineering workers, these factors include:

availability of modern high-performance equipment at the workplace;
the possibility of using this equipment for purposes not directly related to the tasks performed;
availability both at the workplace and outside it of all necessary communications of acceptable quality (Internet, e-mail, mobile and fixed communications, conference calls, etc.);
modern comfortable furniture;
normal hygienic conditions (cleanliness, lighting, air temperature and humidity, availability and compliance with sanitary standards of toilet rooms, etc.);
the possibility of shifting the work schedule and getting time off;
registration according to the Labor Code of the Russian Federation, "white" wages;
availability of smoking areas;
Possibility of private parking.

Also, due to the presence of sufficiently young people of both sexes, it is necessary to take into account gender specifics, especially when making decisions on the placement of jobs for young employees in such a way that excessive attention or lack of it does not become an additional demotivating factor.

In addition, in the process of analyzing the questionnaires of employees of regional divisions and conducting personal interviews, a number of additional demotivating factors were identified that lead to the development of a sense of dissatisfaction among employees:

comments from the heads of regional offices, which are made in the presence of third parties;
unequal attitude of management to staff;
suppression of the initiative;
long-term decision-making by management;
the impossibility of bringing one's opinion to the management;
explicit advertising of high incomes received by large regional leaders;
pettiness and unstrategic nature of the regional leadership with wastefulness in meeting personal goals;
unjustified reporting of incidents to central management;
attempts on the part of managers to impose the obligation to maintain the personal equipment of managers or employees;
constant movement of the workplace or its complete absence.

The identified factors were taken into account and, for the most part, were resolved in working order or during a personal conversation with regional leaders with the participation of the personnel service and top management of the organization.

Relationships in the team

As a survey of middle managers showed, one of the key, in their opinion, shortcomings in the work of the units entrusted to them is the poor mutual understanding of regional employees with the staff and heads of central offices.

Currently, this problem is solved in three ways:

the need for mutual identification is solved by regularly conducting team building trainings with the participation of the maximum possible number of employees who can be distracted from their duties for one or two days;
holding corporate events dedicated to professional and national holidays (New Year, Defender of the Fatherland Day, International Women's Day), helps employees to realize their belonging to a large company;
the problems of acquiring and maintaining personal and professional status were solved by increasing the mobility of the central office staff and creating the practice of remote (via videoconferencing) or direct intra-corporate exchange of experience.

It should be noted that, despite some fears, the staff of the central offices perceived the trips extremely positively, which is once again indicated by the fact that they, on their own initiative, opened an electronic diary (blog) on the corporate portal with descriptions of the key details of the trip and photographs of regional attractions and other objects, of course unclassified.

Ability to achieve personal and family goals

In the field of R&D, the problem of meeting personal and family needs is particularly acute. First of all, this is due to the nature of activities aimed at the implementation of human relationships indirectly, through various electronic devices, which, of course, satisfies the needs of the individual in communication, but, to put it mildly, does not contribute to the development of these relationships and their development into something more.

At the same time, it often happens that young employees are seriously fascinated by interesting work tasks, as a result of which they begin to devote an unreasonably long time to work, which will certainly have a detrimental effect first on their education, and later affects other areas of their lives.

In agreement with the personnel department of the company, a plan of measures was developed, which, as expected, will allow employees to somewhat reorient themselves towards understanding the importance of having and completeness of personal life outside the company:

implementation of personal development plans;
restriction of work, expressed in the need to fill out a separate application, approved by the manager, for the employee to be in the office after hours;
cancellation of payments for overtime, except for the previously planned and justified by the head of the relevant unit;
the abolition of payments for unused vacation and the application of administrative measures to the heads of the relevant departments in order to provide employees with a two-week vacation twice a year;
the possibility of inviting family members to events held by the enterprise;
the possibility of preferential use by an employee of corporate transport and special equipment, especially in demand during the summer season;
encouraging the publication of articles and photographs from vacation spots on blogs;
the corporate non-material incentive program has been supplemented with the right of an employee once a year to choose a training or practical course outside his main line of business from educational centers that are the company's partners, including distance learning programs for regional employees;
a clause was added to the job descriptions of senior technical personnel and lower and middle managers on the obligatory presence of higher education in leading technical or economic universities. Also, the personnel service has taken under special control the fulfillment of the requirements of the Labor Code of the Russian Federation regarding the mandatory provision of leave during the employee's certification activities at the place of study.

Despite the fact that the measures described above were extremely positively perceived by the personnel of the enterprise, the real consequences cannot be assessed at the moment due to the complexity of the nature of personal and family values of employees, the real change of which takes a very long time.

Organization of a professional growth system

As already mentioned, in order to bridge the generation gap in the organization, a project was launched related to holding remote meetings and seminars and aimed at transferring experience and knowledge.

When forming the criteria for the professional development of employees, two factors were taken as a basis:

breadth of technical horizons;
the level of competence of the employee in his professional field.

The choice of the main criterion for evaluating the areas of competencies in the form of services was made absolutely consciously, since from the point of view of the user, as the main consumer, it does not matter how much this employee understands certain areas of technology, he needs help related to the perceived “simple” » concepts.

As an assessment of the quality of competencies, the following system of levels was implemented:

there are no competencies - the employee cannot contribute to solving the problem that has arisen and he does not know the information that could be useful to the consumer;
minimum level - the employee is aware of the existence of this solution or product, the location of the documentation and the employee responsible for it;
basic level - the employee has the opportunity to provide support to the consumer within the framework of the basic functions of the solution or product in question;
support level — the employee has the opportunity to consult on the basic functionality, and is also able to diagnose the problem that the consumer has encountered. Interacts with third-party solution providers at the level of general technical support;
administration level - the employee is able to give advice on all the functionality of the service necessary for the consumer, can diagnose and solve both technical problems and those that the user has. Able to unify and replicate hardware and software elements of a given solution or product;
level of architecture - specialists are able to design software and hardware systems, create replicated solutions on their basis;
expert level - designs the infrastructure of the solution as a whole. Determines the applicability of technologies, supports architects, interacts with third-party solution providers at the level of developers and architects.

Conclusion

In conclusion, it is worth noting that within the framework of the example of building a motivation system that we have described, we used the levels of competencies that exist within the framework of real positions in the staffing table, mainly in an experimental design bureau. The solutions presented in the framework of this work were successfully tested and implemented on the basis of OAO NPP Salyut and, together with other organizational changes, led to a significant increase in the satisfaction and loyalty of the organization's employees. At present, the solutions and methods outlined in the work are recommended for use by a significant part of the heads of the company's service departments and are implemented in the workflow.

Literature

Kochetkova A.I. Introduction to organizational behavior and organizational modeling. M.: DELO, 2008.
Orlov A.I., Omelchenko I.N. High technology management. M.: Exam, 2008.
Maslow A.Kh. Motivation and personality. St. Petersburg: Peter, 2008.
Vetluzhskikh E.N. Motivation and remuneration: Tools; Methods; Practice. 3rd ed., add. Moscow: Alpina Business Books, 2008.

How to motivate the quality work of technical staff. The implementation of the rating of employees servicing Internet equipment increased customer satisfaction by 30%
Outsourcing of communication networks appeared on the telecommunications market about five years ago. Broadband Internet access operators are still skeptical about the idea of connecting subscribers, maintaining and upgrading networks by another, independent company. And this is understandable. Technician - the face of the company, live contact with the subscriber. It forms the image of the provider. The reputation of the operator depends on whether he is polite, whether he does his job quickly and efficiently. Giving this contact into the wrong hands is a risk. How to minimize it? How to control the quality, increase sales, if the whole system is in the wrong hands? What model of work will be effective for both the operator and the outsourcer?

Which partner would you agree to work with? With one that will not only reduce costs, but also offer a clear and convenient quality control system. Let's analyze the problem on specific examples from the work of our company.

Management decision

We sign SLA (ServiceLevelAgreement) with each customer. We set ourselves the goal: to develop and implement a system of motivation and control of technical personnel, which will automatically lead to the fulfillment of SLA. Motivate staff to meet these standards. At the same time, all indicators should be simple, calculable, understandable to both our employees and the operator.

To implement this concept, it was decided within the framework of Gorserv ERP (the company's own information system) to create a module for automatically calculating the NPS index (Net Promoter Score - assessment of the level of subscriber loyalty), which is used by some of our customers. The parameters by which the index is calculated should be included in the technicians' KPI. Based on these indicators, the staff receives a salary. This approach is an opportunity to automatically control employees and motivate them to comply with the standards set by the operator.

Practical implementation

The company currently has three individual and six group KPIs for all technical staff. Service centers are constantly competing to achieve the best group performance. Winners are determined automatically and are stimulated both financially (bonuses) and non-materially (cups, diplomas). In addition, the level of income of each technician is determined by individual KPI indicators.

Figure 1. Motivating technical staff through the KPI model

To calculate KPI, we use data from monitoring the state of networks, indicators of the quality of repairs and maintenance, information about whether the number of repairs is decreasing and whether all services (Internet, television, telephone) are available to subscribers. These are traditional quality indicators that telecom operators used before us, but did not make their calculation automatic and did not calculate KPIs based on them.

Based on information about the level of subscriber loyalty (NPS index), at the beginning of the year we launched an additional unique indicator: “Technician Rating”. This is a scale that is formed similarly to the independent rating of drivers in the Yandex.Taxi application. Our specialists are evaluated by subscribers themselves, who leave requests to operators. The rating indicators of employees are calculated automatically, based on feedback from the subscriber (calling).

After the work is done, our dispatcher calls the subscriber and asks questions about the script, which is agreed with the customer. These are simple, logical questions that concern any person who has applied for technical assistance:

Is the service performed well?
Did the specialist take extra money besides the check?
Did he come on time, did he look neat?
In what terms did he complete the application and was the problem solved?
Is the subscriber ready to apply next time or recommend us?

All conversations with subscribers are recorded and attached to the application, including the final call of the quality control service. Recordings of conversations are stored during the warranty period agreed with the operator. Technicians do not have access to stored information. Recording a conversation from subscribers is our insurance when analyzing conflict situations and making claims. This is especially true when fulfilling requests for the Computer Assistance service.

The answer to each question has a certain weight in points. For example, the quality of work carries more weight than friendliness. But in the final assessment, both indicators are taken into account, although with different weights. The collected information is entered into the system. In automatic mode, according to a certain algorithm that takes into account not only the place in the “Technician Rating”, but other KPI indicators (qualification, speed of work, number of completed applications), the level of the bonus is determined at the end of the month.

Of course, we have not given up on traditional technical supervision either. Every month, 10% of applications are checked for compliance with engineering and technical requirements. If they are revealed, then this also affects the rating indicator of the technician.

If at the time of the survey, subscriber satisfaction does not exceed 85% out of 100%, our quality department considers this a serious flaw in the service. We apologize and offer subscribers a guarantee departure or compensation. At the same time, the system automatically blocks the schedule for the violator: it deprives him of access to the orders assigned to him. An application-claim is created, which is dealt with by the quality department: it identifies the culprit. If the technician is found guilty, he will lose the bonus, and his rating will be reset to zero. If he is not guilty, then the schedule will be opened to him again. Since technicians work by the piece, the closing of the schedule seriously affects earnings.

It is profitable to work a lot and with high quality within the framework of such a system. The higher the position of the technician in the rating of employees, the more this specialist receives applications and earns more. The higher the satisfaction of the subscriber, the more impressive the technician's premium. Each specialist sees his rating in his personal account and can immediately start improving it on future applications. And the provider, on behalf of which our employees come to the subscriber, can at any time check how the agreement on the level of service provision is being fulfilled.

Figure 3. Technician's personal account in the mobile application

results

Already in the first three months of testing the Rating Technician system, we statistically identified leaders and encouraged them at the expense of outsiders who were fined. Some were immediately said goodbye: 15% of the total number of technicians did not meet our standards and did not want to change the approach. They left our company. Due to automatic recalculation, we were able to more effectively redistribute it among specialists without increasing the bonus fund. The average quality score for all techniques increased by 30%.

Evaluation of personnel performance by KPI is an effective tool for monitoring and diagnosing services and a powerful tool for motivating employees. This is a qualitative way of solving issues of maintaining a high level of customer requirements. Standardization of network maintenance according to the most stringent SLA within the outsourcing company allows even a small provider who decides to use our network outsourcing services to get a high quality of services that he could not achieve on his own.

Be careful when choosing a partner: it's easy to find how to save money. It's harder to maintain quality. Even harder - to raise it!

One of the most interesting topics for discussion is the motivation of engineers.
In this article, I will outline the skeleton of the motivation system - the main indicators, parameters and their meaning. I will have to describe some coefficients in a separate article due to the amount of information.

So, the engineer's motivation formula, with the exception of some weighting factors, is as follows:
Salary \u003d Base_salary × (Ksla + Kko + Cl + Ka) + Cert + Special + Work

Now about everything in order.

Base salary -
engineer base rate.
Ksla -
service level agreement (SLA) performance ratio. Depends on the number of applications for which the engineer spent more time than the standard for this category of applications. If the quantity is within the SLA norm, then the coefficient Ksla = 0.6. If the engineer does not meet the SLA, the coefficient is reduced according to a special algorithm.
kko —
coefficient of client ratings. Depends on meeting the SLA in terms of receiving positive ratings for the fulfillment of requests from users. Ideally takes a value. Ksla = 0.4. If the engineer violates the norms of customer ratings, the coefficient may be reduced. I make this decision together with the director of technology and the head of the user who negatively assessed the work of the engineer.
Cl —
leadership ratio. According to the results of the month, a rating of the work of employees is compiled. The first 6 engineers who showed the best results receive coefficients from 0.6 to 0.1, respectively, according to their place in the rating. For other engineers, this coefficient = 0. I will tell you about the calculation of this coefficient in a separate post.
Ka —
outsourcing ratio. A multiple of the number of regions where the engineer manages outsourcing. Each region adds 0.1 to the coefficient. I haven't touched this topic either. I'll tell you in a separate post.
Sert —
certification premium. An engineer is awarded a certification bonus if they pass a current Microsoft certification exam at MCSA level (or equivalent) or higher. At the same time, the employee is paid both a one-time compensation for the cost of a successfully passed exam, and a permanent salary increase of 8% of the employee's base salary is established.
Specialist —
specialization allowance. Encouraging the participation of technical support staff in infrastructure development projects. From 8% to 15% of the employee's base salary. Interesting topic. I'll tell you in a separate post.
Works —
allowance for additional work outside working hours or on weekends. Also performing installation work.

From the coefficients, the direction of motivation is visible - the need for the engineer to fulfill the SLA and encourage self-development and participation in complex projects.

For a business, with such a system of motivation, it turns out that change requests will always be completed within the agreed time and of the established quality.