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Performance Management: Give Me A Jujube, I Will Work Harder.

2008/8/1 14:00:00 41713

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In the United States, banks have adopted different marketing incentive plans to motivate banks to conduct full staff marketing.

The following are three banks' different incentive plans, but the result is the same.

Jujube can make employees behave like you want, but what kind of jujube is the problem.

The effect of your jujube depends on the bank's goals and the size of the employees you want to motivate.

The following are three different incentive plans for employees in different banks.

One is a popular and scorecard incentive plan; the other is a sales oriented non financial incentive plan, such as certificates and trophies. The third is an innovative incentive plan to encourage employees to help sell banks.

Adhering to the balance between efficiency and service

Washington trust (assets $2 billion 400 million) decided to modify the bonus scheme, more "goal oriented".

The funds of the original bonus scheme were withdrawn and injected into the new incentive plan.

Washington trust has long adhered to both sales and service quality, and the new incentive plan adopted the same principle.

The bank believes that the best incentive plan is to balance sales and service.

"I think we must let employees know this.

You don't want to lose control of the sales and service quality. "

She said.

At the beginning of the plan, some employees were not able to adapt to the standard, but now they knew the meaning of the goal and started to catch up.

An executive at the bank said: "when they understand the goal and the direction of their efforts, it is much easier to get out of a way."

Eat, drink, play, music and reward

The first Federal Savings Bank (assets $800 million) had not had a sales culture before 7 years ago.

Poulos Chi, regional manager and vice president, said: "we have no sales representatives and no targets.

CDs is only at the counter.

At that time, banks were completely service oriented, and sales were not bank goals at all.

This organization has created an environment for entertainment and sales.

The bank holds an employee marketing rally every quarter, and the bank executives give awards to the winning branches and bankers.

"Not only do they want to cultivate an atmosphere of celebration, but they are also good for their work."

Poulos Chi said.

They started a theme get-together, with food, entertainment and rewards.

The theme of the rally is: Casino night (counterfeit money, real table, fancy prizes); Derby Carnival (to commemorate the derby in Kentucky); summer picnic; fantastic year (magician), and 50 and the end of 60.

They also hold a luncheon for the top 20 line members of the season. The president of the bank personally attended and thanked the staff for their contributions.

Recently, they also brought their employees to Churchill's "millionaire list" activities to cultivate their desire to win.

Poulos Chi not only through the quarterly rally but also through weekly contact with employees, so that the incentive plan is always exciting.

He and another district manager spend 3 days a week visiting other branches.

"Our approach is to do everything we want to do, and we want to encourage them to do the work," Poulos Chi said.

If they find that an employee is not in a state, they will have a great opportunity to encourage their employees, he said.

During the implementation of the project, a lot of excitement happened.

They let employees track their sales performance, thus helping employees to keep close to their goals.

Most of the incentive plans are financial.

Apart from the rally and luncheon, the bank also presented trophies and commendation.

In addition, the bank also provides a $1000 travel bonus for the winners of the year as a good memory for the winners.

The winners will remember their bonuses and vacation trips and remember where they have been.

This will become a part of their memory and inspire them to be positive in the future.

Poulos Chi encouraged financial institutions to conduct in-depth research before implementing the incentive plan.

He advises banks to collect feedback and test to ensure that the plan is comprehensive.

If the plan exceeds the budget, the bank must make necessary adjustments before implementation.

After these steps, the bank will find that the plan needs to be revised in some ways.

Poulos Chi suggested that banks should grasp the right to change plans, if changes really need.

I love my business.

Rewards for employees need not be based solely on performance.

The uniqueness of riparian banking (assets $4 billion 500 million) incentive scheme is that employees can also be rewarded for promoting bank productivity even in non working hours.

The plan is known as "pride of the river bank".

The plan is an extension of the customer plan to enhance the brand awareness of banks.

The customer plan is like this: the bank provides the bumper label, with the slogan "riparian bank loves me".

If a lucky customer finds a label on his bumper, he can win 100 dollars.

Bonuses are issued by banks once a week.

If there are no customers in the bank area to apply for a bonus this week, the bonus will be accumulated in the amount of $100.

The maximum bonus is US $1000.

The plan has a huge eyeball effect.

Williams (senior vice president) recently walked into a car sales shop wearing a bank nameplate.

One of the buyers asked him, "you are the employee of the bank issuing the bumper label, right?"

This is definitely what marketers love to hear.

Williams noticed that bank employees also labeled their own bumpers to publicize their banks.

So he began to think, "in addition to bumper labeling projects, can we upgrade to enhance our banking brand?"

Such reflection led to the introduction of the pride project on the riparian bank, with the aim of encouraging employees to publicize banks.

The bank designs various promotional materials, and employees can apply to the marketing department.

There are car bumper labelling, car windshield labeling, license plate labeling and car flag labeling.

All the labels are printed with "you and I love me."

The bank takes a lottery once a week and selects 10 winners from the voluntary bank employees.

The selected 10 employees will be asked what promotional materials they posted on their cars.

According to the number of labels on their cars, employees can get a reward of up to 200 dollars.

About 60% of bank employees took part in the event.

Williams said that the enthusiasm of some employees is so high that the entire body is covered with promotional materials.

One of the employees was too much and too full of the car body. He was thought to be a commercial propaganda car by his community organization. Finally, he had to take some labelling labels.