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    Employee Motivation: The Dynamic Manager’s Handbook On How To Manage And Motivate
    Employee Motivation: The Dynamic Manager’s Handbook On How To Manage And Motivate
    Employee Motivation: The Dynamic Manager’s Handbook On How To Manage And Motivate
    Ebook53 pages46 minutes

    Employee Motivation: The Dynamic Manager’s Handbook On How To Manage And Motivate

    By Dave Donelson

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    About this ebook

    “First Things First For New Hires” explains how to orient, train, and evaluate the new employee during a standard 90-day trial period.

    “Making The Good Great By Training Them” shows how to training can both motivate your staff and maximize their performance.

    In “Should You Bribe Or Bully Your Team?” several managers tell how they motivate to achieve both long- and short-term objectives.

    “Fire ‘Em Up or Fire ‘Em?” explores different ways to creating an efficient, productive, and motivated staff.

    “Case Study: Retail Employee Motivation De-Mystified” outlines specific methods from compensation to rules of conduct that help retailers get the most from their staff.

    “Case Study: Tune Up Your Auto Service Technicians” looks at the different things that motivate non-sales employees to do their jobs better.

    “Solving the Problem Of Problem Employees” explains what to do when employee performance breaks down.

    “Do You Need A Second-in-Command?” shows how to choose, train, and motivate line managers.

    LanguageEnglish
    PublisherDave Donelson
    Release dateJul 14, 2011
    ISBN9781466019072
    Employee Motivation: The Dynamic Manager’s Handbook On How To Manage And Motivate
    Author

    Dave Donelson

    Dave Donelson’s world-roving career as a management consultant and journalist has led to writing and photography assignments for dozens of national publications. The Dynamic Manager's Guide series is based on his work with hundreds of business owners and managers as well as his own experiences as a successful entrepreneur. He is also the author of Creative Selling: Boost Your B2B Sales and two novels, Heart Of Diamonds and Hunting Elf.

    Read more from Dave Donelson

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      Book preview

      Employee Motivation - Dave Donelson

      Employee Motivation

      The Dynamic Manager’s Handbook On

      How To Manage And Motivate

      by Dave Donelson

      Donelson SDA, Inc.

      Copyright 2011 Dave Donelson

      Smashwords Edition

      ISBN: 9781466019072

      A note from the author

      The Dynamic Manager Handbooks are for entrepreneurs, managers, and others who want to succeed in small business by learning more about management techniques, operations, and best practices. Each volume in the collection is devoted to a single topic. The material was extracted from the Dynamic Manager Guides, my series of books based on my experiences as a business journalist, consultant, and entrepreneur.

      Table Of Contents

      Chapter 1- First Things First For New Hires

      Chapter 2 - Making The Good Great By Training Them

      Chapter 3 - Should You Bribe Or Bully Your Team?

      Chapter 4 - Fire ‘Em Up or Fire ‘Em?

      Chapter 5 - Case Study: Retail Employee Motivation De-Mystified

      Chapter 6 - Case Study: Tune Up Your Auto Service Technicians

      Chapter 7 - Solving the Problem Of Problem Employees

      Chapter 8 - Do You Need A Second-in-Command?

      About Dave Donelson

      Chapter 1

      First Things First For New Hires

      A new employee is like someone going on a first date, according to Wayne Price, owner of Superior Auto Restyling. Everybody combs their hair, ties their shoelaces, and tucks their shirt in so they look pretty, he says. After a couple of weeks, though, the dirty laundry starts showing up. Price has three locations with about 55 employees in New York.

      That’s why a 90-day trial period is common practice for most small businesses when they hire someone new. During that time, the company owner has a chance to train and evaluate the employee on several different levels and the employee can size up the situation to see if that’s what they really want to do for a living. Usually, the terms of employment during the trial period provide a measure of protection for the shop in case things don’t work out. It’s a good, solid policy that most business owners swear by.

      You can break the 90-day trial period into three phases, although they may overlap depending on how your company operates. First is the orientation, where you acquaint the new hire with the way you do business. Next comes training, which both defines the employee’s job and gives them the skills to do it the way you want it done. Finally comes evaluation, when you (and the employee) decide whether your relationship is going to continue and under what terms. Some shops follow strict procedures complete with checklists, forms, manuals, and formal skills tests; others approach the process a little more loosely. The most important thing is to let the employee know what’s going on and why so they understand the importance of their performance.

      Orientation

      Orientation can take a few minutes or a few days. The first thing you need to do is lay out your company’s policies on such things as working hours, lunch hours and breaks, sick days, pay schedules, insurance and other benefits, and all the other minutiae of employment—and how all those things will change after

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