In both large and medium-sized IT companies, employees are often asked to put forward their ideas. Ideas can be anything: how to improve internal processes, how to work with staff, how to bring more money to the company or, conversely, how to save it.
This innovation appeared in our office not long ago. The HR department created a special section on the corporate portal, which was called the “Bank of Ideas”. All employees were encouraged to speak out about what and how the company could improve. This bank of ideas was not particularly popular, but some people contributed their own ideas there. HR announced small competitions from time to time to support this activity and to get people to vote on new proposals.
I didn’t have any ideas worth putting forward, but during breaks I developed the habit of looking diagonally at what thoughts my colleagues were expressing. One day, an interesting proposal appeared on the list on how to reduce turnover in the company and at the same time increase the loyalty of the most experienced employees, who have been in the company for a long time and on whose experience much rests. This idea was put forward by a colleague I knew who had worked for the company for at least 10 years and was a real expert.
He proposed introducing incentives for length of service in the company, using part of the profit for some financial period. The longer you work, the greater your bonus. The better you work, closing tasks faster and better, the higher the revenue, the more bonus money you will receive.
Next to this idea there was another one, on the same topic, but more modest – giving out corporate merch to those who have been working for a long time.
Imagine my surprise when one day the status of both ideas changed to “Done”. I don’t yet feel like an old-timer at the company, but time passes and innovations are not introduced immediately. In general, I was overcome with curiosity whether anyone received a bonus.
As a result of the discussion, it quickly became clear that two ideas were combined into one. Well, it’s almost the same thing! And now everyone who has been working in the company for more than four years has been given a unique opportunity to participate in a drawing for several sets of corporate merch once a quarter.
The increase in loyalty from this must have been dizzying, especially against the background of the lack of indexation of salaries and statements by management that only the most worthy will receive salary increases.
The moral of this story is simple: unite, Colleagues. To be able to determine their own working conditions, for example, using collective agreement.
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