Leadership and Updated Incentives
The days when salary and other material incentives (extrinsic incentives) were the key arguments for a future employer are over. Today, employees in knowledge-based areas want to contribute their thinking, help shape their disciplines and look outside the box. Intrinsic incentives such as appreciation and self-determination have binding, long-term potential effects. Only strong leaders who can meet the challenges of the times will be able to motivate these employees.
In knowledge-based activities, employee autonomy and social competence are strengthened. This leads to the honest disclosure of their own shortcomings and ultimately eliminates them.
For all those involved in the Eco-System (customers, consumers and employees), the ideas, lifestyles and needs that one wants to realize will change in the future. (see New Work).
Personal responsibility and freedom of decision thus determine the degree of employee commitment to and solidarity with their employer. If you really want to keep “high potentials” in the company and prevent them from moving to the competition, let them participate in the long-term performance of the company, so that they also become “co-entrepreneurs”.
Raising wages and salaries are rather counterproductive. Acceptance, further development, family, participation, culture and leadership are more likely to occupy the forefront.