Using my agency as an example, I want to tell you how to build a system of motivation for project managers . In short, you should have interesting projects and a market salary. We will not talk about where to find interesting projects in this article. But we will discuss in detail how motivation should be formed, that is, PM payment.
A little bit about interesting projects. This parameter is different for each person: some like to work with the automotive theme, and some with the beauty sphere. But, as a fact, large-scale federal projects inspire strong specialists more than a small local project without growth potential. So one of the project managers came to our team to work with a large brand, because he did not have such projects in the previous agency
How to facilitate client approvals
It is also important for specialists to see that telegram data their creativity and ideas are accepted by the client. We had a case where the client nipped all the team’s ideas in the bud, but at the same time really wanted to be different from the competitors. As a result, he was no different from the competitors, and the entire team working on the project had no motivation left at all. We soon parted ways with the client, but it was no longer possible to save the burned-out team members.
Now about money. I think fixed payment for project managers is the wrong approach. In my opinion, it should always consist of a fixed part and a percentage part.
How it works in our agency in monthly projects. The formula is simple: salary + % from the project + %KPI.
Salary – the specialist receives an advance in the middle of the month and the remainder at the end, everything is simple here. % from the project – receives ayayorgi bay is known at the end of each month after the signing of acts by the clients, and can also additionally receive an increased percentage from the additional sale of one-time services to the client.
%KPI — received once a quarter for customer satisfaction and retention after signing all acts for the period. That is, if one of the clients left, then the KPI is not paid. If the employee left and did not complete the quarter, then the KPI is also not paid.
If you take the salary as a whole, then the salary should be 60-70%, and the rest – % and %KPI.
It is more difficult to make the fixed part smaller – many specialists are afraid to agree to such conditions, since there is a fear of not receiving the amount they expect.
For example, we always look at the reasons marketing list for a client’s departure. If we didn’t win a tender for the next year, it doesn’t affect the project’s motivation. After all, a lot depends not on how he worked all this time, but on the people in the tender committee.
% and %KPI can be from revenue, or from the net profit of the project. In my opinion, it is more correct to calculate from net profit. But due to our internal processes, we are currently calculating from revenue. It is important that these are equivalent amounts in absolute value – there is no task to pay less. When the percentage is tied to profit, projects are better at planning project expenses, as this will directly affect their bonus.