EMPLOYEES are the most valuable resource of any organisation. Like any other resource, these employees can be integral to the success of the organisation or they can just take up space and budgets.

Motivation is key to strategy execution. Yes, most performers are motivated by money; but that is just one weapon in the arsenal to own your employees' loyalty. Listed below are some potent motivators many companies have used successfully and these have a cost ranging from zero to moderate. All can more than pay for themselves in the long run.

Recognition: Not just annual awards or employee-of-themonth awards. Those can be limiting. Consider a companywide monthly most valuable performer award that is based on suggestions from fellow employees. Such an award should be based on overall performance during the month and takes into account the attributes such as teamwork, problem solving, creativity and accuracy.

Field trips: Invite your performers to attend client meetings or industry trade shows.

The benefit is two-fold. The employee can get to know the clients and develop a better understanding of them; plus they can see the reality of the `glamorous' trips that your staff must take.

Credit: The less credit you take and the more you allow your employees to enjoy the better. It is a rare environment where the `little guy' gets credit for something he did.

Be open: Share information on your company's performance and your feelings about it. In some organisations, it would be impossible to open the books and disclose financial performance, but come as close as you can. Show your staff how you made or lost money during the quarter and ask them for their feedback on it. You may be surprised as to the responses you get. Some organisations take this step further and share profit with the employees.

Encourage greatness: Giving your employee a chance to do something outstanding may be all they need.

Top performers seek out opportunities to express themselves and to stand out. Your job is to support them in their quest for excellence and allow them to make some mistakes in the process.

Communicate: Whether by phone, on paper, video, audio or the internet, the more frequently an employee is communicated with on the state of the company, the more motivated they will be. Quite often managers complain: "The company does not keep me in the loop. I feel like I don't count."

Flexibility: Providing employees with a flexible schedule that can accommodate their lifestyle can be very motivating and can differentiate your workplace from your competitors'. Understanding that an employee would like a 30-hour work week (at 30hours of pay, of course) and accommodating her may win her loyalty for life. Ditto for flex schedules that give employees freedom to attend to personal matters. Ricardo Semler (author of The Maverick and owner of Semco, Brazil) has done several innovations in this area like allowing employees to choose their boss and decide on their salary and work schedule.

Time: Do not underestimate your importance to your employees. Taking time for lunch or small talk can be a memorable and motivating experience for them.

Lead by example: Doing the `right thing,' being courageous and being loyal are qualities that we need to show in ourselves before we can ask them of our employees. When you show that character, it inspires the entire organisation to greater performance. Employees are customers: Treat them as customers. Because without employees there would be no customers. When in doubt, treat the employee with the same respect and understanding you would a customer.

Let go: Letting go of difficult, unprofitable customers (or employees) can be very motivating. It allows employees to know how much you value them or their efforts and shows that you are not willing to deal with unproductive relationships. Motivate your employees to do things that you are motivated by and be sincere in your appreciation. A vague "good job" or a "have a nice day" will mean little to any employee.

Motivating employees can be rewarding and inexpensive when you are willing to pay the price of communicating and sharing your business. The writer is the CEO and managing director of CustomerLab Solutions