The top 10 ways to motivate your employees: this is the last in a three-part series. (Rewarding Employees).

In my previous two columns, I talked about how money is not the best way to motivate employees. So, what are some effective nonmonetary ways to do the job? Consider what these companies are doing:

Each Monday morning at Wachovia Bank, managers, with input from staff, set milestones for the week. On Friday, employees receive a gold star for each milestone met. Employees can also recognize their peers with a frog sticker. Staff members display the gold stars and frogs on a white cardboard poster.

The idea behind the Service Pride Award at American Savings Bank (ASB), headquartered in Irvine, Calif., is that recognizing people and making them feel special is a great way to boost morale and quality at the same time. The Service Pride Award is given to employees who are "caught in the act" of delivering exceptional service. Peers, managers and supervisors nominate individuals. The applications are judged by a panel of seven employees, rotated yearly, ranging from mail clerk to supervisor. One winner per month receives a lapel pin and a congratulatory letter, presented by the supervisor in front of peers. Each winner then becomes eligible for a quarterly award for the best service act. From the quarterly award winners, judges select an annual winner, who is flown to Irvine, housed in a luxurious hotel, chauffeured via limousine to a posh restaurant to dine with ASB executives, and presented with the Service Pride Award.

First Pennsylvania Bank in Philadelphia arranges a once-a-year banquet for employees (and their families) who "take that extra step."

At South Carolina Federal financial services in Columbia, the president and other top managers serve employees lunch or dinner as a reward for a job well done.

In summary, today's employees may not need a pay raise as much as they do a personal thanks from their manager for a job well done. Following, in priority order, are the top 10 things to do to motivate today's employees.

* Personally thank employees for doing a good job--one-on-one--verbally, in writing or both. Do it in a timely manner, often and sincerely.

* Be willing to take the time to meet with and listen to employees.

* Provide specific feedback about performance of the person, the department and the organization.

* Strive to create a work environment that is open, trusting and fun. Encourage new ideas and initiative.

* Provide information on how the company makes and loses money, upcoming products and strategies for competing in the marketplace, and how the person fits in the overall plan.

* Involve employees in decisions, especially when those decisions affect them.

* Provide employees with a sense of ownership in their work and the work environment.

* Recognize, reward and promote people based on their performance. Deal with low and marginal performers so that they either improve or leave.

* Give people a chance to grow and learn new skills. Show them how you can help them meet their goals within the context of meeting the organization's goals. Create a partnership with each employee.

* Celebrate successes--of the company, of the department and of individuals in it. Take time for team- and morale-building meetings and activities.

Bob Nelson, Ph.D., is president of Nelson Motivation Inc., San Diego, Calif., and author of numerous books on motivating and energizing employees. You con telephone him at [phone] or e-mail him at [e-mail]. You con visit his website at www.nelson-motivation.com.