Employee Motivation and Engagement: Unique Techniques and Strategies for Motivating and Rewarding Your Staff

Download Employee Motivation and Engagement: Unique Techniques and Strategies for Motivating and Rewarding Your Staff

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How do you motivate your staff when many companies continue to face tight merit pool caps, limited promotional opportunities, and daunting workloads that demand incredible levels of discretionary effort? More importantly, how do you become a manager who engenders respect and loyalty and serves as a role model for others? Becoming a leader who inspires team members by example and who creates an environment where people can motivate themselves stems from building trust, respect, and camaraderie in the workplace. This PowerPoint presentation addresses the importance of assessing your relationship with your key employees, engaging in "stay interviews" to ensure that they're engaged and in tune with your department's and company's overall goals, and helping your staffers build their skills and success profiles to prepare for their next move in career progression. (37 slides)

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  • 1. www.PaulFalconeHR.com Paul@PaulFalconeHR.com
  • 2. Contents General Rules and Myths about Motivation Gauging Employee Engagement Common Reasons for Leaving Companies www.PaulFalconeHR.com 2
  • 3. Contents (cont.) Headhunter Resignation Drills and the Critical Art of the Stay Interview Strategies to Rev Up and Re-Engage a Tired Workforce Lessons in Workplace Motivation www.PaulFalconeHR.com 3
  • 4. For Starters: Healthy Questions about Employee Motivation What is the supervisors role in terms of motivation? How can you motivate an angry individual with the classic entitlement mentality + victim syndrome? How do you motivate in light of tightly restricted merit budgets and resources? Oh, and do you really pay for performance??? www.PaulFalconeHR.com 4
  • 5. General Rules About Motivation Rule 1: What you want for yourself, give to another Rule 2: Beingness trumps Doingness (i.e., Who you are is far more important than What you do when it comes to motivating others) Rule 3: Giving the gift of time (i.e., of yourself) equals the ultimate in recognition and appreciationits the small things that count! www.PaulFalconeHR.com 5
  • 6. Myths about Motivation Until we pay our employees at market, well never have happy workers or a stable workforce With merit budgets so low and bonuses not being paid out at 100%, you cant blame workers for being disengaged and disenchanted Until this company invests in more headcount and slows down this frantic pace and this evolutionary change at revolutionary speed, we wont have stability www.PaulFalconeHR.com 6
  • 7. The Best Boss Youve Ever Had. . . Listened to you and really cared about what you had to say Helped you find your own solutions to questions that challenged you at the time Cared about you personally and helped you plot your course for career growth and development www.PaulFalconeHR.com 7
  • 8. Best Boss (cont.) Made you feel welcome and created an inclusive group experience / had your back Held you to very high standards but was fair and consistent in the application of company rules At times expected more of you than you expected of yourself or believed you were capable of www.PaulFalconeHR.com 8
  • 9. Question: How can you, as a frontline supervisor, become that type of leader to the members of your team? How can you, as a department head, create leaders in your group who can inspire their subordinates? How can you, as an HR leader, craft a culture thats calmer, more personal and intimate, and more focused on achievements and innovative thinkingdespite all the noise? www.PaulFalconeHR.com 9
  • 10. Answer: 1. The key to enlightened leadership lies in setting up people for success and then getting out of the way, allowing them the freedom to gain traction and excel in their own personal way and individualized style. www.PaulFalconeHR.com 10
  • 11. Answer (cont.) 2. Look to the wisdom that allows you to follow a less is more approach to leadership, understand the value of creating a culture where workers can motivate themselves, and become a best-in-class organization that invites your people to fall in love with your company every day. www.PaulFalconeHR.com 11
  • 12. Answer (cont.) 3. The key to developing your people in light of Corporate Americas changing needs lies in making them feel like theyre making a positive contribution at work (company benefit) while developing their own skills and building their resumes (individual benefit). www.PaulFalconeHR.com 12
  • 13. Axioms on Motivation Axiom 1: People join companies and leave supervisors Axiom 2: The difference between an active job seeker and a passive job seeker is one bad day in the office Axiom 3: There are two types of people who quit jobsthose who quit and leave vs. those who quit and stay www.PaulFalconeHR.com 13
  • 14. Gauging Employee Engagement Employee opinion surveys / climate surveys Exit interview feedback trends and patterns Individualized feedback expressing general satisfaction or dissatisfaction www.PaulFalconeHR.com 14
  • 15. Common Reasons for Leaving 1. Lack of communication 2. Lack of appreciation for a job well done 3. Little opportunity for growth and career development 4. Not enough money www.PaulFalconeHR.com 15
  • 16. Headhunter Resignation Drills Whats your reason for wanting to leave your present company? What would have to change in your present position for you to stay? Whats your next logical move in career progression if you were to stay with your current company, and how long would it take you to get there? www.PaulFalconeHR.com 16
  • 17. Headhunter Calls (cont.) Would any of your key employees respond like this? Well, theres really no room for growth at my current company. I dont see myself learning anything new Im just doing volumes of the same work that Ive been doing for the past few years. And I just feel like Im treading water career-wise. Theres nothing new under the sun here, either in terms of dollars or new responsibilities. Truthfully, I feel stuck. . . www.PaulFalconeHR.com 17
  • 18. Solution: Stay Interviews Start your discussion by asking your top performing team member how hed rank his experience at your organization in terms of how happy, engaged, and rewarded he feels (on a scale of 1 10). Ask, Do you get to do what you do best every day? www.PaulFalconeHR.com 18
  • 19. Stay Interviews (cont.) If they ask why youre asking, just tell them that you want to reinvent the relationship and are looking to spice things up a bit in terms of raising the engagement level of the people on your team. However, youre starting with your star players first to get a gauge on how theyre feeling and how they think the rest of the team may be feeling. www.PaulFalconeHR.com 19
  • 20. Stay Interviews (cont.) If the average response will typically come in around an 8, ask the follow-up questions: (1) Why are you an 8? and (2) What would make you a 10? The goal here is to find out, in a very subtle and caring way, where they stand relative to your organization and how vulnerable they might be to becoming recruiters bait via a headhunters call. www.PaulFalconeHR.com 20
  • 21. Stay Interviews (cont.) Ask, Which of the six following categories hold the most significance for you at this point in your career? 1. Career progression through the ranks and opportunities for promotion and advancement 2. Lateral assumption of increased job responsibilities and skill building (e.g., rotational assignments in other areas) www.PaulFalconeHR.com 21
  • 22. Stay Interviews (cont.) 3. Acquisition of new technical skills (for example, via external training and certification) 4. Development of stronger leadership, management, or administrative skills 5. Wo

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