employee motivation engagement strategies 7 february 2014_integrated
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DESCRIPTIONImplementation of high impact Employee Motivation and Engagement strategies and adoption of related best practice guidelines
STRATEGIC WORKFORCE PLANNING
HIGH IMPACT MOTIVATION AND EMPLOYEE ENGAGEMENT STRATEGIESCHARLES COTTER
7 FEBRUARY 2014PIVOT CONVENTION CENTRE, MONTECASINO
Conventional Wisdom regarding motivation Fact or Fiction? Corresponding best practice guidelines.
Diagnosis of current levels of employee motivation
Interesting statistics motivation and engagement
3 Key components of motivation
F-O-R-E Motivational strategies
Defining employee engagement
Key drivers of employee engagement
Strategies to develop employee engagement
Best practice guidelines
KEY PRESENTATION TOPICS
WHO WOULD YOU EMPLOY FOR HIGH OCTANE PERFORMANCE DELIVERY?CANDIDATE ACANDIDATE B
PERFORMANCE = R x A x M x B x O
OPPORTUNITY PERFORMANCE EQUATION
In order to leverage and harness improved levels of performance, business leaders need to focus on all 5 of these areas to get the best and most out of their team members
MANAGEMENT LESSON - PERFORMANCE EQUATION
Motivation refers to the processes that account for an individuals willingness to exert high levels of effort to reach organizational goals, conditioned by the efforts ability to satisfy some individual need.
Motivation can be defined as the factors which energize, direct and sustain employee behaviour.
Motivation is defined as the process that initiates, guides and maintains goal-oriented behaviours. It involves the biological, emotional, social and cognitive forces that activate behaviour.
DEFINITION OF MOTIVATIONOrganizations with highly motivated employees tend to be:
More profitableExperience lower staff turnoverDeliver higher levels of customer service and productivityBenefit from greater innovation
THE VALUE OF MOTIVATIONINSIDE JOB - A motive is an inner drive, stimulus or incentive to satisfy a human need of some kind.
CUSTOMIZATION - People differ from one another and no one has the same needs so people will be motivated differently. Different strokes for different folks.
CITIZEN KANE Employees who experience a heightened sense of emotional connection with the organization, demonstrate higher levels of motivation.
MONEY MYTH financial rewards are more of a mover than a motivator
CONVENTIONAL WISDOM REGARDING MOTIVATION FACT OR FICTION?Business Leaders and Managers need to transform from applying Compliance-driven (extrinsic) motivational strategies to Commitment-driven (intrinsic) strategies
Business Leaders and Managers need to adopt a targeted (rifle) approach and not a hit and miss (shotgun) approach to employee motivation one size fits all is inappropriate
Business Leaders and Managers need to transform employees into associates (sense of ownership) and brand/company ambassadors
Business Leaders and Managers need to develop a bouquet of recognition-oriented strategies and de-emphasize the value of monetary rewards
MANAGEMENT LESSON CONVENTIONAL WISDOM REGARDING MOTIVATION
WHAT MOTIVATES EMPLOYEES?
#1 Job and Organizational Cultural Fit
#2 Conducive Work Environment
#3 Policies, procedures and work practices
#4 Trust and Relationship Management
#5 Meaningful Work and Responsible Tasks
DIAGNOSE CURRENT LEVELS OF MOTIVATION - GENERIC MOTIVATIONAL STRATEGIES-11#6 Participatory Management and Leadership practices
#7 Performance Feedback and Recognition
#8 Customized Rewards
#9 Career, Learning and Development opportunities
#10 Employee Engagement
DIAGNOSE CURRENT LEVELS OF MOTIVATION - GENERIC MOTIVATIONAL STRATEGIESOnly 18% of employees are satisfied with their jobs
Only 10% of employees look forward to going to work everyday
70% of the workforce are more motivated by (favour) non-monetary rewards
79% of employees who resign cite a lack of appreciation as the main reason
Only 12% of employees actually leave for more money
MOTIVATION INTERESTING STATISTICS
20% of employees are actively seeking new jobs
83% of executives and 84% of employeesrank having engaged and motivated employees as the top factorthat substantially contributes to a companys success
There is a correlation between employees who say they are happy at work and feel valued by their company, and those who say their organization has a clearly articulated and lived cultureMOTIVATION INTERESTING STATISTICS
MCCLELLANDS LEARNER NEEDS THEORY
VROOMS EXPECTANCY THEORY
ALDERFERS ERG THEORY SELECTED MOTIVATIONAL MODELS
According to Hackman & Oldham:
FeedbackMEANINGFUL WORK - JOB CHARACTERISTICS MODEL
(WORK) ENVIRONMENT3 KEY COMPONENTS OF MOTIVATIONGender
Perceptual (Managers and Employees)
THE MOTIVATIONAL DIVIDE
PSYCHOLOGOCAL CONTRACT - DIFFERING VALUE SYSTEMS AND EXPECTATIONS
HOFSTEDES NATIONAL CULTURAL DIMENSIONSCULTURAL DIVIDE
DIVERGENT OCCUPATIONAL CATEGORIES
WHITE-COLLAR JOBSOCCUPATIONAL DIVIDE
GUARDIAN5 PIVOTAL LEADERSHIP ROLES TO OPTIMIZE EMPLOYEE MOTIVATION
OPPORTUNITIES FOR GROWTH
EMPLOYEE ENGAGEMENTESCALATING MOTIVATION TO THE F-O-R-E
90% of employees find a fun working environment very/extremely motivating
Collegial working relations - 80% of employees value working for people that they like
Technology-enabled Gamification - 70% of Forbes Global 2000 companies are using gamified platforms as a way to boost employee engagement, retention, and revenues
Objective: Design an Industrial Playground
Conducive and Positive Work Environment
Celebrating work success and creating corporate Rituals
Retention - 76% of employees cited opportunities for growth were the top reason why they stayed in organizations. In every age and demographic category, opportunities for growth were more of a motivating reason to stay in an organization than pay increases
Managers should apply a strengths-based approach to employee development
Establish a Learning Organization, climate and culture
Learning, Development and Empowerment Opportunities
Career Development and Advancement
Mentoring and Coaching
Creativity and Innovation through Action Learning
OPPORTUNITIES FOR GROWTH
40% of employees who do not meaningfully feel recognized will not go above and beyond their formal work responsibilities to get the job done. 86% of those who feel recognized will.
83% of employees cited recognition for contributions is more fulfilling than rewards and gifts.
Type of recognition matters 68% favoured individual above team-based recognition; 88% found recognition from their managers as very/extremely motivating and 76% found praise from peers as very/extremely motivating.
Engagement happens when people are committed to their work and the organization and motivated to achieve high levels of performance
Engaged employees at work are positive, interested in and even excited about their jobs and are prepared to put discretionary effort into their work beyond the minimum to get it done
DEFINING EMPLOYEE ENGAGEMENT
71% of employees are disengaged
Highly engaged employees are 26% more productive than disengaged employees
Companies earned 13% greater total returns for shareholders over a 5-year financial period
90% of leaders think an engagement strategy will impact business success
Only 40% of the workforce knew about their companys goals, strategies and tactics
EMPLOYEE ENGAGEMENT INTERESTING STATISTICS71% of employees are disengaged:
45% are not engaged
26% are actively disengaged
29% of the workforce are engagedCURRENT DEGREE OF EMPLOYEE ENGAGEMENTTHE VALUE OF EMPLOYEE ENGAGEMENT
According to Gallup (2013), employers can reap the following benefits of an engaged workforce:
202% better performance$11 billion is lost annually due to employee turnover Direct correlation to 9 key business performance indicators
BENEFITS OF EMPLOYEE ENGAGEMENT
Are employees COMMITTED to the organization?
Are employees proud to work for the organization company/brand ambassadors? CITIZEN
Do employees put forth extra/discretionary effort to help the organization and their colleagues achieve business objectives? COMRADE
Are employees enthusiastic and passionate about their work/jobs? CREATOR
Are employees CONNECTED (intellectually and emotionally) to their work/jobs offer value add?
MEASUREMENT OF EMPLOYEE ENGAGEMENT - 5c INDICATORS Engaged
TYPES OF ENGAGED EMPLOYEES
What do I get?
What do I give?
Do I belong?
How can we grow?FOUR STAGES OF EMPLOYEE ENGAGEMENT
According to Dale Carnegie research:
Relationship with the immediate supervisor