Employee motivation engagement strategies 7 february 2014_integrated

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Implementation of high impact Employee Motivation and Engagement strategies and adoption of related best practice guidelines


<p>STRATEGIC WORKFORCE PLANNING</p> <p>HIGH IMPACT MOTIVATION AND EMPLOYEE ENGAGEMENT STRATEGIESCHARLES COTTER</p> <p>7 FEBRUARY 2014PIVOT CONVENTION CENTRE, MONTECASINO</p> <p>Performance Equation</p> <p>Conventional Wisdom regarding motivation Fact or Fiction? Corresponding best practice guidelines. </p> <p>Diagnosis of current levels of employee motivation</p> <p>Interesting statistics motivation and engagement</p> <p>3 Key components of motivation</p> <p>Motivational Divide</p> <p>F-O-R-E Motivational strategies</p> <p>Defining employee engagement</p> <p>Key drivers of employee engagement</p> <p>Strategies to develop employee engagement</p> <p>Best practice guidelines</p> <p>KEY PRESENTATION TOPICS</p> <p>WHO WOULD YOU EMPLOY FOR HIGH OCTANE PERFORMANCE DELIVERY?CANDIDATE ACANDIDATE B</p> <p>PERFORMANCE = R x A x M x B x O</p> <p>RESOURCES</p> <p>ABILITY</p> <p>MOTIVATION</p> <p>BEHAVIOUR</p> <p>OPPORTUNITY PERFORMANCE EQUATION</p> <p>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</p> <p>MANAGEMENT LESSON - PERFORMANCE EQUATION</p> <p>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. </p> <p>Motivation can be defined as the factors which energize, direct and sustain employee behaviour. </p> <p>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.</p> <p>DEFINITION OF MOTIVATIONOrganizations with highly motivated employees tend to be:</p> <p>More profitableExperience lower staff turnoverDeliver higher levels of customer service and productivityBenefit from greater innovation</p> <p>THE VALUE OF MOTIVATIONINSIDE JOB - A motive is an inner drive, stimulus or incentive to satisfy a human need of some kind. </p> <p>CUSTOMIZATION - People differ from one another and no one has the same needs so people will be motivated differently. Different strokes for different folks. </p> <p>CITIZEN KANE Employees who experience a heightened sense of emotional connection with the organization, demonstrate higher levels of motivation.</p> <p>MONEY MYTH financial rewards are more of a mover than a motivator </p> <p>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</p> <p>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</p> <p>Business Leaders and Managers need to transform employees into associates (sense of ownership) and brand/company ambassadors</p> <p>Business Leaders and Managers need to develop a bouquet of recognition-oriented strategies and de-emphasize the value of monetary rewards</p> <p>MANAGEMENT LESSON CONVENTIONAL WISDOM REGARDING MOTIVATION </p> <p>WHAT MOTIVATES EMPLOYEES?</p> <p>#1 Job and Organizational Cultural Fit</p> <p>#2 Conducive Work Environment</p> <p>#3 Policies, procedures and work practices</p> <p>#4 Trust and Relationship Management</p> <p>#5 Meaningful Work and Responsible Tasks</p> <p>DIAGNOSE CURRENT LEVELS OF MOTIVATION - GENERIC MOTIVATIONAL STRATEGIES-11#6 Participatory Management and Leadership practices</p> <p>#7 Performance Feedback and Recognition</p> <p>#8 Customized Rewards</p> <p>#9 Career, Learning and Development opportunities</p> <p>#10 Employee Engagement</p> <p>DIAGNOSE CURRENT LEVELS OF MOTIVATION - GENERIC MOTIVATIONAL STRATEGIESOnly 18% of employees are satisfied with their jobs</p> <p>Only 10% of employees look forward to going to work everyday</p> <p>70% of the workforce are more motivated by (favour) non-monetary rewards </p> <p>79% of employees who resign cite a lack of appreciation as the main reason</p> <p>Only 12% of employees actually leave for more money </p> <p>MOTIVATION INTERESTING STATISTICS</p> <p>20% of employees are actively seeking new jobs</p> <p>83% of executives and 84% of employeesrank having engaged and motivated employees as the top factorthat substantially contributes to a companys success</p> <p>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</p> <p>MOTIVATIONAL APPROACHESCARROTSTICK</p> <p>MCCLELLANDS LEARNER NEEDS THEORY </p> <p>VROOMS EXPECTANCY THEORY</p> <p>ALDERFERS ERG THEORY SELECTED MOTIVATIONAL MODELS</p> <p>According to Hackman &amp; Oldham:</p> <p>Skills variety</p> <p>Task identity</p> <p>Task significance</p> <p>Autonomy</p> <p>FeedbackMEANINGFUL WORK - JOB CHARACTERISTICS MODEL</p> <p>EMPLOYEE</p> <p>MANAGER</p> <p>(WORK) ENVIRONMENT3 KEY COMPONENTS OF MOTIVATIONGender</p> <p>Generational</p> <p>Cultural</p> <p>Occupational</p> <p>Perceptual (Managers and Employees)</p> <p>THE MOTIVATIONAL DIVIDE</p> <p>GENDER DIVIDE</p> <p>BABY BOOMERS</p> <p>GENERATION X</p> <p>GENERATION Y</p> <p>PSYCHOLOGOCAL CONTRACT - DIFFERING VALUE SYSTEMS AND EXPECTATIONS</p> <p>GENERATIONAL DIVIDEAFRO-CENTRIC </p> <p>EURO-CENTRIC</p> <p>HOFSTEDES NATIONAL CULTURAL DIMENSIONSCULTURAL DIVIDE</p> <p>DIVERGENT OCCUPATIONAL CATEGORIES</p> <p>BLUE-COLLAR JOBS</p> <p>WHITE-COLLAR JOBSOCCUPATIONAL DIVIDE</p> <p>PERCEPTUAL GAP</p> <p>NAVIGATOR</p> <p>ACTIVATOR</p> <p>MOBILIZER</p> <p>COACH</p> <p>GUARDIAN5 PIVOTAL LEADERSHIP ROLES TO OPTIMIZE EMPLOYEE MOTIVATION</p> <p>FUN</p> <p>OPPORTUNITIES FOR GROWTH</p> <p>RECOGNITION</p> <p>EMPLOYEE ENGAGEMENTESCALATING MOTIVATION TO THE F-O-R-E</p> <p>90% of employees find a fun working environment very/extremely motivating</p> <p>Collegial working relations - 80% of employees value working for people that they like</p> <p>Technology-enabled Gamification - 70% of Forbes Global 2000 companies are using gamified platforms as a way to boost employee engagement, retention, and revenues</p> <p>Objective: Design an Industrial Playground </p> <p>Conducive and Positive Work Environment</p> <p>Celebrating work success and creating corporate Rituals </p> <p> FUN</p> <p>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</p> <p>Managers should apply a strengths-based approach to employee development</p> <p>Establish a Learning Organization, climate and culture</p> <p>Learning, Development and Empowerment Opportunities</p> <p>Career Development and Advancement</p> <p>Mentoring and Coaching </p> <p>Creativity and Innovation through Action Learning</p> <p>Collaboration</p> <p>OPPORTUNITIES FOR GROWTH</p> <p>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. </p> <p>83% of employees cited recognition for contributions is more fulfilling than rewards and gifts. </p> <p>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.</p> <p>Recognition strategies</p> <p>RECOGNITION</p> <p>Engagement happens when people are committed to their work and the organization and motivated to achieve high levels of performance</p> <p>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</p> <p>Say</p> <p>Stay</p> <p>Strive </p> <p>DEFINING EMPLOYEE ENGAGEMENT</p> <p>71% of employees are disengaged</p> <p>Highly engaged employees are 26% more productive than disengaged employees</p> <p>Companies earned 13% greater total returns for shareholders over a 5-year financial period </p> <p>90% of leaders think an engagement strategy will impact business success</p> <p>Only 40% of the workforce knew about their companys goals, strategies and tactics</p> <p>EMPLOYEE ENGAGEMENT INTERESTING STATISTICS71% of employees are disengaged:</p> <p>45% are not engaged</p> <p>26% are actively disengaged</p> <p>29% of the workforce are engagedCURRENT DEGREE OF EMPLOYEE ENGAGEMENTTHE VALUE OF EMPLOYEE ENGAGEMENT</p> <p>According to Gallup (2013), employers can reap the following benefits of an engaged workforce:</p> <p>202% better performance$11 billion is lost annually due to employee turnover Direct correlation to 9 key business performance indicators</p> <p>BENEFITS OF EMPLOYEE ENGAGEMENT</p> <p>Are employees COMMITTED to the organization?</p> <p>Are employees proud to work for the organization company/brand ambassadors? CITIZEN </p> <p>Do employees put forth extra/discretionary effort to help the organization and their colleagues achieve business objectives? COMRADE</p> <p>Are employees enthusiastic and passionate about their work/jobs? CREATOR</p> <p>Are employees CONNECTED (intellectually and emotionally) to their work/jobs offer value add?</p> <p>MEASUREMENT OF EMPLOYEE ENGAGEMENT - 5c INDICATORS Engaged</p> <p>Not Engaged</p> <p>Actively Dis-Engaged</p> <p>TYPES OF ENGAGED EMPLOYEES</p> <p>What do I get?</p> <p>What do I give?</p> <p>Do I belong?</p> <p>How can we grow?FOUR STAGES OF EMPLOYEE ENGAGEMENT</p> <p>According to Dale Carnegie research:</p> <p>Relationship with the immediate supervisor</p> <p>Senior Leaderships ability to lead the company and communicate its goals</p> <p>Organizational Pride - vision of organization and corporate social responsibility</p> <p>KEY DRIVERS OF EMPLOYEE ENGAGEMENTWork</p> <p>People</p> <p>Opportunities</p> <p>Total rewards</p> <p>Company practices</p> <p>Quality of Work LifeKEY DRIVERS OF EMPLOYEE ENGAGEMENT</p> <p>According to Gallup (2013), three (3) strategies to accelerate employee engagement are:</p> <p>Select the Right People and Managers</p> <p>Develop employees strengths</p> <p>Enhance employees well-being</p> <p>STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT</p> <p>According to Armstrong (2011), the five (5) strategies to enhance employee engagement are:</p> <p>The work itself</p> <p>The work environment</p> <p>Leadership</p> <p>Opportunities for personal growth</p> <p>Opportunities to contribute</p> <p>STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT</p> <p>According to Dale Carnegie research:</p> <p>Senior managers must articulate the company vision in a clear and compelling way</p> <p>Senior managers need to define organizational goals and objectives in realistic, clear and attainable manner</p> <p>Leaders should project a positive manner with employees, and be accessible </p> <p>Leaders should ensure that employees understand how their role contributes to the overall company success</p> <p>Senior leaders should create a climate of trust and encourage managers to demonstrate that they care about employees (on personal level)</p> <p>LEADERSHIP STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENTAccording to Dale Carnegie research:</p> <p>Managers should determine how each employees personal motivators align with organizational goals</p> <p>Managers should praise publicly, reprimand privately and coach team members who demonstrate disengaged behaviour </p> <p>Employees should be encouraged to communicate clearly and provide input into the company vision</p> <p>Direct managers should foster healthy relationships with employees</p> <p>Senior leadership should continuously demonstrate that employees have an impact on their work environment</p> <p>Managers should show that employees are valued as true contributors, giving them a sense of empowerment </p> <p>STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENTAccording to Gallup (2013) research, the best organizations deeply integrate employee engagement into the following four areas:</p> <p>Strategy and Leadership Philosophy</p> <p>Accountability and Performance</p> <p>Communication and Knowledge Management</p> <p>Development and on-going Learning OpportunitiesBEST PRACTICE EMPLOYEE ENGAGEMENT</p> <p>DISTINCTIVENESS - There is space in the workplace for both the Rambos and Bambis. </p> <p>DIFFERENTIATION Rambo and Bambi should be managed, motivated and engaged differently.</p> <p>DEVELOPMENT - Through dedicated, deliberate and action-oriented motivational and employee engagement strategies, business leaders, if needed, could potentially transform Bambis into Rambos and vice versa. CONCLUDING 3D-STATEMENTSKey points</p> <p>Questions</p> <p>SUMMARY</p> <p>CHARLES COTTER</p> <p>084 562 9446</p> <p>charlescot@polka.co.za</p> <p>LINKED IN </p> <p>TWITTER: Charles_Cotter</p> <p>CONTACT DETAILS</p>