motivating & engaging employees

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Motivating & Engaging Employees Presented by Marion Stone 1 www.cornerstoneconnections.co .za

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Learn about the impact of engagement on your organisation and how to create an engaging work environment. Recognise the impact of generational differences and leadership on motivation.

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  • 1. Motivating & Engaging Employees Presented by Marion Stone www.cornerstoneconnections.co.za 1
  • 2. Agenda1. What is motivation?2. The impact of motivation on your business3. What motivates people?4. Creating a motivational environment www.cornerstoneconnections.co.za 2
  • 3. Section 1WHAT IS MOTIVATION? www.cornerstoneconnections.co.za 3
  • 4. Engagement vs. MotivationEngagement is the willingness and ability to contribute to company success, the extent to which employees put discretionary effort into their work, in the form of extra time, brainpower and energy.Towers Perrin, 2007 www.cornerstoneconnections.co.za 4
  • 5. Engaged DisengagedBrims with enthusiasm, Often absent (even whencontributes ideas, is they are at work). They areoptimistic about the disconnected and oftencompany and its future, is pessimistic about changeseldom absent from work, and new ideas. They havetypically stays with the high rates of absenteeismorganisation longer and is and tend to negativelyamong the organisations influence those aroundmost valuable ambassadors. them, including potential customers and new hires. www.cornerstoneconnections.co.za 5
  • 6. Section 2THE IMPACT OF MOTIVATION ONYOUR BUSINESS www.cornerstoneconnections.co.za 6
  • 7. Is lack of motivation a problem? Poor morale Staff Turnover Cost (recruitment, training) Loss of skills Loss of productivity Impact on customer relationships Impact on brand
  • 8. Cost of Turnover Cost of replacing an employee and getting them contributing at 100% = 1 to 3 times their annual salaryAverage Employee on R120 000 annual salaryCost of Turnover = R120 000 x 1.5= R180 000Multiply this by the number of employees you lost! www.cornerstoneconnections.co.za 8
  • 9. The Economics of Engagement Deloitte 2011 www.cornerstoneconnections.co.za 9
  • 10. The Economics of Engagement 10
  • 11. The Economics of Engagement Gallup 2005 11
  • 12. Section 3WHAT MOTIVATES PEOPLE? www.cornerstoneconnections.co.za 12
  • 13. Research 1940s - Maslow 13
  • 14. Research 1960s Hertzberg 14
  • 15. Herzberg Explained MOTIVATION Satisfaction No Satisfaction (Dissatisfaction) HYGIENE FACTORSNo Dissatisfaction Dissatisfaction www.cornerstoneconnections.co.za 15
  • 16. Research 2000s Daniel Pink Autonomy Desire to be self-directed Mastery Challenge Purpose Make a contribution www.cornerstoneconnections.co.za 16
  • 17. Research 2000s Daniel Pink www.cornerstoneconnections.co.za 17
  • 18. Research 2000s Engagement Drivers Career Where am I going? Congruence Do my values align? (Employer of Choice) Community Is it socially rewarding? Compensation Am I fairly rewarded and recognised? Coping How am I supported? Content Do I enjoy what I do (meaningful work)? The Talent Powered Organisation, Peter Cheese www.cornerstoneconnections.co.za 18
  • 19. Motivators - Deloitte www.cornerstoneconnections.co.za 19
  • 20. GenerationsGROUP BORN CURRENT CHARACTERISTICS STATUSBaby Boomers 1945 late 60s High knowledge Idealism, optimism, rebellion,(post war) (40ish 63 years and experience personal gratification, excellence, old) and heading for performance, Hippies to Yuppies retirementGeneration X Late 60s to late 70s Solid experience Global awareness, diversity, (30 40 years old) and occupying emergence of women into the middle to senior work place, used to change, management techno literate, informal, individualist, corporate scepticism, entrepreneurialGeneration Y 1980s + Studying, entering High self esteem, street smart, (under 30 years old) the job market and networkers, media overloaded, developing values driven, techno savvy, experience global citizens, cooperative learningPost Apartheid 1994 + At school Growing up in post apartheid SAGeneration (under 16 years old) in a period of growth, change and greater opportunity www.cornerstoneconnections.co.za 20
  • 21. Generational Motivators www.cornerstoneconnections.co.za 21
  • 22. Understand whatmotivates your staff Attitudes to work have shifted significantly in the last 50 years. Understanding these shifts is vital in understanding how to motivate and retain employees Employee Organisation Needs Needs
  • 23. Section 4CREATING A MOTIVATIONALENVIRONMENT www.cornerstoneconnections.co.za 23
  • 24. Overall Approach Understand the needs of employees Develop a strategy to address your findings Review your existing human resource tools for engagement capability e.g. Recruitment, job descriptions, performance management Make line managers responsible for engagement (and make sure managers are engaged!)
  • 25. Research 2000s Daniel Pink Autonomy Desire to be self-directed Mastery Challenge Purpose Make a contribution www.cornerstoneconnections.co.za 25
  • 26. Research 2000s Engagement Drivers Career Where am I going? Congruence Do my values align? (Employer of Choice) Community Is it socially rewarding? Compensation Am I fairly rewarded and recognised? Coping How am I supported? Content Do I enjoy what I do (meaningful work)? The Talent Powered Organisation, Peter Cheese www.cornerstoneconnections.co.za 26
  • 27. High Engagement PracticesMotivator Need ProcessAutonomy (self directed) Clear responsibilities Job descriptions Managers who enable not Manager skills (delegation) micromanageMastery(challenge)/ Clear performance standards Performance management &experience success (as output not activity) feedback Keep score of performance Manager skills (feedback, Right people in the job coaching) RecruitmentPurpose (contribution)/ Strategic link (how the job Strategic linkcongruence/ meaningful contributes to the Job descriptionswork organisations success) Broaden responsibilities and Enjoyable jobs play to strengths Right people in the job Manager skills (real & regular communication about the business) Recruitment www.cornerstoneconnections.co.za 27
  • 28. High Engagement PracticesMotivator Need ProcessCareer Opportunities to learn Internal promotions and grow Career paths Broadening of responsibilities Training (to equip employees to handle the job - not only technical skills!)Community (socially A constructive and Appropriate social eventsrewarding) and Coping rewarding work Performance management (reasonable(supported) environment goals, feedback) Employee health and wellness management Manager skills (coaching & delegation)Compensation (rewarded Fair pay Salary surveysand recognised) Appropriate recognition Benefits review e.g. consider flexible benefits Recognition schemes e.g. days off, employee of the month www.cornerstoneconnections.co.za 28
  • 29. Cornerstone Connections Cornerstone Connections was born out of a desire to enable organisations to achieve their goals by unlocking the motivation & performance of their employees. The focus of Cornerstone since 2006 has been on supporting small & mid sized organisations in the greater Cape Town area with a focus on technical industries Cornerstone Connections is the umbrella under which Marion Stone offers performance consulting, organisational development and facilitated workshops
  • 30. Client History Vital Health Foods Food Manufacturing Elex Khanyisa Electrical testing Mazars Accountants Netcare Healthcare Pesto Princess Food Manufacturing Bergstan Consulting Engineers
  • 31. What next? Ask me for details of my day Strategic Assessment sessions Visit my website for more information & resources www.cornerstoneconnections.co.za Sign up for an informative, free monthly newsletter on my homepage or by leaving me your card. Connect with me via my LinkedIn profile www.cornerstoneconnections.co.za 31