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 guidelinesTRANSCRIPT
HIGH IMPACT MOTIVATION AND EMPLOYEE ENGAGEMENT
STRATEGIES
CHARLES COTTER
7 FEBRUARY 2014PIVOT CONVENTION CENTRE,
MONTECASINO
Performance Equation
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
Motivational Divide
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 A CANDIDATE B
PERFORMANCE = R x A x M x B x O
RESOURCES
ABILITY
MOTIVATION
BEHAVIOUR
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 individual’s willingness to exert high levels of effort to reach organizational goals, conditioned by the effort’s 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 MOTIVATION
Organizations 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 MOTIVATION
“INSIDE 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
#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
STRATEGIES
Only 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 employees rank having engaged and motivated employees as the top factor that substantially contributes to a company’s 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 culture
MOTIVATION – INTERESTING STATISTICS
MOTIVATIONAL APPROACHES
CARROT STICK
MCCLELLAND’S LEARNER NEEDS THEORY
VROOM’S EXPECTANCY THEORY
ALDERFER’S ERG THEORY
SELECTED MOTIVATIONAL MODELS
According to Hackman & Oldham:
Skills variety
Task identity
Task significance
Autonomy
Feedback
MEANINGFUL WORK - JOB CHARACTERISTICS MODEL
EMPLOYEE
MANAGER
(WORK) ENVIRONMENT
3 KEY COMPONENTS OF MOTIVATION
EMPLOYEE
ENVIRONMENT
MANAGER
Gender
Generational
Cultural
Occupational
Perceptual (Managers and Employees)
“THE MOTIVATIONAL DIVIDE”
GENDER DIVIDE
BABY BOOMERS
GENERATION X
GENERATION Y
PSYCHOLOGOCAL CONTRACT - DIFFERING VALUE SYSTEMS AND EXPECTATIONS
GENERATIONAL DIVIDE
AFRO-CENTRIC
EURO-CENTRIC
HOFSTEDE’S NATIONAL CULTURAL DIMENSIONS
CULTURAL DIVIDE
DIVERGENT OCCUPATIONAL CATEGORIES
“BLUE-COLLAR” JOBS
“WHITE-COLLAR” JOBS
OCCUPATIONAL DIVIDE
PERCEPTUAL GAP
NAVIGATOR
ACTIVATOR
MOBILIZER
COACH
GUARDIAN
5 PIVOTAL LEADERSHIP ROLES TO OPTIMIZE EMPLOYEE MOTIVATION
FUN
OPPORTUNITIES FOR GROWTH
RECOGNITION
EMPLOYEE ENGAGEMENT
ESCALATING 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”
FUN
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
Collaboration
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.
Recognition strategies
RECOGNITION
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
Say
Stay
Strive
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 company’s goals, strategies and tactics
EMPLOYEE ENGAGEMENT – INTERESTING STATISTICS
71% of employees are disengaged:
45% are not engaged
26% are actively disengaged
29% of the workforce are engaged
CURRENT DEGREE OF EMPLOYEE ENGAGEMENT
Engaged29%
Not Engaged45%
Ac-tively dis-en-
gaged 26%
THE 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
Not Engaged
Actively Dis-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
Senior Leadership’s ability to lead the company and communicate its goals
Organizational Pride - vision of organization and corporate social responsibility
KEY DRIVERS OF EMPLOYEE ENGAGEMENT
Work
People
Opportunities
Total rewards
Company practices
Quality of Work Life
KEY DRIVERS OF EMPLOYEE ENGAGEMENT
According to Gallup (2013), three (3) strategies to accelerate employee engagement are:
Select the Right People and Managers
Develop employees’ strengths
Enhance employees’ well-being
STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
According to Armstrong (2011), the five (5) strategies to enhance employee engagement are:
The work itself
The work environment
Leadership
Opportunities for personal growth
Opportunities to contribute
STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
According to Dale Carnegie research:
Senior managers must articulate the company vision in a clear and compelling way
Senior managers need to define organizational goals and objectives in realistic, clear and attainable manner
Leaders should project a positive manner with employees, and be accessible
Leaders should ensure that employees understand how their role contributes to the overall company success
Senior leaders should create a climate of trust and encourage managers to demonstrate that they care about employees (on personal level)
LEADERSHIP STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
According to Dale Carnegie research:
Managers should determine how each employee’s personal motivators align with organizational goals
Managers should praise publicly, reprimand privately and coach team members who demonstrate disengaged behaviour
Employees should be encouraged to communicate clearly and provide input into the company vision
Direct managers should foster healthy relationships with employees
Senior leadership should continuously demonstrate that employees have an impact on their work environment
Managers should show that employees are valued as true contributors, giving them a sense of empowerment
STRATEGIES TO DEVELOP EMPLOYEE ENGAGEMENT
According to Gallup (2013) research, the best organizations deeply integrate employee engagement into the following four areas:
Strategy and Leadership Philosophy
Accountability and Performance
Communication and Knowledge Management
Development and on-going Learning Opportunities
BEST PRACTICE EMPLOYEE ENGAGEMENT
DISTINCTIVENESS - There is space in the workplace for both the Rambo’s and Bambi’s.
DIFFERENTIATION – Rambo and Bambi should be managed, motivated and engaged differently.
DEVELOPMENT - Through dedicated, deliberate and action-oriented motivational and employee engagement strategies, business leaders, if needed, could potentially transform Bambi’s into Rambo’s and vice versa.
CONCLUDING 3D-STATEMENTS
Key points
Questions
SUMMARY
CHARLES COTTER
084 562 9446
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