Employee motivation engagement strategies 7 february 2014_integrated

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

charlescot@polka.co.za

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