Discovering the Secret of Incentives That Work! · Discovering the Secret of Incentives That Work! Presented by: Beverly Dennis, MBA, CHAE, CHTP Associate Professor of Business Administration

Discovering the Secret of Incentives That Work!

Presented by:

Beverly Dennis, MBA, CHAE, CHTP

Associate Professor of Business Administration

Alaska Pacific University

HFTP Annual Convention & Trade Show Bellevue, Washington

October 23, 2015

Discovering the Secrets of Incentives That Work: Opening Questions

• Can you remember an example of a reward that meant something to you and one that didn’t?

• Can you explain the difference?

Copyright © Beverly Dennis, 2015

What Do We Know About Motivation?

Maslow First Break All the Rules MBTI SDI


Maslow’s Hierarchy of Needs Theory

Physiological

Safety

Belonging

Esteem

Self-

Actualization


(commons, wikimedia.org)

Sample Maslow Considerations

• Will I keep my job? [Physiological & Safety]

• Will I still be on the same work team? [Belonging]

• Will I lose my title and private office? [Esteem]

• Will I have to stay in the same job with no hope of advancement or training? [Self-actualization]


What Do Employees Want?

• 80,000 managers in 400 companies

• 1,000,000 employees

• Findings: – Good managers recognize employees

as they are – as individuals

– They do not treat everyone the same

– The strength of a workplace can be measured by 12 simple questions


12 Questions 1. Do I know what is expected of me at work?

2. Do I have the materials & equipment I need to do my work right?

3. At work, do I have the opportunity to do what I do best every day?

4. In the last 7 days, have I received recognition or praise for good work?

5. Does my supervisor seem to care about me as a person?

6. Is there someone at work who encourages my development?

7. At work, do my opinions seem to count?

8. Does my company make me feel like my work is important?

9. Are my co-workers committed to doing quality work?

10. Do I have a best friend at work?

11. In the last six months, have I talked with someone about my progress?

12. At work, have I had opportunities to learn and grow?

(Buckingham & Coffman, 1999) Copyright © Beverly Dennis, 2015


(Buckingham & Coffman, 1999)

12 Questions: Essential Needs

• They need to know what is expected of them at work

• They need the equipment and support to do their work right

• They want to know you understand their basic questions of self-worth and self-esteem by giving praise for good work and caring about their development as a person


Question #4

• One size does not fit all! In the last 7 days, have I received recognition or praise for good work?

One size does not fit all!


The Far Side by

Gary Larson

Differences in Personality


How do I deal

with the Outside

World?

Judgmental

or

Perceptive

Where do I

draw my

Energy?

Extrovert

or

Introvert

How do I take

in

Information?

Sensing

or

Intuitive

How do I

make

Decisions?

Thinking

or

Feeling

MBTI-Personality Type Indicator: What We Do

Four Preferences in behavior


(Myers Briggs Foundation, 2015)

Strength Deployment Inventory: What Drives Us

Feelers Thinkers Do-ers

Copyright © Beverly Dennis, 2015 (Scudder & LaCriox, 2013)

Motivational Value Systems Feeler – “People Person”


Motivational Value Systems

• Thinker – “Independent and Logical”


Motivational Value Systems • Do-er – “Just Do It”


How Do We Know Who Is Who?

• Observe

– Office areas, dress

• Listen

– Key words and phrases

• Ask

– Answers will reveal motivation


Visual Hallmarks: Clothes Feelers: Comfortable clothes,

pretty colors, loose fits, soft fabrics. Informal or vintage

Thinkers: Conservative and proper, neat, tailored, neutral colors

Do-ers: Simple functional clothes, neat but not fancy. Designer labels, good fabrics


Visual Hallmarks: Office Area

Feelers: Pictures of pets, loved ones, other people’s kids.

Candy to share. Flowers, knick-knacks with sentimental meanings

Thinkers: Conventional, non-distracting workspace,

everything in order. Backups of essential supplies. Closed door if possible

Do-ers: Plaques, and other signs of achievement. Pictures

of kids with trophies. Memorabilia from winning teams. Corner office


Verbal Hallmarks

Feelers: “I feel”, stories about others, offers more than was

asked. Wants to be liked

Thinkers: “I think”. Deliberate, business-like speech. Sharing

facts, conducting the conversation in a logical, orderly way.

Do-ers: To the point. Asked and answered. May direct the

interview


Matching Rewards to the Associate

A reward to one person may be a perceived as a punishment to another!


Feelers

• Personalized gifts

• Knowing that their help made a positive difference

• A party where all can enjoy their success

• Teddy bears, hugs, flowers

• Being put on committees that will see to parties and welcomes

• Being in a conflict ridden environment

• Being told their help actually hurt

• Having offers of help rejected

• Being given the job of disciplining or firing co-workers

• Being made to work alone

Reward Punishment


Thinkers

• Being given as much time as they would like to finish projects

• A door on their office • Electronic gadgets that help

them organize • Complex tasks of analysis or

creating order • Trust their work is without

error • Tasks they can do alone • Quiet recognition of a job

well done

• Being put in a position where they have no privacy

• Working where there are short timelines that are inflexible

• Not being trusted • Working where resources

are wasted • Being asked for ball park

estimates • Working in emotionally

charged environments

Reward Punishment


Do-ers

• Public recognition of success

• Assigned parking spaces with their name

• Box seats at sporting events

• Money (as a means of keeping score)

• Plaques recognizing their leadership

• Increased challenges • Increased staff

• Being put in positions of no authority

• Reduction of staff • Having information

withheld • Being made to work only

at highly detailed tasks that must be done slowly

• Tasks with unclear outcomes

• Anonymity

Reward Punishment


The Definition of “Fair”

• Feelers: Fairness makes sure everyone gets a chance

• Thinkers: Because it’s the right thing to do

• Do-ers: So we can tell who wins


5 Questions to Ask

1. What aspects of the job are personally most important to you?

2. What are you happiest doing at work and why?

3. How do you get things done? 4. I hear you want this to happen. Why is it so

important to you? 5. How should I approach you?


Why This Matters: Maslow

• Maslow said: “Accountants must try to figure out some way to turning into balance sheet terms the intangible personnel values that come from improving the people of the organization”

• Assume that everyone prefers to feel important, needed, useful and respected

• Assume the preference for personhood, uniqueness as a person, identity as opposed to being anonymous or interchangeable.


(Maslow, 1998)

Revised Golden Rule

Treat others as THEY would like to be treated.


Questions?

Thank you for attending my session!

Beverly Dennis, CHAE, CHTP, MBA

[email protected]

(907) 243-8333


Documents

Discovering the Secret of Incentives That Work! · Discovering the Secret of Incentives That Work! Presented by: Beverly Dennis, MBA, CHAE, CHTP Associate Professor of Business Administration