Motivating & Engaging Employees


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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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  • One family staying at the Ritz-Carlton, Bali, had carried specialized eggs and milk for their son who suffered from food allergies. Upon arrival, they saw that the eggs had broken and the milk had soured. The Ritz-Carlton manager and dining staff searched the town but could not find the appropriate items. But the executive chef at this particular resort remembered a store in Singapore that sold them. He contacted his mother-in-law, and asked that she buy the products and fly to Bali to deliver them, which she agreed to do. Of course the family was delighted. Carmine herself has observed a lineup. And this is what she has to say: Two 15-minute lineups across 61 hotels, 365 days a year. The hotel is literally offering thousands of hours of training to its employees. No amount of training would be effective, however, without making an emotional and memorable connection with the trainees. Sharing cultural stories is the best way to do it. The Ritz-Carlton does this each day.
  • Do you know what your staff turnover is? Have you ever walked into a shop or restaurant where it is clear that the staff are demotivated? What was your experience?
  • Higher order needs – internal Lower order needs – external Lower paid workers are likely to be more focused on lower order needs BUT union members will go out on sympathy strike so the hierarchy does not always hold.
  • Two Factor Theory or Motivation – Hygiene Theory.
  • Removing dissatisfying characteristics does not necessarily make the job satisfying (placate rather than motivate) therefore a dual continuum. No overall measure of satisfaction – one could dislike part of the job and still be satisfied.
  • McClelland : Achievement, Power, Affiliation
  • Strong link between engagement and performance – the ‘talent powered organisation’
  • Explain ‘psychological contract’ Tesco categories – Pleasure Seekers, Want it All, Live to Work, Work to Live, Work Balancers
  • McClelland : Achievement, Power, Affiliation
  • Motivating & Engaging Employees

    1. 1. Motivating & Engaging Employees Presented by Marion Stone 1
    2. 2. Agenda1. What is motivation?2. The impact of motivation on your business3. What motivates people?4. Creating a motivational environment 2
    3. 3. Section 1WHAT IS MOTIVATION? 3
    4. 4. Engagement vs. Motivation“Engagement 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 4
    5. 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 organisation’s influence those aroundmost valuable ambassadors. them, including potential customers and new hires. 5
    7. 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. 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! 8
    9. 9. The Economics of Engagement Deloitte 2011 9
    10. 10. The Economics of Engagement 10
    11. 11. The Economics of Engagement Gallup 2005 11
    12. 12. Section 3WHAT MOTIVATES PEOPLE? 12
    13. 13. Research 1940’s - Maslow 13
    14. 14. Research 1960’s – Hertzberg 14
    15. 15. Herzberg Explained MOTIVATION Satisfaction No Satisfaction (Dissatisfaction) HYGIENE FACTORSNo Dissatisfaction Dissatisfaction 15
    16. 16. Research 2000’s – Daniel Pink• Autonomy – Desire to be self-directed• Mastery – Challenge• Purpose – Make a contribution 16
    17. 17. Research 2000’s – Daniel Pink 17
    18. 18. Research 2000’s – 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 18
    19. 19. Motivators - Deloitte 19
    20. 20. ‘Generations’GROUP BORN CURRENT CHARACTERISTICS STATUS“Baby Boomers” 1945 – late 60’s 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 60’s to late 70’s 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 1980’s + 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 20
    21. 21. Generational Motivators 21
    22. 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
    24. 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. 25. Research 2000’s – Daniel Pink• Autonomy – Desire to be self-directed• Mastery – Challenge• Purpose – Make a contribution 25
    26. 26. Research 2000’s – 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 26
    27. 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 organisation’s success) Broaden responsibilities and Enjoyable jobs play to strengths Right people in the job Manager skills (real & regular communication about the business) Recruitment 27
    28. 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 28
    29. 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. 30. Client History• Vital Health Foods – Food Manufacturing• Elex Khanyisa – Electrical testing• Mazars – Accountants• Netcare – Healthcare• Pesto Princess – Food Manufacturing• Bergstan – Consulting Engineers
    31. 31. What next?• Ask me for details of my ½ day ‘Strategic Assessment’ sessions• Visit my website for more information & resources• Sign up for an informative, free monthly newsletter on my homepage or by leaving me your card.• Connect with me via my LinkedIn profile 31