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When It Comes to Employee Motivation, One Size Does Not Fit All

Trying to motivate your people?

The fact that one size doesn’t fit all makes employee motivation tricky.

And while you can’t force motivation, you can (strategically) inspire it—even among the masses.

Learn more about employee motivation and Motivology—our very own brand of motivation—at https://www.itagroup.com/our-approach.

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When It Comes to Employee Motivation, One Size Does Not Fit All

  1. 1. When It Comes to Employee Motivation, One Size Does Not Fit All
  2. 2. No surprise there. When It Comes to Employee Motivation, One Size Does Not Fit All
  3. 3. Motivation isn’t rocket science.
  4. 4. But it IS people science.
  5. 5. But it IS people science. And people science is a big deal.
  6. 6. And people science is a big deal. Because it drives big returns. But it IS people science.
  7. 7. Trends in Global Engagement, Aon Hewitt Did you know that increasing employee engagement by just 1%
  8. 8. Did you know that increasing employee engagement by just 1% has the potential to unlock $20 million in operating income for a $5-billion organization? Trends in Global Engagement, Aon Hewitt
  9. 9. Trends in Global Engagement, Aon Hewitt It does!
  10. 10. And, the big names in psychology and behavioral economics
  11. 11. Maslow Herzberg Deci & Ryan Kahneman
  12. 12. Really smart guys. Maslow Herzberg Deci & Ryan Kahneman
  13. 13. tell us it’s a big deal.
  14. 14. They paved the way for modern-day motivation theory, supporting the fact that
  15. 15. people are motivated differently.
  16. 16. Some more intrinsically, from within.
  17. 17. Like the student who supplements her full daytime course load with night classes because she intrinsically loves learning that much.
  18. 18. Mastery (a-ha!) Like the student who supplements her full daytime course load with night classes because she intrinsically loves learning that much.
  19. 19. Or the gamer who stays up ‘til 4 a.m. playing because he has to make it to the next level.
  20. 20. Drive (I’m going to OWN this game.) Or the gamer who stays up ‘til 4 a.m. playing because he has to make it to the next level.
  21. 21. Some more extrinsically, by external factors.
  22. 22. That’s the salesperson who won’t take no for an answer because they are determined to finish at the top of the quarterly leaderboard.
  23. 23. That’s the salesperson who won’t take no for an answer because they are determined to finish at the top of the quarterly leaderboard. Competition (The top of the chart is the only place to be.)
  24. 24. Or the gym-goer who is out to dominate the latest fitness challenge because they have their eyes on the prize (a seriously cool fitness tracker).
  25. 25. Or the gym-goer who is out to dominate the latest fitness challenge because they have their eyes on the prize (a seriously cool fitness tracker). Tangible Awards Groovy!
  26. 26. These are the individuals who make up your diverse employee-base, and
  27. 27. they create a need to think about motivation differently.
  28. 28. And while you can’t force motivation,
  29. 29. you can (strategically) INSPIRE IT.
  30. 30. How?
  31. 31. 1Understand what moves your people. 2Use your knowledge to determine and implement motivators. 3Measure and adjust. Continuously.
  32. 32. 1Understand what moves your people. 2Use your knowledge to determine and implement motivators. 3Measure and adjust. Continuously.
  33. 33. 1Understand what moves your people. 2Use your knowledge to determine and implement motivators. 3Measure and adjust. Continuously.
  34. 34. 1 Understand what moves your people.
  35. 35. Study your demographics.
  36. 36. Ask your employees. Polls Surveys Interviews Focus Groups
  37. 37. ?What motivates them?
  38. 38. People will say cash. But, that doesn’t necessarily mean they want it. TIP
  39. 39. According to a University of Chicago study, employees working toward a tangible award
  40. 40. According to a University of Chicago study, employees working toward a tangible award boosted their performance 24 percentage points higher than those working toward a cash award.
  41. 41. That's quite a lift! According to a University of Chicago study, employees working toward a tangible award boosted their performance 24 percentage points higher than those working toward a cash award.
  42. 42. Right now, only 34.1% of U.S. employees are engaged at work. Gallup
  43. 43. 34.1% !
  44. 44. So, it’s worth your while to know what moves your people.
  45. 45. And, to know that what motivates one team member is different from what drives the next.
  46. 46. 2 Use your knowledge to determine and implement motivators.
  47. 47. But, before you roll out your motivators,
  48. 48. But, before you roll out your motivators, align them with corporate goals and initiatives.
  49. 49. Things like: Sales Goals
  50. 50. Things like: Sales Goals Customer Satisfaction Scores
  51. 51. Things like: Sales Goals Customer Satisfaction Scores Productivity Metrics
  52. 52. While your people’s happiness makes you happy,
  53. 53. as an employer, you’ve got to have the ROI to justify it.
  54. 54. Then, leverage a blend of
  55. 55. PURPOSE BELONGING STATUS SOCIAL CONTACT MASTERY DRIVE AUTONOMY LEARNING intrinsic motivation
  56. 56. intrinsic motivation and extrinsic motivation PURPOSE BELONGING STATUS SOCIAL CONTACT MASTERY DRIVE AUTONOMY LEARNING COMPETITION PRAISE TANGIBLE AWARDS MONEY FEAR OF FAILURE BENEFITS SOCIAL RECOGNITION ADVANCEMENT
  57. 57. to motivate each of your people
  58. 58. to motivate each of your people through a blend of engagement tactics.
  59. 59. like these. RECOGNITION TRAINING NETWORKING VOLUNTEERISM LEADERBOARDS BADGING ROLE PROMOTION TRAVEL REWARDS TROPHIES GIFT CARDS CASH
  60. 60. RECOGNITION TRAINING NETWORKING VOLUNTEERISM LEADERBOARDS BADGING ROLE PROMOTION TRAVEL REWARDS TROPHIES GIFT CARDS CASH
  61. 61. 3 Measure and adjust. Continuously.
  62. 62. Compare against the corporate goals and initiatives you outlined at the beginning.
  63. 63. Are your motivators performing the way you want them to?
  64. 64. Do you need to make adjustments? Are your motivators performing the way you want them to?
  65. 65. Make measurement a continuous process.
  66. 66. It can be as simple
  67. 67. it can be as simple (or as complex) as you’d like.
  68. 68. TIP Tools like your HRIS and CRM can help collect the historical data that defines your diverse audience—
  69. 69. TIP Tools like your HRIS and CRM can help collect the historical data that defines your diverse audience—data you’ll use to set benchmarks for your progress.
  70. 70. When it comes to employee motivation,
  71. 71. When it comes to employee motivation, one size does not fit all.
  72. 72. Now's the perfect time to start thinking about motivation differently.
  73. 73. Want More on Motivation? Driven Magazine: Motivating. Effective. Powerful. Whole-Employee Engagement Is Here. Driven Magazine: The Science of Motivation & Engagement Driven Magazine: Book Review— Motivation Must-Reads THE SCIENCE of MOTIVATION& ENGAGEMENT
  74. 74. ITA Group provides innovative engagement solutions—events, incentives and recognition programs—that maximize business impact and value for organizations globally. For more than 50 years, we’ve served as a proven, trusted partner for some of the world’s biggest brands. And, each of our solutions is infused with Motivology SM , an exclusive brand of motivation that gives our clients a competitive advantage in aligning and motivating their most important asset—their people. Learn more of our story at itagroup.com.

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Trying to motivate your people? The fact that one size doesn’t fit all makes employee motivation tricky. And while you can’t force motivation, you can (strategically) inspire it—even among the masses. Learn more about employee motivation and Motivology—our very own brand of motivation—at https://www.itagroup.com/our-approach.

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