Motivating staffHow to increase your business successby more fully engaging your employees
Please fill in the TRUE / FALSEanswers on the Commitment checklist
Peter’s story
Peter’s story
Paul’s passion
Paul’s passion
Employee engagement – a definition   ‘…an employee’s willingness to put   discretionary effort into their work in the   fo...
What does it look like?• understands how their jobs contributes to  the organisation’s success• is personally motivated to...
‘…. Engagement is something the employee has tooffer: it cannot be ‘required’ as part of theemployment contract.’         ...
What % of staff do you think arehighly engaged?                               12%          65%                    23%     ...
Engaged employees                                  87% less likely to leave          Perform 20% better   Corporate Leader...
Employee engagement levels                             IES National Employee Engagement survey 2003
+15%                                 +2.2%Engagement                            Operating   levels                        ...
One year changes in Key indicators  Operating                     Net                        EPS  income                  ...
UK Top 8 Factors driving engagement 1 Senior Management interest in employee 2 Personal development over the last year 3 R...
UK Factors5 Benefit programmes generally meet my needs6 Organisation focuses on Customer satisfaction7 My Manager inspires...
Hertzberg’s Motivation Theory     Frederick Irving Herzberg (April 18, 1923 – January 19, 2000)
Hertzberg’s Motivation Theory                Hygiene factorsCompany policySupervision / Micro-managementInterpersonal rela...
Herzberg’s Motivation Theory              Motivating factorsAchievementRecognitionThe work itselfResponsibilityAdvancement...
McGregor’s X and Y Managers      Douglas McGregor (1906 – 1964)
McGregor’s Theory X Manager• People dislike work• People must be forced and controlled• People avoid responsibility and pr...
McGregor’s Theory Y Manager•   Work is natural•   People will exercise self-direction•   Commitment to objectives•   Peopl...
So what can you do?   Know your people   People not numbers – Value them   Alignment   Involvement   Grow them   Com...
So what to do?   Customer focus   Lead by example   ‘We’ not ‘I’   Trust   Respect   Under-performance   Recognitio...
“Really great people make you feel that you, too, can become great”                   Mark Twain, 1835 - 1910
Daniel Lewis "How to build a motivational system"
Daniel Lewis "How to build a motivational system"
Upcoming SlideShare
Loading in …5
×

Daniel Lewis "How to build a motivational system"

1,353 views

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,353
On SlideShare
0
From Embeds
0
Number of Embeds
663
Actions
Shares
0
Downloads
17
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • Peter’s story – New job – full of hopes and eagerness , Why others do not look like him??
  • People dislike work and will avoid it wherever possiblePeople must be forced, controlled, or threatened to get them to achievePeople prefer to be directed, avoiding responsibility and have littleambitionPeople seek security above all else
  • Work is as natural as play and restPeople will exercise self-direction if they are committedCommitment to objectives is related to perceived rewards for achievementPeople can learn to accept and seek responsibilityCreativity, imagination are widely distributed in people and they will use this to solve Company problemsPeople have potential
  • Daniel Lewis "How to build a motivational system"

    1. 1. Motivating staffHow to increase your business successby more fully engaging your employees
    2. 2. Please fill in the TRUE / FALSEanswers on the Commitment checklist
    3. 3. Peter’s story
    4. 4. Peter’s story
    5. 5. Paul’s passion
    6. 6. Paul’s passion
    7. 7. Employee engagement – a definition ‘…an employee’s willingness to put discretionary effort into their work in the form of time, brainpower and energy, above and beyond what is considered adequate.’ ‘The extra mile’ 2008 - David Macleod and Chris Brady
    8. 8. What does it look like?• understands how their jobs contributes to the organisation’s success• is personally motivated to help in that success• cares about the future of the organisation• is willing to put in more effort than expected• would recommend their organisation to a friend as a great place to work ‘The extra mile’ 2008 - David Macleod and Chris Brady
    9. 9. ‘…. Engagement is something the employee has tooffer: it cannot be ‘required’ as part of theemployment contract.’ Chartered Institute of Personnel and Development (CIPD)
    10. 10. What % of staff do you think arehighly engaged? 12% 65% 23% Dis-engaged Towers Perrin Global Workforce Study, 2005 (UK)
    11. 11. Engaged employees 87% less likely to leave Perform 20% better Corporate Leadership Council report on Employee engagement 2006
    12. 12. Employee engagement levels IES National Employee Engagement survey 2003
    13. 13. +15% +2.2%Engagement Operating levels profits Based on study 0f 250 Companies in US by ISR 2007
    14. 14. One year changes in Key indicators Operating Net EPS income income +27.8 +19.2 +13.7 -3.8 -11.2 -32.7 High employee engagement Low employee engagement Based on study of 50 global companies with 664,000 employees in US by ISR 2008
    15. 15. UK Top 8 Factors driving engagement 1 Senior Management interest in employee 2 Personal development over the last year 3 Reputation of organisation as a good employer 4 Input into decision making Towers Perrin Global Workforce Study, 2005
    16. 16. UK Factors5 Benefit programmes generally meet my needs6 Organisation focuses on Customer satisfaction7 My Manager inspires enthusiasm for work8 Salary criteria are fair and consistent Towers Perrin Global Workforce Study, 2005
    17. 17. Hertzberg’s Motivation Theory Frederick Irving Herzberg (April 18, 1923 – January 19, 2000)
    18. 18. Hertzberg’s Motivation Theory Hygiene factorsCompany policySupervision / Micro-managementInterpersonal relationshipsRelationship with BossWork conditionsJob security Absence may beSalary de-motivational
    19. 19. Herzberg’s Motivation Theory Motivating factorsAchievementRecognitionThe work itselfResponsibilityAdvancement Presence mayPersonal growth be very motivational
    20. 20. McGregor’s X and Y Managers Douglas McGregor (1906 – 1964)
    21. 21. McGregor’s Theory X Manager• People dislike work• People must be forced and controlled• People avoid responsibility and prefer to be directed• People seek security Management’s role is to coerce and control employees
    22. 22. McGregor’s Theory Y Manager• Work is natural• People will exercise self-direction• Commitment to objectives• People accept and seek responsibility• Creativity used to solve Company problems• People have potential Management’s role is to develop employees and help them realise their potential towards common goals
    23. 23. So what can you do? Know your people People not numbers – Value them Alignment Involvement Grow them Communications
    24. 24. So what to do? Customer focus Lead by example ‘We’ not ‘I’ Trust Respect Under-performance Recognition Q1, 2, 3, 6 and 8 are True
    25. 25. “Really great people make you feel that you, too, can become great” Mark Twain, 1835 - 1910

    ×