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Motivating And Engaging Your Employees: The Comprehensive Approach For Success

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Moving beyond the simplistic measurement of employee engagement in terms of the \'Universal Drivers of Engagement\' to a more robust approach that understands and accounts for the unique needs of the individual

Motivating And Engaging Your Employees: The Comprehensive Approach For Success

  1. Motivating and Engaging Your Employees A Comprehensive Approach for Success David Clarke – July 2010
  2. Destroying the first assumption about motivating employees… Have you heard the expression „Herding Cats‟? o Do they respond to carrot and stick? o Why do we think employees will be any different? Enhancing decisions, behaviour and performance © 2008 Genos Pty. Ltd. - www.genos.com.au 2
  3. Understandably you need proof to dispel the myth! This is Dan Pink, the best selling author of „Drive‟ And there are two examples that he is famous for sharing with the world... Enhancing decisions, behaviour and performance
  4. Example 1 – A Study by MIT, funded by the Federal Reserve Bank o A large number of students at MIT were set a series of challenges o These included:  Number and word problems  Physical Tasks  Spatial Puzzles o Incentives were provided:  Low performance = Low Reward  Middle Performance = Middle sized Reward  High Performance = Substantial Cash Reward So, how do you think they did? Source: Dan Pink Presentation to TED in 2009 (available to view on the Ted website at www.ted.com) Enhancing decisions, behaviour and performance
  5. Conclusions of Example 1 – MIT Study o When students performed purely MECHANICAL SKILLS... Bonuses worked as expected! o However, when even ―rudimentary cognitive skill’ was required... Larger rewards = LOWER performance Source: Dan Pink Presentation to TED in 2009 (available to view on the Ted website at www.ted.com) Enhancing decisions, behaviour and performance
  6. Hang on – how does that work? Doesn‟t that go against all of the rules of behavioural science? There must be a problem with the study... So let’s repeat it... Source: Dan Pink Presentation to TED in 2009 (available to view on the Ted website at www.ted.com) Enhancing decisions, behaviour and performance
  7. Example 2 – A Study by the same MIT scientists in India o A large number of workers in Madurai, rural India o Similar tasks, again including:  Number and word problems  Physical Tasks  Spatial Puzzles o Incentives this time were:  Low performance = a reward of 2 weeks salary  Middle Performance = a reward of 1 months salary  High Performance = a reward of 2 months salary Any guesses on how they did this time? Source: Dan Pink Presentation to TED in 2009 (available to view on the Ted website at www.ted.com) Enhancing decisions, behaviour and performance
  8. Conclusions of Example 2 – Study in Madurai, India Yep, you guessed it! The same results... o The small and medium rewards had the same performance o But those offered the Top Reward consistently and repeatedly did the worst!?! Source: Dan Pink Presentation to TED in 2009 (available to view on the Ted website at www.ted.com) Enhancing decisions, behaviour and performance
  9. What can we conclude from all of this? Confused? Well, you shouldn‟t be, because think about what motivates and drives you... Employee Engagement and Motivation is not just about reward. We‟re people... We‟re far more complicated than that! Enhancing decisions, behaviour and performance
  10. Reward has a role to play… but it’s only a small part of the story “It is not cash that fuels the journey to the future, but the emotional and intellectual energy of every employee” —Hamel and Prahalad, Competing For The Future o Share ownership, competence based pay, team rewards and pay for performance all help drive organisational performance o But ‘Rewards’ are a hygiene factor – you need to pay enough, but beyond a certain point it becomes a law of diminishing returns... Enhancing decisions, behaviour and performance
  11. Reward – a diminishing return for your business % ROI Superior Returns Investment in other drivers of engagement and motivation Competitive Returns Reward Investment Fair/Reasonable Additional INVESTMENT Investment Investment Source: Hewitt Associates Best Employer Australia and New Zealand research 2009 Enhancing decisions, behaviour and performance
  12. But beyond Reward there is so much more that you can do! For example, Dan Pink has identified what he regards as the three universal motivational drivers... 1.Autonomy 2.Mastery 3.Purpose Source: Dan Pink Presentation to TED in 2009 (available to view on the Ted website at www.ted.com) Enhancing decisions, behaviour and performance
  13. Autonomy Removing the shackles and Autonomy fulfilling our destiny is something we can do at work... „The desire to be self-directed‟ Atlassian – Australian Company o 24 hours once a month o To work on ANYTHING o Simply have to present back Results... o High level of innovation o New solutions to old problems o Highly profitable new products All WITHOUT an innovation bonus! Source: Dan Pink Presentation to TED in 2009 (available to view on the Ted website at www.ted.com) Enhancing decisions, behaviour and performance
  14. Mastery We all have an innate desire to Mastery get better at things... which is why we play golf, play musical instruments, and have hobbies „The desire to get better at something‟ Why can‟t we do this at work? Microsoft and numerous other companies spent ages trying to create online encyclopaedias... And then along came Wikipedia The people who created Wikipedia all have day jobs and none of them are paid... think about it... You just need the right people doing the right jobs Source: Dan Pink Presentation to TED in 2009 (available to view on the Ted website at www.ted.com) Enhancing decisions, behaviour and performance
  15. Purpose People need more than a profit Purpose motive... They need a purpose motive „A reason for existing, a Steve Jobs said: source of motivation‟ “I want to put a ding in the universe” In the absence of purpose motives, profit motives can lead to socially unacceptable results and each employees’ intrinsic motivation is completely overlooked Source: Dan Pink Presentation to TED in 2009 (available to view on the Ted website at www.ted.com) Enhancing decisions, behaviour and performance
  16. But, within our working lives, there are many more Universal Drivers of engagement and motivation Research has shown that beyond Autonomy, Mastery and Purpose there are actually many more Universal Drivers of engagement and motivation These include: And these are just a Recognition few of the things that we ALL want as part of our work experience to Fairness a large degree Effective Leadership Effective Communications Enhancing decisions, behaviour and performance
  17. In addition to these Universal Drivers there are many individual Motivational Drivers that employers need to understand and manage… Individual Motivational Drivers are the intrinsic and unique drivers that motivate each and every one of us... Understanding these individual Motivational Drivers is the key to unlocking truly superstar performance in all of your employees Enhancing decisions, behaviour and performance
  18. Individual Motivational Drivers include…. Pace Technology Leadership Style The extent to which you The extent to which The extent to which you want a fast paced or slow you are motivated by want a directive leader, paced role with more or working with new and an empowering leader, less intensive time leading edge a decisive leader (or demands placed upon you technology any other type of leader for that matter) Enhancing decisions, behaviour and performance
  19. In summary… A highly driven workforce Employee Engagement simply requires a balanced approach to understanding the needs of the whole and the needs of the individual... The Universal The Motivational Drivers of Drivers of Engagement Engagement Enhancing decisions, behaviour and performance
  20. Get this right, and get superstar performance from all of your employees... and it‟s really not that hard to do – just ask us! Enhancing decisions, behaviour and performance

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