SlideShare a Scribd company logo
Motivating & Engaging
     Employees
     Presented by
     Marion Stone



      www.cornerstoneconnections.co.za   1
Agenda


1. What is motivation?
2. The impact of motivation on your
   business
3. What motivates people?
4. Creating a motivational environment


              www.cornerstoneconnections.co.za   2
Section 1

WHAT IS MOTIVATION?


            www.cornerstoneconnections.co.za   3
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


                 www.cornerstoneconnections.co.za   4
Engaged                                Disengaged
Brims with enthusiasm,                 Often absent (even when
contributes ideas, is                  they are at work). They are
optimistic about the                   disconnected and often
company and its future, is             pessimistic about change
seldom absent from work,               and new ideas. They have
typically stays with the               high rates of absenteeism
organisation longer and is             and tend to negatively
among the organisation’s               influence those around
most valuable ambassadors.             them, including potential
                                       customers and new hires.
                 www.cornerstoneconnections.co.za                5
Section 2

THE IMPACT OF MOTIVATION ON
YOUR BUSINESS

            www.cornerstoneconnections.co.za   6
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
Cost of Turnover
 Cost of replacing an employee and getting
   them contributing at 100% = 1 to 3 times
               their annual salary
Average Employee on R120 000 annual salary
Cost of Turnover = R120 000 x 1.5
= R180 000
Multiply this by the number of employees you
  lost!
                www.cornerstoneconnections.co.za   8
The Economics of
  Engagement




                                            Deloitte 2011


         www.cornerstoneconnections.co.za                   9
The Economics of
  Engagement




                   10
The Economics of
  Engagement




                   Gallup 2005
                                 11
Section 3

WHAT MOTIVATES PEOPLE?


            www.cornerstoneconnections.co.za   12
Research 1940’s -
    Maslow




                    13
Research 1960’s –
   Hertzberg




                    14
Herzberg Explained


                       MOTIVATION

 Satisfaction                  No Satisfaction (Dissatisfaction)


                     HYGIENE FACTORS

No Dissatisfaction                                        Dissatisfaction


                       www.cornerstoneconnections.co.za                     15
Research 2000’s –
     Daniel Pink

• Autonomy
  – Desire to be self-directed
• Mastery
  – Challenge
• Purpose
  – Make a contribution


                   www.cornerstoneconnections.co.za   16
Research 2000’s –
   Daniel Pink




         www.cornerstoneconnections.co.za   17
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


                      www.cornerstoneconnections.co.za         18
Motivators - Deloitte




            www.cornerstoneconnections.co.za   19
‘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
                                          retirement

Generation 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, entrepreneurial

Generation 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
                                                             learning

Post Apartheid   1994 +               At school              Growing up in post apartheid SA
Generation       (under 16 years old)                        in a period of growth, change and
                                                             greater opportunity


                             www.cornerstoneconnections.co.za                                      20
Generational
 Motivators




       www.cornerstoneconnections.co.za   21
Understand what
motivates 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
Section 4

CREATING A MOTIVATIONAL
ENVIRONMENT

            www.cornerstoneconnections.co.za   23
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!)
Research 2000’s –
     Daniel Pink

• Autonomy
  – Desire to be self-directed
• Mastery
  – Challenge
• Purpose
  – Make a contribution


                   www.cornerstoneconnections.co.za   25
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


                      www.cornerstoneconnections.co.za         26
High Engagement
           Practices
Motivator                  Need                                  Process
Autonomy (self directed)   Clear responsibilities                Job descriptions
                           Managers who enable not               Manager skills (delegation)
                           micromanage
Mastery(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)
                                                                 Recruitment
Purpose (contribution)/    Strategic link (how the job           Strategic link
congruence/ meaningful     contributes to the                    Job descriptions
work                       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

                              www.cornerstoneconnections.co.za                             27
High Engagement
             Practices
Motivator                Need                             Process
Career                   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 events
rewarding) 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 surveys
and recognised)          Appropriate recognition          Benefits review e.g. consider flexible
                                                          benefits
                                                          Recognition schemes e.g. days off,
                                                          employee of the month
                              www.cornerstoneconnections.co.za                                28
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
Client History

•   Vital Health Foods – Food Manufacturing
•   Elex Khanyisa – Electrical testing
•   Mazars – Accountants
•   Netcare – Healthcare
•   Pesto Princess – Food Manufacturing
•   Bergstan – Consulting Engineers
What next?

• Ask me for details of my ½ day ‘Strategic
  Assessment’ sessions
• Visit my website for more information & resources
  www.cornerstoneconnections.co.za
• Sign up for an informative, free monthly
  newsletter on my homepage or by leaving me your
  card.
• Connect with me via my LinkedIn profile

                  www.cornerstoneconnections.co.za   31

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Motivating & Engaging Employees

  • 1. Motivating & Engaging Employees Presented by Marion Stone www.cornerstoneconnections.co.za 1
  • 2. Agenda 1. What is motivation? 2. The impact of motivation on your business 3. What motivates people? 4. Creating a motivational environment www.cornerstoneconnections.co.za 2
  • 3. Section 1 WHAT IS MOTIVATION? www.cornerstoneconnections.co.za 3
  • 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 www.cornerstoneconnections.co.za 4
  • 5. Engaged Disengaged Brims with enthusiasm, Often absent (even when contributes ideas, is they are at work). They are optimistic about the disconnected and often company and its future, is pessimistic about change seldom absent from work, and new ideas. They have typically stays with the high rates of absenteeism organisation longer and is and tend to negatively among the organisation’s influence those around most valuable ambassadors. them, including potential customers and new hires. www.cornerstoneconnections.co.za 5
  • 6. Section 2 THE IMPACT OF MOTIVATION ON YOUR BUSINESS www.cornerstoneconnections.co.za 6
  • 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. Cost of Turnover Cost of replacing an employee and getting them contributing at 100% = 1 to 3 times their annual salary Average Employee on R120 000 annual salary Cost of Turnover = R120 000 x 1.5 = R180 000 Multiply this by the number of employees you lost! www.cornerstoneconnections.co.za 8
  • 9. The Economics of Engagement Deloitte 2011 www.cornerstoneconnections.co.za 9
  • 10. The Economics of Engagement 10
  • 11. The Economics of Engagement Gallup 2005 11
  • 12. Section 3 WHAT MOTIVATES PEOPLE? www.cornerstoneconnections.co.za 12
  • 13. Research 1940’s - Maslow 13
  • 14. Research 1960’s – Hertzberg 14
  • 15. Herzberg Explained MOTIVATION Satisfaction No Satisfaction (Dissatisfaction) HYGIENE FACTORS No Dissatisfaction Dissatisfaction www.cornerstoneconnections.co.za 15
  • 16. Research 2000’s – Daniel Pink • Autonomy – Desire to be self-directed • Mastery – Challenge • Purpose – Make a contribution www.cornerstoneconnections.co.za 16
  • 17. Research 2000’s – Daniel Pink www.cornerstoneconnections.co.za 17
  • 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 www.cornerstoneconnections.co.za 18
  • 19. Motivators - Deloitte www.cornerstoneconnections.co.za 19
  • 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 retirement Generation 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, entrepreneurial Generation 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 learning Post Apartheid 1994 + At school Growing up in post apartheid SA Generation (under 16 years old) in a period of growth, change and greater opportunity www.cornerstoneconnections.co.za 20
  • 21. Generational Motivators www.cornerstoneconnections.co.za 21
  • 22. Understand what motivates 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
  • 23. Section 4 CREATING A MOTIVATIONAL ENVIRONMENT www.cornerstoneconnections.co.za 23
  • 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. Research 2000’s – Daniel Pink • Autonomy – Desire to be self-directed • Mastery – Challenge • Purpose – Make a contribution www.cornerstoneconnections.co.za 25
  • 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 www.cornerstoneconnections.co.za 26
  • 27. High Engagement Practices Motivator Need Process Autonomy (self directed) Clear responsibilities Job descriptions Managers who enable not Manager skills (delegation) micromanage Mastery(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) Recruitment Purpose (contribution)/ Strategic link (how the job Strategic link congruence/ meaningful contributes to the Job descriptions work 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 www.cornerstoneconnections.co.za 27
  • 28. High Engagement Practices Motivator Need Process Career 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 events rewarding) 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 surveys and recognised) Appropriate recognition Benefits review e.g. consider flexible benefits Recognition schemes e.g. days off, employee of the month www.cornerstoneconnections.co.za 28
  • 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. Client History • Vital Health Foods – Food Manufacturing • Elex Khanyisa – Electrical testing • Mazars – Accountants • Netcare – Healthcare • Pesto Princess – Food Manufacturing • Bergstan – Consulting Engineers
  • 31. What next? • Ask me for details of my ½ day ‘Strategic Assessment’ sessions • Visit my website for more information & resources www.cornerstoneconnections.co.za • Sign up for an informative, free monthly newsletter on my homepage or by leaving me your card. • Connect with me via my LinkedIn profile www.cornerstoneconnections.co.za 31

Editor's Notes

  1. 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.
  2. 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?
  3. 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.
  4. Two Factor Theory or Motivation – Hygiene Theory.
  5. 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.
  6. McClelland : Achievement, Power, Affiliation
  7. Strong link between engagement and performance – the ‘talent powered organisation’
  8. Explain ‘psychological contract’ Tesco categories – Pleasure Seekers, Want it All, Live to Work, Work to Live, Work Balancers
  9. McClelland : Achievement, Power, Affiliation