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Motivating and Engaging Employees - Public Works Institute
The document discusses strategies for motivating and engaging employees in the public works sector, emphasizing the importance of understanding human motivation through Maslow's hierarchy of needs. It highlights that effective leadership involves inspiring, communicating, and recognizing the contributions of employees to foster a productive work environment. Additionally, it introduces the Zinger model for enhancing employee engagement and outlines a pyramid of engagement strategies aimed at achieving results.
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Motivating and Engaging Employees - Public Works Institute
- 1. Florida Public WorksInstitute APWA Florida Chapter Charles R. (Chas) Jordan M.P.A., P.W.E., F.M.P., ENV SP, LEED GA President, Radiant Training & Consulting Public Works Director, City of Madeira Beach Motivating and Engaging Employees
- 2. Core Competency: ManagingStaff • In this Competency – • Your Human Resources are the MOST Important Resources in your arsenal • Motivating and Engaging Employees means a more productive and happier workforce • Motivating Government Employees - Difficult • Engaging your Employees – NOT Difficult
- 3. We are withthe Government…we are here to HELP! • Motivating Government Employees seems like a double edged sword • One Hand – Public Servants WANT to help others, right? • Other Hand – Government work is easy, non-performance centric, and not results-oriented
- 4. Class Exercise -1 •What are some reasons you have found it is hard to motivate your employees? • Please give examples
- 5. Maslow’s Hierarchy of Needs •Abraham Maslow – 1943 • “A Theory of Human Motivation” • Basically states that humans are motivated by five successive factors: • Physiology – What they Physically Need • Safety – What they need to feel secure • Love and Belonging • Esteem – What they need for Self Respect • Self-Actualization – Desire to be the best
- 6. Physiological – BasicNEEDS •Examples of Physiological Needs – • Homeostasis • Food • Water • Sleep • Shelter • Sex
- 7. Physiological – PublicWorks •Examples at Work – • Job Security • Able to afford food, water and shelter • Appropriate Rest and Time Off • Clothing / Uniforms
- 8. Safety – NEEDSto Survive •Examples of Safety Needs – • Personal security • Emotional security • Financial security • Health and well-being • Safety needs against accidents/illness and their adverse impacts
- 9. Safety – PublicWorks •Examples at Work – • Safety Culture • Health / Dental / Vision Benefits • Retirement • Safety Programs • Adequate Training
- 10. Love and Belonging– Personal NEEDS •Examples of Love and Belonging Needs – • Friendships • Intimacy • Family
- 11. Love and Belonging– Public Works •Examples at Work – • Pride • Cultivation of Positive Working Relationships • Fun / Morale • Team Building
- 12. Esteem – Needsfor Self Appreciation •Examples of Esteem Needs – • Self Esteem • Worth / Value • Depression • Self Confidence • Inferiority / Superiority
- 13. Esteem – PublicWorks •Examples at Work – • Awards and Recognition • Atta-boys (and girls) • Media Recognition • Training / Professional Development
- 14. Self-Actualization – NEEDSto be Better •Examples of Self Actualization Needs – • Mate Acquisition • Parenting • Utilizing Abilities • Utilizing Talents • Pursuing a goal • Seeking Happiness
- 15. Self-Actualization – PublicWorks •Examples at Work – • Promotions / Raises • Performance Reviews • Educational Opportunities • Responsibility
- 16. Two Types: • AttitudeMotivation • Addressing Peoples Feelings and Thoughts • Paying Attention • Understanding • Incentive Motivation • Providing Benefit for Performance • Recognizing Achievement • Rewards / Awards Effective Work Motivation
- 17. • A leader/ manager needs to: • Understand what Drives a Person • Inspires • Communicates • Involves • Challenges • Encourages • Sets a Good Example • Develops and Coaches • Praises • Provides just rewards To be an effective Motivator….
- 18. •Who thinks engagement of employeeslooks like this? Engaging Employees…
- 19. Engaging Employees Startswith YOU Being Engaged… • Definition of Engaged (Dictionary.com) – • to occupy the attention or efforts of (a person or persons) • to attract and hold fast • If you are not attentive and maximizing your efforts, your STAFF will NOT be • If you do not get excited and interested in your work, your STAFF will NOT be • If you do not engage your employees, your STAFF will NOT engage you
- 20. The Zinger Model– Engagement for Results • David Zinger (2010) • Uses basic NEEDS to develop employees into an engagement culture to produce RESULTS • www.davidzinger.com
- 21. The Employee Engagement Pyramid •Enhance Well Being • Master Moments • Make Meaning • Leverage Strengths • Enliven Energy • Build Relationships • Foster Recognition • Maximize Performance • Path Progress • Achieve Results
- 22. Enhance Well Being •Promote Events and Initiatives that Enhance Well Being • Eliminate toxicity in the workplace • Promote Respect and Recognize Disrespect • Help employees leave work feeling enlivened and enriched, not depleted.
- 23. Master Moments • Engagementlies in the Moment • Learn to use each moment to your advantage • Work in short, but impactful, discussions with employees • Discuss personal life (spouse, family) • Build trust and relationship
- 24. Make Meaning • Connectthe importance of work, or specific tasks, to the employee • “Golden Threads” • Build Pride and Honor in Profession • Communicate that meeting to others not only staff
- 25. Leverage Strengths • Asa leader and manager, recognize what people are good at • Inform them of this recognition and utilize them accordingly • Align strengths to maximize efforts and build teams
- 26. Enliven Energy • Beenergetic yourself first • Energy begets Energy…show yours to your people • Promote ways to give your staff more energy, whether it be breaks or something to keep them at peak performance
- 27. Build Relationships • Connectionsbeyond Work • Working report that includes mutual respect • Relationship Workouts – “Gym” • Communicate Regularly • Catch Up When Needed • Make time to keep things strong
- 28. Foster Recognition • Awards/ Recognition • Visibility – Just being “out there” • Leadership by Walking Around • Thank you Cards / Birthday Cards
- 29. Maximize Performance • Performancethat is key to the job of the staff member is important • Recognition or Incentives Based on Performance • Regular reviews on performance with staff
- 30. Path Progress • Setgoals, show accomplishments • Enjoy success as a team • Establish new plans, include individuals on staff, map progress for the future
- 31. Achieve Results • Usingthe Engagement Steps previously, track and document results achieved • Celebrate with Staff
- 32.