Motivating and Engaging Employees - Public Works Institute
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This presentation goes over basic concepts of Motivating Employees and discusses the processes and concept of Employee Engagement.
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Motivating and Engaging Employees - Public Works Institute
- 1. Florida Public Works Institute 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: Managing Staff • 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 with the 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 – Basic NEEDS •Examples of Physiological Needs – • Homeostasis • Food • Water • Sleep • Shelter • Sex
- 7. Physiological – Public Works •Examples at Work – • Job Security • Able to afford food, water and shelter • Appropriate Rest and Time Off • Clothing / Uniforms
- 8. Safety – NEEDS to 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 – Public Works •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 – Needs for Self Appreciation •Examples of Esteem Needs – • Self Esteem • Worth / Value • Depression • Self Confidence • Inferiority / Superiority
- 13. Esteem – Public Works •Examples at Work – • Awards and Recognition • Atta-boys (and girls) • Media Recognition • Training / Professional Development
- 14. Self-Actualization – NEEDS to be Better •Examples of Self Actualization Needs – • Mate Acquisition • Parenting • Utilizing Abilities • Utilizing Talents • Pursuing a goal • Seeking Happiness
- 15. Self-Actualization – Public Works •Examples at Work – • Promotions / Raises • Performance Reviews • Educational Opportunities • Responsibility
- 16. Two Types: • Attitude Motivation • 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 employees looks like this? Engaging Employees…
- 19. Engaging Employees Starts with 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 • Engagement lies 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 • Connect the 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 • As a 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 • Be energetic 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 • Connections beyond 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 • Performance that 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 • Set goals, show accomplishments • Enjoy success as a team • Establish new plans, include individuals on staff, map progress for the future
- 31. Achieve Results • Using the Engagement Steps previously, track and document results achieved • Celebrate with Staff
- 32. QUESTIONS?