employee motivation

1. Motivating People Sample Course
© Skills Converged Ltd.
This is a sample course provided by Skills Converged.
www.SkillsConverged.com

2. Agenda
9:30
Start
11:00-
11:45
Break
1:00
–
1:
30
Lunch
3:00
–
3:15
Break
4:30
Finish

3. What Is This Course About?
By the end of this course you will be able to:
Motivate people to achieve more,
deliver more, realise their goals and
feel satisfied

4. By the end of this session you will be able to:
SESSION What Is Motivation About?
Understand why motivation matters and
how people view motivation when it is
applied to them or when they apply it to
others

5. Why Motivation Matters?
Your competitor can always copy
your products, but they can never
copy your people.

6. What Employees Want?
Good salary
Job Security
Personal Development
Work Conditions
Doing Interesting Work
Discretion
Loyalty
Being Recognised
Social Support
Being in the Know
Manager

7. What Employees Want?
Employee
Doing Interesting Work
Being Recognised
Being in the Know
Job Security
Good Salary
Personal Development
Work Conditions
Loyalty
Social Support
Discretion

8. Doing Interesting Work
Being Recognised
Being in the Know
Job Security
Good Salary
Personal Development
Work Conditions
Loyalty
Social Support
Discretion
Good salary
Job Security
Personal Development
Work Conditions
Doing Interesting Work
Discretion
Loyalty
Being Recognised
Social Support
Being in the Know
Manager
Employee

9. Doing Interesting Work

10. Doing Interesting Work
Give the right task to the right people
Consider rotating tasks
Consider new tasks
Consider occasional exciting tasks
Use performance appraisal meetings
Use team bonding and team building events

11. Being Recognised

12. Being Recognised
Praise to
reinforce
behaviour
Don’t praise
casually or too
often
Praise is not just
for exceptional
work

13. Being in the Know

14. Being in the Know
Share management’s thoughts
Use a newsletter
Brainstorm ideas
Encourage transparency
Collect anonymous feedback

15. What Leads to Lack of Performance
Lack of
Resources
Lack of Skills
Lack of Goals
Lack of
Motivation

16. By the end of this session you will be able to:
SESSION Human Needs
Use a structured approach to analyse
human needs and determine the root
causes of people’s behaviour

17. Maslow’s Hierarchy of Needs
Self-Actualization
Esteem
Social
Safety
Physiological

18. Physiological Needs
Examples
Physical requirements for survival
• Air
• Water
• Food
• Sex
• Sleep
Concept

19. Examples
Needs related to safety and staying out of harm
• Home
• Shelter
• Safety
• Financial security
• Personal security
• Job stability
Concept
Safety Needs

20. Examples
The feeling of belongingness
• Loving and being loved
• Sharing thoughts and feelings with others
• Belonging to a community
• Being part of a team
• Being cared for
Concept
Social Needs

21. Examples
Low: Self-esteem, respect & recognition from others. Fame &
prestige.
High: Self-respect, mastery, competence.
• Confidence in carrying out a task
• Respect by others
• Being recognised as an expert in a given skill
• Having a high-status role such as management
Concept
Esteem Needs

22. Examples
The need to express full potential
The need to achieve
• Realisation of a lifetime achievement
• Producing a work of art that comes to define capability
and what a person can accomplish
Concept
Self-Actualisation

23. The ERG model
Existence
Needs
Safety Needs
Food
Water
Physiological Needs
Shelter
Relatedness
Needs
Being Liked
Being Wanted
Being Loved
Growth
Needs
Career
Development
Personal Goals and
Ambitions
Leaving a legacy

24. TEA BREAK

25. By the end of this session you will be able to:
SESSION
Accountability &
Responsibility
Use the power of accountability to
motivate individuals and learn how to
formulate expectations

26. Case Study:
Management Ladder

27. Accountability
“They will be held accountable for what
they have done!”
“I expect you to be held
accountable for your actions!”
“She is accountable for
her mistakes!”

28. Accountability
versus
Responsibility
Responsibility
Given
Received
Assumed
Accountability

29. Benefits of
Accountability Encourages taking initiative
Covers gaps between defined
responsibilities
Makes people remain involved
Helps people grow and become
happy

30. Make People Accountable
“How did that happen?”
“How did I let that happen?”

31. Make People Accountable
• Listen intently
See it
• Become accountable and take responsibility
Own it
• Be internally focused, rather than externally
focused
Solve it
• Be results oriented, rather than task oriented
Do it

32. The Accountability Sequence
Inspect Performance
Communicate Expectations
Align Expectations with Personal Goals
Align Expectations with Company Goals
Form Expectations

33. Make it simple and clear
Explain the “why”
Explain the “what”
Explain the “when”
Explain the boundaries
Provide resources
Check understanding
Communicate
Expectations

34. Case Study: Taking Over

35. Case Study Analysis
– What happens if you don’t formulate
expectations well?
1

36. …Case Study Analysis
– What happens if you don’t communicate
expectations well but carry on with
inspection of performance?
2

37. …Case Study Analysis
– What happens if you focus on making
sure the expectations are aligned with
company goals but fail to communicate
this clearly with staff?
3

38. …Case Study Analysis
– What happens if you don’t align
expectations with company goals but
continue to communicate your
expectations with staff and inspect their
performance to make sure they comply?
4

39. …Case Study Analysis
– What happens if you formulate and
communicate expectations well but don’t
inspect the performance of employees to
see if they have achieved the
expectations?
5

40. Aversion to Inspection
– Fear of failure
– Fear of not being trusted
– Fear of not meeting standards
– Fear of not getting full credit
– Fear of being forced to accept an alternative opinion
– Fear of losing their value to the organisation
– Not believing in the inspection
– Fear of losing their pride

41. By the end of this session you will be able to:
SESSION What Motivates People
Evaluate what motivates people based on
a number of established theories on
human behaviour and motivation

42. Theory X Theory Y
Inherently Lazy
Avoids work they dislike
People have little Ambition
Avoid Responsibility
People Are Ambitious
Enjoy Work
Have Great Abilities
Are Creative
Are Results-Oriented

43. Threats and
Coercion
Mistrust
Negative
Atmosphere
Culture of
Blame
Interested
Only in Money
Management
Is Source of
All Issues
Management
to Fix
Everything
Focus on
Short-Term
Results
Theory X

44. Theory Y
Trust
Open
Environment
Open
Communication
People Can
Grow
People Feel
Responsible
People Feel
Independent
Improved Relationships
Between Co-Workers
Improved Relationships
Between Staff and
Management

45. Satisfaction
Dissatisfaction

46. Satisfaction Dissatisfaction
Motivators
Hygiene
Factors

47. Motivators Hygiene Factors
Responsibility
Challenging work
Recognition for effort
Achievement
Personal growth
Promotion
Job security
Salary
Benefits and perks
Working environment
Status
Supervision quality
Company policy

48. Herzberg’s Strategies
Increase
Challenge
Make Them
an Expert
Provide
Feedback
Reduce
Control
Increase
Autonomy

49. £££

50. LUNCH BREAK

51. To get the rest of the slides and training
materials, you can purchase it at:
www.SkillsConverged.com