Motivating & Engaging Employees

Presented by

Marion Stone

1www.cornerstoneconnections.co.za

Agenda

1. What is motivation?2. The impact of motivation on your

business3. What motivates people?4. Creating a motivational environment

2www.cornerstoneconnections.co.za

WHAT IS MOTIVATION?Section 1

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

4www.cornerstoneconnections.co.za

Engaged

Brims with enthusiasm, contributes ideas, is optimistic about the company and its future, is seldom absent from work, typically stays with the organisation longer and is among the organisation’s most valuable ambassadors.

Disengaged

Often absent (even when they are at work). They are disconnected and often pessimistic about change and new ideas. They have high rates of absenteeism and tend to negatively influence those around them, including potential customers and new hires.

5www.cornerstoneconnections.co.za

THE IMPACT OF MOTIVATION ON YOUR BUSINESS

Section 2

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 salaryAverage 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

www.cornerstoneconnections.co.za 9

Deloitte 2011

The Economics of Engagement

10

The Economics of Engagement

Gallup 200511

WHAT MOTIVATES PEOPLE?Section 3

www.cornerstoneconnections.co.za 12

Research 1940’s - Maslow

13

Research 1960’s – Hertzberg

14

Herzberg Explained

www.cornerstoneconnections.co.za 15

MOTIVATIONMOTIVATION

HYGIENE FACTORSHYGIENE FACTORS

Satisfaction No Satisfaction (Dissatisfaction)

No Dissatisfaction Dissatisfaction

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

18www.cornerstoneconnections.co.za

Motivators - Deloitte

www.cornerstoneconnections.co.za 19

‘Generations’

20www.cornerstoneconnections.co.za

GROUP BORN CURRENT STATUS

CHARACTERISTICS

“Baby Boomers” (post war)

1945 – late 60’s(40ish – 63 years old)

High knowledge and experience and heading for retirement

Idealism, optimism, rebellion, personal gratification, excellence, performance, Hippies to Yuppies

Generation X Late 60’s to late 70’s(30 – 40 years old)

Solid experience and occupying middle to senior management

Global awareness, diversity, emergence of women into the work place, used to change, techno literate, informal, individualist, corporate scepticism, entrepreneurial

Generation Y 1980’s +(under 30 years old)

Studying, entering the job market and developing experience

High self esteem, street smart, networkers, media overloaded, values driven, techno savvy, global citizens, cooperative learning

Post Apartheid Generation

1994 +(under 16 years old)

At school Growing up in post apartheid SA in a period of growth, change and greater opportunity

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 Needs

Organisation Needs

CREATING A MOTIVATIONAL ENVIRONMENT

Section 4

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

26www.cornerstoneconnections.co.za

High Engagement Practices

Motivator Need Process

Autonomy (self directed) Clear responsibilitiesManagers who enable not micromanage

Job descriptionsManager skills (delegation)

Mastery(challenge)/ experience success

Clear performance standards (as output not activity)Keep score of performanceRight people in the job

Performance management & feedbackManager skills (feedback, coaching)Recruitment

Purpose (contribution)/ congruence/ meaningful work

Strategic link (how the job contributes to the organisation’s success)Enjoyable jobsRight people in the job

Strategic linkJob descriptionsBroaden responsibilities and play to strengthsManager skills (real & regular communication about the business)Recruitment

www.cornerstoneconnections.co.za 27

High Engagement Practices

www.cornerstoneconnections.co.za 28

Motivator Need Process

Career Opportunities to learn and grow

Internal promotionsCareer pathsBroadening of responsibilitiesTraining (to equip employees to handle the job - not only technical skills!)

Community (socially rewarding) and Coping (supported)

A constructive and rewarding work environment

Appropriate social eventsPerformance management (reasonable goals, feedback)Employee health and wellness managementManager skills (coaching & delegation)

Compensation (rewarded and recognised)

Fair payAppropriate recognition

Salary surveysBenefits review e.g. consider flexible benefitsRecognition schemes e.g. days off, employee of the month

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