Motivating EmployeesOne of the major issues faced by human resources departments and specialists is the issue of motivating employees. In the workplace, motivation is a primary factor when it comes to getting work done. No matter how skilled the workers in any specific department may happen to be, the goals of the supervisor will not reach the desired levels of success and timeliness if the proper employee motivation is not in place. But how, exactly, is motivation supposed to be instilled in the work force? Is employee’s eagerness to get the job done a natural quality that should be relied upon, or must employee motivation being structurally “imposed” upon the workforce? Those are good questions that deserve a solid understanding of how to proceed in order to find the answer that best fits your human resource management scenario. In its capacity to answer these fundamental questions, the task of any human resources specialist or team of consultants becomes a bit complex. That’s because not every worker is the same. While some have a self-starting approach to every job at hand, other employees may need an extra nudge in the right direction before results can be expected. Fortunately, however, employee motivation is proven to work in nearly every case when the right stimuli are added into the mix. While the fast-acting techniques that are known to motivate employees are most needed among those who require higher levels of motivation in order to get work done, the practice of well-administered and objective-producing incentive enhancement is actually well advised for employee at all different levels of inherent motivation. Even the natural go-getters respond well to motivation techniques. In fact, many of these employees have, unfortunately, often been neglected as human resources departments focused more on those with lower levels of motivation. The outcome has been increased frustration among those who give it their all but end up feeling as if they’ve been given the short end of the stick in return. Therefore, the best-applied motivation policy is universal. By creating a standardized, incentive-based system of rewards for job performance, employees will, as a whole, generally respond quite well to motivation for high level goals.

Motivation Theories

Motivation- Hygiene TheoryBuilding on Maslow’s research, Fredrick Herzberg discovered that Motivation as it pertains to improved job performance was related directly to the upper-two levels of Maslow’s hierarchy, Esteem and Self-Actualization needs.4 He stated that in the workplace, these needs are satisfied by the nature of the work itself and the drive to satisfy these needs results in more mature and productive behaviors. He called these upper-level needs Motivators. He went further to say that true job satisfaction is only possible when pursuing these needs. At the same time Herzberg found that the fulfillment of Basic, Security, and Social needs only served to prevent employees from becoming dissatisfied. Things such as salary, fringe benefits, and working conditions allow the individual to function on the job and only serve as a source of distraction when they are absent. Interestingly, when these factors are present employees are not satisfied nor are they “motivated” to do an excellent job, they are simply not dissatisfied. Herzberg called these lower-level needs.

A. Maslow’s Needs Hierarchy TheoryMost individuals are not consciously aware of these needs; yet we all supposedly proceed up the hierarchy of needs, one level at a time.

1. Physiological Needs Needs based on physical drives, such as the need for food, water, and

sleep. These needs are basic to survival.

2. Safety Need Needs stemming from the concern about safety from the elements,

enemies, and other threats. Achieved by earning a living, unemployment assistance, and insurance.

3. Love Needs Striving for a sense of belonging in groups.

4. Esteem Needs Self-respect is the key to esteem needs, and typically comes from being

accepted and respected by others. Esteem needs cannot be met without the fulfillment of the lower-level

needs.5. Self-Actualization Needs

Top level in Maslow’s Hierarchy of Needs. Striving to become everything of which one is capable of.

6. Relevance of Maslow’s Theory for Managers Teaches managers that a fulfilled need does not motivate an individual

Encourage managers to anticipate emerging needs of each employee.

B. Herzberg’s Two-Factor TheoryImplies that a satisfied employee is motivated from within to work harder and that a dissatisfied employee is not self-motivated.

7. Dissatisfiers and Satisfiers Dissatisfaction is synonymous with complains about the job

context or factors in the work environment. Satisfaction is centered on the nature of the task itself, as

employees appear to be motivated by job content.8. Implications of Herzberg’s Theory

One person’s dissatisfier may be another’s satisfier. Emphasizes the motivating potential of meaningful work.

C. Job Enrichment TheoryJob enrichment is redesigning a job to increase its motivating potential.

Job enrichment occurs through the improvement of five work dimensions:

Skill Variety – degree to which a job requires a variety of skills and talents of the person.

Task Identity – degree to which a job is completed from beginning to end with a visible outcome.

Task Significance – degree to which a job has an impact on other people.

Autonomy – degree to which a job allows the employee freedom and independence.

Job Feedback – degree to which the employee receives direct and clear information about the effectiveness of his or her performance

D. Expectancy TheoryExpectancy theory is a model based on the assumption that motivational strength is determined by perceived probabilities of success

9. A Basic Expectancy Model The motivational strength of an individual increases as they

perceive increased effort-performance and performance-reward probabilities

10.Relevance of Expectancy Theory for Managers Effort Performance Reward Expectations of the employee determine whether motivation will

be high or low Managers can implement training and good listening skills to

enhance employee performance Employees work harder when they have a good chance of

receiving personally meaningful rewardsE. Goal-Setting Theory

Goal setting is the method of improving the performance of an individual or group through the use of objectives, deadlines, or quality standards that are formally stated.

11.A General Goal-Setting Model Properly conceived goals prompt a motivational process that

enhances performance12.Personal Ownership of Challenging Goals

Through participation in the goal-setting process, each individual receives personal ownership in the goals

Goals are effective if they are specific, difficult, and participatively set

13.How Do Goals Actually Motivate? Goals motivate by directing attention, encouraging effort and

persistence, and fostering goal-attainment strategies and action plans

14.Practical Implications of Goal-Setting Theory The forces behind motivation of goal setting are the same in each

environmentMotivation Through Rewards

Rewards are material and psychological payoffs for performing tasks. Managers have linked job performance and satisfaction to rewards. Rewards can vary in type and scope, depending on place of employment.

F. Extrinsic Versus Intrinsic Rewards Extrinsic rewards are granted by another individual, and can include

money, benefits, or promotions Intrinsic rewards are self-granted and internally experienced payoffs,

such as a sense of accomplishment, self-esteem, and self-actualization

G. Employee Compensation Money is the universal extrinsic reward Approximately two-thirds of all business expenses are due to labor

costs Compensation must be effective and efficient

H. Improving Performance with Extrinsic Rewards15.Rewards Must Satisfy Individual Needs

Not all individuals need the same things at the same time Cafeteria compensation is a plan that lets each employee select

their own benefit package Nonwage benefits comprise a large portion of total compensation

16.Employees Must Believe Effort Will Lead to Reward A reward must be perceived as attainable for an employee to

strive for the attractive reward17.Rewards Must Be Equitable

Equitable rewards are perceived as fair and just The personal equity scale explains the relationship between effort

and rewards The social equity scale compares personal effort and rewards with

those of another person in the same situation Individuals are motivated to seek equity and avoid inequity Inequity contributes to feelings of dissatisfaction, anger, jealousy,

or guilt18.Rewards Must Be Linked to Performance

There should be an if-then relationship between task performance and extrinsic rewards

Managers need to provide rewards based on performance of each employee

Performance-based rewards include piece-rate, sales commission, merit pay, profit sharing, gain sharing, and stock option plans

Managers must ensure goals and incentives are ethical in nature

Motivation Through Employee ParticipationParticipative management is the process of empowering employees to assume greater control of the workplace.

I. Open-Book Management Is the process of allowing all employees to view the financial

statements of the company, including education regarding the analysis of the statements

Allows each employee to personally see how their involvement affects corporate success or failure

The four-step approach to open-book management is share, teach, empower, and pay

o Share the key financial datao Teach employees how to interpret the reportso Empower employees to make decisions for successo Pay employees a fair share of the profits

J. Self-Managed TeamsSelf-managed teams are work groups that assume management tasks as part of their daily work routine. Such teams consist of five to thirty assigned members, depending on the job assignment.

19.Vertically Loaded Jobs Non-managerial team members assume duties traditionally

performed by managers In some cases, teams are allowed to manage budgets, conduct

performance appraisals, hire team members, and in rare instances, fire employees.

20.Managerial Resistance The most important barrier to self-managed teams, it represents

large change in the company

K. Keys to Successful Employee Participation Programs The four factors are a profit-sharing or gain-sharing plan, a long-

term employment relationship with good job security, a concerted effort to build and maintain group cohesion, and protection of the rights of each individual employees

To make sure the business environment is supportive, background work must be done

Motivation through Quality-of-Work life ProgramsManagers must be flexible and understanding for each employee.

L. Flexible Work SchedulesFlextime is a work schedule that allows each employee to choose arrival and departure on the job, within set boundaries. The fixed core time is the part of the day in which every employee must be present in the workplace.

21.Benefits Flexible work schedules provide for better employee and

supervisor relationships, reduce absences, and has a selective positive impact on performance

Brings a degree of independence to each employee22.Alternatives

Compressed work weeks entails the employee working forty hours or more in less than five workdays

Permanent part-time employees work fewer than forty hours each work week

Job sharing allows two part-time employees to share the responsibilities of a single full-time position

M. Family Support Services The Family and Medical Leave Act requires the employer to provide

up to twelve weeks of unpaid leave per year for personal reasons including illness, birth, and adoption; only applies to businesses with more than fifty employees

N. Wellness Programs Features include stress reduction, healthy eating and living clinics,

weight-loss and smoking-cessation programs, exercise facilities, massage breaks, and health screenings

O. Sabbaticals An extended period of paid time off allows the employee to enjoy

family recreation or travel. Sabbaticals are often used to refresh dedicated employees to bolster

motivation and loyalty to the company.

There are many ways to motivate employees and enhance productivity. Listed below are a few tips:

Responsibility - Allow the employee to handle a task from start to finish. Following a project through all stages of development will help him/her feel a sense of accomplishment.

Freedom - Give the employee the freedom to decide how a project will get done. By providing the employee with a goal but no restrictions on how the goal is reached, he/she will feel ownership over the project.

Variety - Doing the same task repeatedly or using the same skills every day can get dull. Assigning different types of projects to different employees can help relieve monotony.

Challenges - Assign projects that will help the employee grow. When a person has to stretch his/her mind and think differently, a project takes on a new dimension.

Recognition and PraiseThe most commonly overlooked management skill is simply making a habit of saying ‘well done’ or ‘thank you’ for good work. This alone can have a tremendously positive impact on your employees’ performance. These positive ‘deposits’ also make it easier when you need to make ‘withdrawals’ to address poor performance.Recognition and praise help to improve performance but employees also need to be given specific goals to achieve. And they need honest and thoughtful feedback on a regular basis as to whether they are meeting these targets and how they can improve. This requires you or your supervisors taking the time to carefully think about the employee’s performance, identify the individual’s strengths and weaknesses, and then help the individual develop an action plan for the coming months or year.

Performance ReviewsPerformance reviews are an important foundation to achieving several goals, including:

Improving the professional development, skill level and performance of each employee;

Strengthening working relationships between supervisors and employees; Clarifying job duties and responsibilities; Establishing mutually understood standards for measuring performance;

and Assisting in promotion, retention and salary decisions.

Obviously timely performance reviews help a company motivate and retain employees. However, too often the busy owner/manager needs to put performance reviews on the back burner while tending to pressing business issues. Others may think it requires too much time or may be reluctant, thinking that a confrontation or argument with an employee could surface. But there is an easier way.

Self-assessment Evaluation ProcessA self-assessment evaluation process can improve the quality of your performance reviews as well as save you considerable time. The process involves having your employees first complete a self-assessment form in which they rate their individual performance and then submit it to you so you can then add your own assessments. This is sometimes referred to as a negotiated appraisal. There are five key steps to carrying out a self-assessment process:

Plan - Schedule the evaluations and inform staff of the process and the schedule.

Assign - Distribute the self-assessment forms to employees and set deadlines for submission.

Prepare - Review self-assessment forms and prepare your evaluation before meeting with each employee.

Discuss - Meet with the employee to discuss the evaluation and agree on an action plan for the future. Document the plan and comments.

Finalize - Have the employee sign the evaluation and provide him or her with a copy.

Not only will this approach save you considerable time, but also consider that: The timeliness of completing your annual performance appraisals will

improve. The employee has time to think about the answers carefully and reflect on

his or her goals and career plans. This preparation avoids the situation where an employee agrees or disagrees with your suggestions without any real thought or reflection.

Prior to meeting with the employee, you can review the self-assessment form and be prepared to address areas of strengths or weaknesses that the employee has not recognized.

The way in which the employee answers the questions on the form can also reveal a great deal about the individual’s attitude and goals within the company.

Of course, there are some disadvantages of which you need to be aware: Some employees may overrate their performance whereas others may be

humble and underrate their performance.

The reviewer may be tempted to simply agree with the employee’s own assessment of his or her performance rather than taking the time to think about the person’s actual performance.

The reviewer may disagree with an employee’s assessment in a particular area based on a single and probably recent event that may not be representative of the individual’s overall performance.

The reviewer may be unwilling to communicate bad news. This can happen in any evaluation system and helps nobody. Reviewers sometimes avoid having to deal with problems by rating everyone close to average. This practice does not help the employee improve and could result in legal action if an employee is let go without ever being told that his or her performance was unsatisfactory.

The Basic Motivation Force: Needs Drives Goals

A. NeedsThe best one word definition of a need is a deficiency. In the homeostatic sense, needs are created whenever there is a physiological or psychological imbalance.B. DrivesWith a few exceptions drives or motives are set up to alleviate needs. A drive can be simply defined a deficiency with direction. Drives are action oriented and provide an energizing thrust toward goal accomplishment. They are at the very heart of the motivational process. The examples of the needs for food and water are translated into the hunger and thirst drives for affiliation.C. GoalsAt the end of the motivation cycle is the goal. A goal in the motivation cycle can be defined as anything which will alleviate a need and reduce a drive. Thus attaining a goal will tend to restore physical or psychological balance and will reduce or cut off the drive. Eating food, drinking water and obtaining friends will tend to restore the homeostatic balance and reduce the corresponding drivers. Food water and friends are the goals in this example.

Types of Motives1. Primary MotivesPsychologist would acknowledge that some motives are unlearned and physiologically based. Such motives are various called physiological, biologically, unlearned or primary motives.Two criteria must be met in order for a motive to be included in the primary classification. It must be unlearned and it must be physiologically based. These primary motives include: hunger, thirst, sleep, avoidance of pain, sex and maternal concern.

2. General MotivesA category sees necessary because there are a number of motives which lie in the gray area between the primary and secondary motives classification. To be included in the general category, a motive must be unlearned but not physiologically based. There include;

i. The Competence motiveThese needs are manifested by the drive for competence or mastery over the environment.

ii. The curiosity Manipulation and Activity MotivesThe observation and speculations about the existence of curiosity, manipulation and activity motives in monkeys were later substantiated through experimentation. In this case, psychologist feels completely confidence in generalizing the results of animal experiments to humans.

iii. The Affection MotiveLove or affection is very complex form of general drive. Part of the complexity stems form of the fact that in many ways love resembles the primary drivers and in other ways it is similar to the secondary drives. For this reason, affection is sometimes placed in all three categories of motive and sometimes psychologists do not even recognize it as a separate motive.

3. Secondary MotivesWhereas general drives seem relatively more important than the primary ones to the study of human behavior in organizations, the secondary motives are also

called the learned secondary drives. The motive of hunger and thirst are not dominant among people living in the developed western world.This situation is obviously subject to change, for example the “population bomb” or “the energy crisis” may alter certain human needs. But for now, the learned secondary motives nominate. These include a motive which must be learned secondary motives include:

i. The Power MotiveIt is the need to manipulate others or the drive for superiority over others. Added developed the concepts for inferiority complex and compensation. He felt that every small child experiences a sense of inferiority. When this feeling of inferiority is combined with what he sensed as an innate need for superiority, the two rules are behavior. The person’s life style is characterized by striving to compensate for feelings of inferiority, which are combined with the innate drive for power.

ii. The Achievement motiveThe concept of achievement motive can be cleared by quoting the test works in the following manners.One picture in the Thematic Apperception Test (TAT) has shown to a young man plowing a field; the sun is about to set in the west. The personal taking the test is supported to tell a story about what he or she sees in the picture.The story will project the person’s major sees in the test taker may say that the man in the picture is story the sun is going down because lie has more loud to plow and he wants to get the crops planted before it rains, such a person indicate high achievement. A low achiever might say that the man is happy the sun is finally going down so that he can go into the house, relax and have a cool drink.

Characteristics of High Achievers1. Moderate risk taking.2. Need for Immediate feedback.3. Satisfaction with accomplishment.4. Preoccupation with the task. (Select a goal and preoccupied with the task until it is successfully complete)5. Concern for people and production.6. Use participative methods with subordinates.7. Open in their interactions

Affiliation MotiveIt plays a vital role in human behavior sometimes affiliation is equated with social motives and group dynamics. Some form of social contact appears necessary for the normal physical and personality development of the human infect and that total isolation is virtually always an intolerable situation for the human adult, even when physical needs are provided for.

iv. Security MotiveIt is very intense motive in fast-paces, highly technological society such as is found in modern America. The typical American can be insecure in a number of areas of everyday living. For example, being liable for payments on a car or house, keeping a lover’s or a spouse’s affections staying in school, getting into graduate school or obtaining and keeping a good job. Job insecurity, in particular has a great effect on organizational behavior.

v. The Status MotiveThe status or prestige motive is especially relevant to dynamic society. The modern person is often pictured as a status seeker. Such a person is accrued of being more concerned with the material symbols of status that is the right clothes, the right car, the right address and swimming pool or the latest personal computer than with the more basic, human oriented values in life.

Determinants of Status1. Membership in a family2. Personal qualities3. Achievements4. Possessions5. Authority and power

The world’s greatest management principleYou get what you reward!Frequent praise and recognition are critical element of success management. On a regular basis, let your employees know in sincere and meaningful ways when they've done a good job.

Celebrate AccomplishmentsPut the “greatest management principle” at the top of your list. A simple thank-you note or public praise at a group meeting will increase an employee's confidence, while a staff lunch at the conclusion of a major project can help build team spirit. The impact of appreciation is tremendous: Common survey results often reveal that lack of recognition is one of the primary reasons employees quit their jobs. It's important that someone celebrate our existence... People are the only mirror we have to see ourselves in.Lois McMaster Bujold, "Mirror Dance", 1994

Criticize CarefullyWhen you must criticize, do it privately and keep the discussion performance-based, not personal. Be consistent and evaluate all employees according to the same set of standards. Remember to praise in public but criticize in private. Never criticize the person, just the action or inaction taken. Remember these don’ts: Don't show favoritism. Don't jump to conclusions. Don't lose your temper. Don't meddle in personal affairs of employees.Remember these do’s: Criticize and correct your employees in private. Be fair and consistent in all dealings with employees. Always deal with facts. Maintain control of your emotions. Be available to listen and help.

Set Clear ExpectationsConduct regular performance appraisals so employees understand what's expected of them. Instill confidence and enthusiasm by noting an employee's strengths and special skills, not just his or her perceived weaknesses. Most employees are not mind readers. They cannot be expected to meet goals if their manager does not create and communicate clear goals and expectations. Every employee should understand what is expected of them, what the company expects of their department, and why. This lack of clear direction directly affects managers: they will probably fail to meet their goals if their employees lag behind.

Establish a Monitoring ProgramMentoring helps new hire become acclimated quickly and efficiently and demonstrates your commitment to their professional development. Mentoring can be a very effective way of sharing knowledge and enthusiasm between old and new employees.Often long time employees can share their knowledge and experiences while gaining strength from the new employee’s enthusiasm. It can be a good match pairing old ideas with new vision.

Staff Strategically to Prevent BurnoutBringing in extra help during peak workloads enables full-time employees to concentrate on special projects, while temporary workers focus on day-to-day matters, or vice-versa. This staffing method prevents existing staff from working excessive overtime and increases the quality of work. Contrary to popular belief, work overload isn't the only cause of burnout. Worker frustration is often a bigger stress than work load. Be fair and consistent in terms of expectations and work load. Talk and LISTEN to your employees – this is perhaps the “second greatest management principle”.Remember “the greatest management principle” – fair and consistent rewards help employees deal with stress and workload.

SummaryThere is no one-size-fits-all approach to motivation. A combination of techniques that matches the unique needs and personalities of your employees will have the most effective results.A sense of humor is part of the art of leadership, of getting along with people, of getting things done.Dwight D. Eisenhower (1890 - 1969)

Everyone Wins Recognition, praise and timely performance appraisals will motivate your employees to succeed. The appraisal process, in particular, will provide valuable feedback on staffing needs and trends. Most importantly, having good listening skills and achieving a comfortable rapport during the performance appraisal interview can help you identify areas where the company could make improvements. You may get information that will alert you to a need to change company procedures, arrange for additional training or boost your incentive program.

Case Study

The BeginningGISDA is a registered charity and a company limited by guarantee. The company was founded in 1985 by a group of volunteers in the Caernarfon area in order to respond to the growing problem of youth homelessness in the town during the early 80’s and the prejudices they faced when seeking help and support. In 1989, in partnership with Cymdeithas Tai Eryri, we opened our first hostel in Caernarfon for 8 young people.

TodayGISDA currently employs over 30 members of staff and offers supported accommodation 56 young people across Gwynedd and offers much more than a roof over their head. Over the years the services have expanded and developed and today include counseling, personal advisor service and education.

The Futurewhat is the future? The biggest question is “Does GISDA make a difference?” Our answer is “Yes”, but much more remains to be done. To address the needs of individuals and change in legislation and social policy, we need to change the services offered and offer new services. We must maintain existing partnerships and develop new ones to enable us to carry out this work.

Background Size: 31 people Sector: Housing charity Location: Gwynedd Status: First achieved Investors in People recognition in 2000; last recognition 2005. The organisation Gisda was established in 1983 in response to concerns about the level of homelessness affecting young people aged 16-25 in the Caernarfon area. A partnership agreement was struck with Tai Eryri Housing Association, which resulted in the opening of the organisation’s first hostel, Hafan, based in Caernarfon. Since its establishment, the organisation has grown considerably in response to local needs and now serves the whole county of Gwynedd. The company manages 37 properties, has an annual turnover of over £1 million and employs 31 people under the guidance of a management committee of volunteers; most of whom are also Directors of the company. Gisda’s main aims are to provide housing and support (emotional and practical), which leads to clients becoming independent and integrated within their chosen communities.

Aimpromoting the welfare of vulnerable members of society, primarily in Wales, to achieve their self-fulfillment.

Visionto offer vulnerable members of society the opportunity to improve their quality of life

MissionSeek to secure the necessary resources to provide a range of services in order to support and empower vulnerable members of society.

Objectives

1. To be an effective support provider by providing a wide range of projects and support services

2. To provide services in accordance with the requirements and needs of our stakeholders3. Endeavour to ensure that our staff reach their full potential to enable the Company to

achieve its corporate and departmental aims and objectives.4. To develop and maintain a working relationship with partnerships and to collaborate

with other agencies

Governing BodyThe ultimate responsibility for the management of GISDA rests with the Management Board. The Board is elected annually and all its members serve in a voluntary capacity.As GISDA is both a registered company and a charity the Management Board members are the directors of the company and the charity’s trustees. They are legally the employer of all GISDA’s staff and are responsible for ensuring that the company meets its aims and objectives as well as complying with relevant legislation and standards as set by our stakeholders.

The Management Board meets every 3 months to review progress and agree the future direction of the company. It is essential therefore that the staff and the Management Board work closely together to achieve GISDA’s aims.

Funding Sources for the year ’06 – ‘07

Supported People Revenue Grant (SPRG) Welsh Assembly 73% Local Authority Grant 6% Housing Benefit Rent 18% Support Grant - Children and Young People 4% Other 3%

(Pie chart)

Partnerships

Children and Young People Partnership Domestic Violence Forum Nacro YOT Cymdeithas Tai Eryri Cymdeithas Tai Clwyd Mantell Gwynedd Open College Network Richard Hall& Partners National Assembly of Wales - Supporting People Group Gwynedd County Council Working Links

The challenge In 1997/98 Gisda expanded with the introduction of a new manager. The company felt that it was time to consolidate and reorganize the reporting structure within its different projects and to review its existing policies, with a view to developing a more relevant and up to date approach. The organization was also aware that it needed to provide structured support and development opportunities for employees working in stressful roles and dispersed locations. It recognised that, although people had complete commitment to their jobs and empathy with their clients, many had not received formal training or achieved qualifications, from which they and the organization could benefit. Senior management considered the Investors in People Standard to be an effective way of introducing the necessary changes, as it provided a proven best practice framework for organizational development. Management were particularly drawn to the Standard because of its flexibility, allowing organizations to apply the principles in whichever way they felt most appropriate for their particular needs.

The strategy Individual training and development plans were introduced for all employees throughout the organization, enabling them to work towards progressive knowledge and skills development and to track their progress against planned and agreed activity. Opportunities to work towards NVQs and other accredited training were introduced, to encourage people to broaden their skill base and to take on responsibilities, in which they had an interest (eg: the Administrator/Typist achieved her NEBOSH Certificate in Health and Safety) and has gone on to gain her Certificate in Personnel Development. Managers trained as trainers and then delivered appropriate training to other staff and clients within the organization (eg: the Suzy Lamplugh Personal Safety Course). Key areas of responsibility were identified and allocated to individuals who had an interest in assuming them, in order to develop staff motivation and skills. Individuals were encouraged to recognize that they share responsibility, for the development of their knowledge and skills, with their manager and the organization as a whole. A formalized induction process was developed for the first time and all employees underwent this, to ensure that people had a consistent understanding of what Gisda is working to achieve. Quarterly reviews of training and development activity were introduced, to ensure that the organization was achieving maximum benefit from the training and development activity taking place.

The results Investors in People motivated employees and helped the organization to consolidate what they needed to put in place, to operate as an effective organization. They know that everyone’s job is equally important to the success of the company. Investors helped them to develop people equally and in ways that Gisda required. The Standard made Gisda look at the way they appraised people performance and encouraged them to use the process in a much more effective way. Investors in People also made the organization look at the future and what they would need to do to implement their plans. They feel that they are better equipped now to deal with future challenges and that they are developing people’s potential in a way that they haven’t done before. Investors in People ensure that the company reviews its procedures regularly. The organization now operates to agreed standards, set by the development of up to date and relevant policies. In order to conform to the Qualification Framework for the Social Care Sector in Wales, the company will be setting up training for all employees to ensure that they meet with the standards set out within the document. Investors acted as a model for employees and organizational development that fitted the philosophy of Gisda. Now they work hard to ensure that training meets people’s needs and that as many people as possible can benefit from new approaches and information. Gisda introduced Investors gradually, involving employees and management at every stage. They’ve found that employees are now more skilled at supporting clients, they can explain the reasons for activity and what the ultimate goals are. The quality of client support has improved, through increasing the knowledge, skills and confidence of the people who work with Gisda’s client group.

“The quality of client support has improved, through increasing the knowledge, skills and confidence of staff who work with GISDA’s client group.” GISDA