Motivation: Executing the Fundamentals Brilliantly!

Connecticut HDI chapter meeting20 September 2007Performance Consulting508.650.0770/mia@performance-consulting.com

Agenda

Meet & greet What is motivation? What is your role? When do we typically use motivational

techniques? What do the experts say about motivation? Activity What can we learn from outside of the help desk

arena? Activity Best practices for motivating and coaching within

the help desk arena

Meet & greet

Your nameYour companyYour roleSomething about the topic of motivation

that you would like to take back to your help desk

Meet & greet activity

What is motivation? What is your role?

Motivate: To stimulate to action; provide with an

incentive or motive; impel; incite.Your role: Set challenging, yet realistic goals Provide feedback and rewards Remove obstacles, provide resources Create a friendly environment Other?

When do we typically use motivational techniques?

When morale needs a boostWhen productivity needs a boostWhen an individual needs to demonstrate

initiative When teamwork needs to be developed or

enhancedOther?

What do the experts say? Maslow’s Hierarchy of Needs

Self-fulfillment

Ego / esteem

Social

Security

Physiological

fulfilled challenges, dreams

recognition

love / friendship

job security

food water shelter

What do the experts say?Herzberg Motivation Theory

Top Hygiene Factors

1. Company policy/administration

2. Supervision3. Relationship with

supervisor4. Work conditions5. Salary6. Relationship with peers7. Personal life

Top Motivators

1. Achievement2. Recognition3. Work itself4. Responsibility5. Advancement6. Salary7. Growth

What do the experts say? Nelson’s Ways to Build Commitment

Interesting workInformation – to effectively do a job,

feedbackInvolvement – in decision-makingIndependence – latitude, flexibility, own

ideasIncreased visibility – opportunities,

recognition

Activity

Hand-out: What motivates you?

What can we learn? Costco

Pay top wages within industryPay health insurance benefitsRetain competent employees (reduce

turnover)Don’t overcompensate the executive teamPhilosophy: a loyal, well-compensated

workforce means a more efficient and productive one, generating greater profits

What can we learn? Zingerman’s

Believe in and demonstrate passion for your core product

Create an environment of integrity, trust, respect, and learning

Use education and training to create a culture that is intellectually stimulating and a language and thought process that is unifying

Think like a start-up Encourage and support internal entrepreneurship

and ownership Invest in the larger community

Intrinsic Motivators

amount of autonomy

breadth of skills used

interesting and challenging work

enjoyment of tasks

controlprofessional

growth

Managers influence internal motivators and

rewards through job design. Job design includes:

Extrinsic Motivators

desirable to the recipient

communicated to all team members

equitableattainablecost effectiveon-going

External motivators are rewards given by the organization. To be effective in a support

environment, they must be:

Extraordinary Performance Survey Results

What motivates you?recognition and appreciationchallenging, interesting workgrowthmoneycommunication; job satisfaction

What Tech Support Staff Say They Want

Six weeks of vacation per year Telecommuting arrangement, with a company-financed DSL

line Relaxed corporate culture with casual dress every day Company-sponsored certification training and continued

education Signing bonus equal to one-quarter your first-year salary Flexible scheduling Stock options; Lots of them Bonuses tied to your department's goals Company car Free daily gourmet lunches, juice bars, and specialty coffees

at work Subsidized college education for your children Use of the company’s Caribbean beach house one week a year On-site child care Free parking/country club membership (tie) Pet privileges: You can bring Fido to workSource: Tech Republic

What Selected Tech Support StaffActually Receive - a real world example

Recognition of client feedback“Wall of Fame” Travel to other countries and USA Support Appreciation Day MP3s Eco-tour Annual Team Event - spoof prizes Publish Monthly Statistics

What Selected Tech Support StaffActually Receive - real world example 2

Company-wide “Great Place to Work” Emphasis on work - life balance Quality hours versus quantity hours $500 to everyone in firm as holiday gift Local events: potluck lunch with comedian

hired to entertain, holiday gift exchange, pizza, etc.

“On-the-spot” award - monetary from $50 - $300 at discretion of local manager (company-wide guidelines, anyone can recommend)

What Selected Tech Support StaffActually Receive - real world example 2

Monthly $50 award based on file of all kudos: teamwork, customer service, etc. - manager keeps list - raffle - one winner, can be peer to peer, other team may nominate

$500-$2000 bonus in paycheck for high impact, long term contribution (6-month+), top management approval - 2 awarded last year

Reward for work over and above 8-hour shift, or over and above management or customer expectations

What Selected Tech Support StaffActually Receive - real world example 3

Following reorganization, 3-month contest introduced to improve individual and team productivity, quality, and morale

KPIs selected for individual and team: FCR, #cases opened, on-time attendance

Product and monetary awards Top award was home theater awarded to a

team lead Celebration dinner to present awards

SSPA Study

Top 10% of all performers said:1. Work/Life Balance (flexible schedules)2. Personal Reputation as Key Contributor3. Intrinsic Rewards (appreciation/recognition)4. Financial Incentives (long term, spot bonuses,

goal attainment)5. Training and Performance Linked: Top Performers find great value in training: they’re

motivated to complete certifications for higher base pay

Activity

Hand-out: Assessment tool

Best Practices: Coaching

Coach each team member once/month (about ½hour/session)

Coach for skills Focus on accountability for attitude Define the coaching session for new team members Have other team members identify areas for

coaching Focus on specific steps the team member will take

to improve or excel Coach a team member into a position that is a

better fit

Best Practices

Hire the right person for the right job by consistently updating job/skill profiles and refining hiring/interviewing techniques

Present learning/performance expectations and core curriculum at outset of employee relationship

Engage in monthly coaching sessions with each team member to build knowledge/professionalism

Utilize coaching as an ongoing method to emphasize business goals and learning

Recognize success and incremental improvement Emphasize rewards – whatever it takes

Motivation: Executing the Fundamentals Brilliantly!

Connecticut HDI chapter meeting20 September 2007Performance Consulting508.650.0770/mia@performance-consulting.com