Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report...

23
OPQ | Profile www.ceb.shl.com Motivation Questionnaire Motivation Pack Name Mr Sample Candidate Date 26 September 2013

Transcript of Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report...

Page 1: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

OPQ | Profile

www.ceb.shl.com

Motivation QuestionnaireMotivation Pack

NameMr Sample Candidate

Date26 September 2013

Page 2: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

OPQ | Profile

www.ceb.shl.com

Motivation QuestionnaireProfile Chart

NameMr Sample Candidate

Date26 September 2013

Page 3: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 3 of 23© 2013 SHL, a part of CEB. All rights reserved.

Mr Sample Candidate’s motivational drivers compared to the selected norm group (in stens):

.SS ENERGY AND DYNAMISM 1 2 3 4 5 6 7 8 9 10

6 Takes time over tasks, works best without pressure. Demotivated by being rushed.

Level of Activity (E1) Invests energy readily. Thrives on time pressure. Always on the go. Pushes to get things done.

RS24

8 Seeks moderate rather than extreme challenges. Targets not a major issue.

Achievement (E2) Needs to achieve targets. Strives to overcome difficult challenges. 35

1Finds competitive environments uncongenial, even demotivating. Outperforming others is not a motivator.

Competition (E3) Tries to do better than others. Comparison often spurs performance. 10

5 ‘Switches off’ rather than increasing effort when faced with failure or criticism.

Fear of Failure (E4) Needs to succeed to maintain self-esteem. Prospect of failure spurs activity. 18

7 Does not seek out positions of power, influence or authority.

Power (E5) Needs scope to influence and exercise authority. Demotivated when not given responsibility.

29

1 Demotivated by intrusion of work requirements into personal life.

Immersion (E6) Thrives on feeling involved. Invests energy in job. Prepared to work extended hours. 8

4 Demotivated by over emphasis on profits and finance.

Commercial Outlook (E7) Likes creating wealth and profits. Demotivated when work not linked with cash value.

25

SYNERGY 1 2 3 4 5 6 7 8 9 10

3 Limited need for interaction with others.Affiliation (S1) Thrives on meeting people, harmonious

team work and helping others. 25

10Has less need for recognition than most. Praise and congratulations not prime motivators.

Recognition (S2) Likes good work to be noticed and achievements recognised. Becomes demotivated without support.

39

3 Unconcerned about moral and ethical issues or quality of work.

Personal Principles (S3) Needs to feel that the organisation’s work is sound. Demotivated when asked to compromise ethical standards.

26

6 Not overly concerned by an element of risk. Does not mind inconvenience.

Ease and Security (S4) Needs to feel secure about job and position. Does not easily tolerate unpleasant conditions.

32

10 Not spurred by opportunities for new learning and self development.

Personal Growth (S5) Motivated by work which provides opportunities for development, and acquisition of new skills.

40

INTRINSIC 1 2 3 4 5 6 7 8 9 10

8 Not greatly affected by degree of interest or variety in work.

Interest (I1) Values stimulating, varied or creative work. Demotivated by too many run of the mill tasks.

34

4Motivated by existence of clear work systems and structures. Intolerant of ambiguity.

Flexibility (I2) Favours a fluid environment without imposed structure. High tolerance of ambiguity. 20

7 Amenable to guidance and supervision from above.

Autonomy (I3) Needs to work independently, organise own approach. Demotivated by close supervision.

32

EXTRINSIC 1 2 3 4 5 6 7 8 9 10

1 Less concerned with having financial benefits link to the job.

Material Reward (X1) Links salary, perks and bonuses to success. Demotivated when remuneration is perceived as unfair or poor.

19

10 Less driven to seek advancement. Promotion prospects not important.

Progression (X2) Career progress and just advancement are motivating. Slow promotion is demotivating. 39

1 Relatively unconcerned with issues of rank and position. Status symbols unimportant.

Status (X3) Concerned with position and status. Demotivated by lack of respect from others. 16

1 2 3 4 5 6 7 8 9 10 MQM5 UKE UK General Population 2000

Page 4: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 4 of 23© 2013 SHL, a part of CEB. All rights reserved.

Likely impact of job attributes on Mr Sample Candidate’s level of motivation to work:Highly

Demotivating Demotivating No Effect Motivating Highly Motivating

Having to work under pressure and coping with multiple demands within short timeframes

Overcoming challenges, having to hit targets and being stretched as an individual

Working in a competitive environment

Fear of failing on a task, being exposed to criticism and negative judgements by others

Having opportunities for exercising authority, taking responsibility, being in a position to influence others

Work requiring commitment beyond ‘normal’ working hours

ENER

GY

AN

D D

YNA

MIS

M

Work that is commercially or profit orientated

Having opportunities for interaction with other people at work

Receiving praise and other outward signs of recognition for their achievements

Upholds ideals and conforms to high ethical and quality standards

Work environment and contextual factors, such as pleasant working conditions and job security

SYN

ERG

Y

Having opportunities for further training and development and the acquisition of new skills

Work that provides variety, interest and stimulation

Having a fluid unstructured environment and flexibility in the way tasks are carried out

INTR

INSI

C

Having scope for organising work as one sees fit

EXTR

IN

SIC

Level of financial reward, a clear link between salary, bonus and performance

Page 5: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 5 of 23© 2013 SHL, a part of CEB. All rights reserved.

Having opportunities for promotion

Having outward signs of position and status

Highly Demotivating Demotivating No Effect Motivating Highly

Motivating

Page 6: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

OPQ | Profile

www.ceb.shl.com

Motivation QuestionnaireEmployee Motivation Report

NameMr Sample Candidate

Date26 September 2013

Page 7: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 7 of 23© 2013 SHL, a part of CEB. All rights reserved.

Employee Motivation Report

Introduction

This report describes the factors that are likely to have an impact on Sample’s motivation at work.

It provides a high level summary of Sample's motivators and demotivators followed by more detailed information on what is likely to motivate and demotivate Sample at work including tips and suggestions on how to keep him motivated.

This report is based on Sample's responses to the Motivation Questionnaire (MQ). The accuracy of this report depends on the frankness with which he answered the questions as well as his self-awareness.

This report has a shelf-life of 18-24 months and should be treated confidentially. If there are major changes in Sample's life or work he should complete the MQ again.

Summary

Sample’s key motivators and demotivators are summarised below. Typically, focusing on areas that are highly motivating or demotivating is most effective.

To maximise the value of this information it is important to confirm with Sample what motivates him, and to discuss with him the impact of this in his current or future role.

Highly Motivating Highly Demotivating

Achievement Recognition Personal Growth Progression

Competition Immersion

Moderately Motivating Moderately Demotivating

Power Ease and Security Interest Autonomy

Fear of Failure Flexibility Material Reward Status

Page 8: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 8 of 23© 2013 SHL, a part of CEB. All rights reserved.

Highly Motivating

The following are likely to highly motivate Sample:

.

Achievement Strongly motivated by overcoming challenges, hitting targets and being stretched as an individual.

Likely Positives Likely Negatives

● Could be strongly energised by a challenge and by being professionally stretched

● Undemanding work could be very frustrating

● Being able to achieve targets is likely to be a major motivator

● Lack of targets is very likely to demotivate

● Goal-setting is likely to be very energising

● Very likely to enjoy a culture that emphasises achieving difficult targets

Tips and suggestions on how to motivate Sample:

● Check what constitutes a challenging target for Sample

● Provide work that will challenge Sample's abilities

● Set targets that will give Sample something to strive for

● Involve Sample in setting his own targets and measures of success, or get him to set some himself and ensure they are realistic

● Always celebrate success when Sample meets difficult targets, particularly ones he had a hand in setting himself

● Ensure that Sample does not sacrifice quality of delivery of essential elements by setting himself unrealistic targets that go beyond what is required

.

Recognition Highly motivated by praise and other outward signs of recognition for achievements.

Likely Positives Likely Negatives

● Praise and positive feedback is likely to be a strong source of motivation

● Likely to be highly demotivated by a lack of support

● Recognition for a job well done is likely to be very energising

● Little or no praise for contributions is likely to be very demotivating

Tips and suggestions on how to motivate Sample:

● Check what forms of praise and recognition are most meaningful to Sample

● Ensure that you praise his good work

● Do not praise Sample too much or too often, as this will dilute the impact of praise when given

● Stress what the particular benefits of Sample's work have been

● Emphasise how useful Sample's work has been whenever it proves helpful in unanticipated ways

● Celebrate success publicly if all members of the team are motivated by recognition

Page 9: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 9 of 23© 2013 SHL, a part of CEB. All rights reserved.

.

Personal Growth Highly motivated by opportunities for further training and development and the acquisition of new skills.

Likely Positives Likely Negatives

● Likely to find opportunities for learning new skills very motivating

● Could be very discouraged by a lack of opportunity for self-development

● Personal development is likely to be a strong source of motivation

● Very likely to enjoy spending time with and learning from colleagues

Tips and suggestions on how to motivate Sample:

● Check what constitutes genuine personal development and growth for Sample

● Check what Sample's preferred learning styles are

● Provide Sample with opportunities to acquire new skills and knowledge

● Ensure that Sample is not required to rely solely on his existing skills and knowledge in all aspects of his work

● Ensure that Sample's objectives include at least one where he will need to learn new skills

● Talk to Sample about his career aspirations and what skills he will need to move forward

.

Progression Highly motivated by having opportunities for promotion.

Likely Positives Likely Negatives

● Promotion and career advancement are likely to be very strong drivers

● Lack of opportunity for promotion is likely to significantly demotivate

● Likely to be strongly motivated by opportunities for career development

● Highly likely to be frustrated by unfair promotion decisions

● Highly likely to be energised by fast-track promotion systems

Tips and suggestions on how to motivate Sample:

● Check what constitutes good promotion prospects for Sample

● Encourage Sample to put a career plan together

● Try to find opportunities for Sample that will increase his skills in areas he will need to advance

● Look for opportunities for Sample to work in environments that will increase his visibility in the organisation

● If there are no real opportunities for Sample to advance in the near future, look for ways to encourage Sample to develop skills that will make him more promotable in future

● Examine sideways moves for Sample to gain extra experience as well as promotion. Look at special projects and make it clear to Sample what you are doing and why you are doing it

Page 10: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 10 of 23© 2013 SHL, a part of CEB. All rights reserved.

Moderately Motivating

The following are likely to moderately motivate Sample:

.

Power Motivated by exercising authority, taking responsibility, negotiating and being in a position to influence others.

Likely Positives Likely Negatives

● Likely to be motivated by responsibility and control ● Lack of responsibility is likely to demotivate● Could find opportunities for managing people or

situations energising● No input in decision making is likely to be frustrating

Tips and suggestions on how to motivate Sample:

● Check what constitutes "exercising authority" and "taking responsibility" for Sample

● Ensure that Sample has opportunities to take on new responsibilities

● Involve Sample in decision-making processes

● Encourage Sample to express his opinions and to try to influence others in a constructive manner

● Delegate some responsibility to Sample or put him in situations where he will have the opportunity to be in charge and exercise authority

● Reward Sample when he uses his power and influence to motivate and encourage others, or when he uses his authority in a positive manner

.

Ease and Security Motivated by feeling secure about job and position, and by contextual factors, such as pleasant working conditions.

Likely Positives Likely Negatives

● Job security is likely to be important ● Likely to be concerned by any job insecurity● A pleasant work environment is likely to motivate ● Unpleasant working conditions are likely to be

demotivating● Likely to focus on the job package being offered ● An element of risk may be rather demotivating

Tips and suggestions on how to motivate Sample:

● Check what constitutes comfortable working conditions and job security for Sample

● Ensure that Sample's working environment is comfortable

● It may be beneficial to try to introduce some "safe risk" into Sample's role, where failure can be viewed as a learning opportunity

● If possible, emphasise Sample's job security and longer-term job prospects

● If long-term job security is unlikely, be honest and upfront

● Try to keep Sample informed as much as possible during periods of uncertainty and insecurity

Page 11: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 11 of 23© 2013 SHL, a part of CEB. All rights reserved.

.

Interest Motivated by jobs that provide variety, interest and stimulation.

Likely Positives Likely Negatives

● Likely to find variety in work quite motivating ● Routine tasks are likely to frustrate and demotivate● Work seen as stimulating or interesting is likely to

motivate● Likely to enjoy being creative

Tips and suggestions on how to motivate Sample:

● Check what constitutes variety for Sample

● Check what interests Sample most and try to include elements of this in his work

● Ensure that Sample's work is varied

● When deciding Sample's objectives, ask him to make some suggestions

● Avoid setting too many routine tasks for Sample

● When routine tasks are essential, encourage Sample to find ways to explore new approaches or improve efficiency in undertaking them

.

Autonomy Motivated by being given scope to organise own approach to work.

Likely Positives Likely Negatives

● Having opportunities to work independently is a likely source of motivation

● Regular close supervision is likely to demotivate

● Being allowed to use initiative is likely to motivate ● A lack of autonomy is likely to demotivate

Tips and suggestions on how to motivate Sample:

● Check what constitutes autonomy for Sample

● Try to take a relatively "hands off" approach to managing him

● Set Sample's objectives and measures and then let him decide how to achieve them, as long as they meet the measures agreed

● As far as practical, ensure that you allow Sample to structure his own approach to work

● Be sensitive to Sample's need for empowerment and do not impose too many constraints

● Ensure that Sample has the support, materials and means of communication to work independently. Jointly agree communication methods, styles and frequency

Page 12: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 12 of 23© 2013 SHL, a part of CEB. All rights reserved.

Highly Demotivating

The following are likely to highly demotivate Sample:

.

Competition Extremely demotivated by being benchmarked and compared with others.

Likely Positives Likely Negatives

● Is far more likely to be motivated by cooperation rather than competition

● Likely to be extremely demotivated by a competitive culture

● Being compared and benchmarked against others is very likely to undermine motivation

● The prospect of having to beat targets could be very demotivating

● A competitive environment could be very demotivating

Tips and suggestions on how to prevent Sample becoming demotivated:

● Check what constitutes a competitive environment for Sample

● Ensure you focus on Sample's performance relative to goals instead of relative to other people

● Don't put Sample in a situation where he has to outperform colleagues in order to do well

● If the environment is naturally competitive, try to shield Sample from some of the harsher aspects of competing

● Set targets that focus on the team achieving the desired result. Measure success by the whole team's achievement, rather than focusing purely on Sample's contribution

.

Immersion Extremely demotivated by work that requires commitment beyond normal working hours.

Likely Positives Likely Negatives

● Likely to be highly motivated by being able to work normal hours

● Beyond the occasional extra work requirement such as business travel or end-of-year accounting, the prospect of regular additional hours is likely to be very unappealing

● Having a clear work-life balance is very likely to motivate

● Very unlikely to be attracted by the need for business travel

● Is likely to not be demotivated by a lack of opportunity to show commitment to work

Tips and suggestions on how to prevent Sample becoming demotivated:

● Check what constitutes normal working hours for Sample

● Avoid giving Sample so much to do that he will inevitably have to do some work in his personal time

● Ensure that Sample has the chance to organise his tasks at work to avoid having to work in his own time

● Only contact Sample at home about work matters if it is absolutely essential

● Encourage Sample to formulate a work-life balance that is reasonable both for himself and for the organisation

● Be a good role model for a sensible work-life balance. Ensure you leave work on time, even if only occasionally, and demonstrate that your values are about performance, not number of hours spent at work

Page 13: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 13 of 23© 2013 SHL, a part of CEB. All rights reserved.

Moderately Demotivating

The following are likely to moderately demotivate Sample:

.

Fear of Failure Demotivated by possible failure, criticism or the loss of self-esteem.

Likely Positives Likely Negatives

● Will probably prefer work where the prospect of failure is low

● Can become discouraged by the prospect of doing badly

● Is likely to find a blame-free culture motivating ● Likely to find undue criticism demotivating

Tips and suggestions on how to prevent Sample becoming demotivated:

● Sensitively check what constitutes failure for Sample

● Avoid setting Sample objectives that are so unrealistic that he is unlikely to succeed no matter how hard he tries

● Ensure you provide Sample with sufficient support so that he does not feel exposed to the likelihood of failure

● Encourage Sample to come to you if he has any problems or issues

● If Sample appears to have disconnected from a particular task, sensitively explore the reasons why with him

● Structure any feedback to Sample so it is balanced, emphasises success and includes practical ways he can realistically improve his performance

.

Flexibility Demotivated by the absence of clearly defined structures and procedures for managing tasks.

Likely Positives Likely Negatives

● Probably prefers an environment that offers clear rules and systems

● Ambiguity or vague guidelines may well frustrate

● Likely to enjoy a process-driven or transactional way of working

● The prospect of unexpected change is likely to demotivate

Tips and suggestions on how to prevent Sample becoming demotivated:

● Check what constitutes clearly defined structures and guidelines for Sample

● Ensure that Sample has clear structures, guidelines and objectives to work with

● Ask Sample to summarise your requirements back to you, and ensure that everything is clearly understood by both of you

● Work with Sample to manage his time, helping him to maintain clear priorities, structures and measures

● Encourage Sample to break complex or long projects down into clearer, more manageable tasks

● If Sample is working in a fluid environment, try to provide elements of structure for his particular tasks

Page 14: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 14 of 23© 2013 SHL, a part of CEB. All rights reserved.

.

Material Reward Not particularly motivated by financial reward.

Likely Positives Likely Negatives

● A pay increase is likely to be seen as a pleasant reward rather than as a motivator

● Lack of equity in the distribution of rewards may demotivate

● May be looking for other aspects of the job to enhance motivation rather than just financial aspects

Tips and suggestions on how to prevent Sample becoming demotivated:

● Check what constitutes fair remuneration for Sample

● As far as you can, ensure that salaries, bonuses and other financial rewards are awarded equitably

● Ask Sample what alternatives he can suggest to financial reward and apply where it is practical to do so

● Ensure you use praise, recognition and positive reinforcement of Sample's successes. Do not rely on organisational mechanisms such as bonus schemes to motivate him

.

Status Less motivated by outward signs of position and status, and recognition of rank.

Likely Positives Likely Negatives

● Could be motivated by an environment without obvious indicators of rank and status

● May be put off by a working environment that is status-conscious

● May be slightly energised by a working environment that downplays job titles, hierarchies and level

● May find the notion of status demotivating

Tips and suggestions on how to prevent Sample becoming demotivated:

● Check what constitutes over-emphasis on status and signs of rank for Sample

● Try to not act impressed by status symbols in front of Sample

● If possible, ensure Sample's role title reflects his expertise rather than his rank (e.g. "...expert" not "...manager")

● Look at Sample's reputation in terms of the value of his contribution to the business rather than in terms of rank or position. Support him in gaining an excellent reputation and the respect of others

● Focus on what Sample achieves rather than his rank

Page 15: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 15 of 23© 2013 SHL, a part of CEB. All rights reserved.

Little or no impact

These are the areas likely to have little or no impact on Sample’s motivation:

Level of Activity The extent to which someone is motivated by having lots to do, working under time pressure and getting work completed.

Commercial Outlook Commercial outlook deals with the extent to which someone is motivated by revenue and profit.

Affiliation Affiliation is concerned with the extent to which someone is motivated by opportunities for interaction with other people in their work.

Personal Principles The extent to which someone is motivated by being able to uphold ideals and conform to high ethical and quality standards.

Page 16: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

OPQ | Profile

www.ceb.shl.com

Motivation QuestionnaireCandidate Motivation Report

NameMr Sample Candidate

Date26 September 2013

Page 17: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 17 of 23© 2013 SHL, a part of CEB. All rights reserved.

Candidate Motivation Report

Introduction

This report describes the factors that are likely to have an impact on your motivation at work.

It provides a high level summary of your motivators and demotivators followed by more detailed information on what is likely to motivate and demotivate you at work.

This report is based on your responses to the Motivation Questionnaire (MQ). The accuracy of this report depends on the frankness with which you have answered the questions as well as your self-awareness.

This report has a shelf-life of 18-24 months. If there are major changes in your life or work you should complete the MQ again.

Summary

Your key motivators and demotivators are summarised below. Typically, focusing on areas that are highly motivating or demotivating is most effective.

Highly Motivating Highly Demotivating

Achievement Recognition Personal Growth Progression

Competition Immersion

Moderately Motivating Moderately Demotivating

Power Ease and Security Interest Autonomy

Fear of Failure Flexibility Material Reward Status

Page 18: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 18 of 23© 2013 SHL, a part of CEB. All rights reserved.

Highly Motivating

The following are likely to highly motivate you:

.

Achievement Strongly motivated by overcoming challenges, hitting targets and being stretched as an individual.

Likely Positives Likely Negatives

● Could be strongly energised by a challenge and by being professionally stretched

● Undemanding work could be very frustrating

● Being able to achieve targets is likely to be a major motivator

● Lack of targets is very likely to demotivate

● Goal-setting is likely to be very energising● Very likely to enjoy a culture that emphasises

achieving difficult targets

.

Recognition Highly motivated by praise and other outward signs of recognition for achievements.

Likely Positives Likely Negatives

● Praise and positive feedback is likely to be a strong source of motivation

● Likely to be highly demotivated by a lack of support

● Recognition for a job well done is likely to be very energising

● Little or no praise for contributions is likely to be very demotivating

.

Personal Growth Highly motivated by opportunities for further training and development and the acquisition of new skills.

Likely Positives Likely Negatives

● Likely to find opportunities for learning new skills very motivating

● Could be very discouraged by a lack of opportunity for self-development

● Personal development is likely to be a strong source of motivation

● Very likely to enjoy spending time with and learning from colleagues

.

Progression Highly motivated by having opportunities for promotion.

Likely Positives Likely Negatives

● Promotion and career advancement are likely to be very strong drivers

● Lack of opportunity for promotion is likely to significantly demotivate

● Likely to be strongly motivated by opportunities for career development

● Highly likely to be frustrated by unfair promotion decisions

● Highly likely to be energised by fast-track promotion systems

Page 19: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 19 of 23© 2013 SHL, a part of CEB. All rights reserved.

Moderately Motivating

The following are likely to moderately motivate you:

.

Power Motivated by exercising authority, taking responsibility, negotiating and being in a position to influence others.

Likely Positives Likely Negatives

● Likely to be motivated by responsibility and control ● Lack of responsibility is likely to demotivate● Could find opportunities for managing people or

situations energising● No input in decision making is likely to be frustrating

.

Ease and Security Motivated by feeling secure about job and position, and by contextual factors, such as pleasant working conditions.

Likely Positives Likely Negatives

● Job security is likely to be important ● Likely to be concerned by any job insecurity● A pleasant work environment is likely to motivate ● Unpleasant working conditions are likely to be

demotivating● Likely to focus on the job package being offered ● An element of risk may be rather demotivating

.

Interest Motivated by jobs that provide variety, interest and stimulation.

Likely Positives Likely Negatives

● Likely to find variety in work quite motivating ● Routine tasks are likely to frustrate and demotivate● Work seen as stimulating or interesting is likely to

motivate● Likely to enjoy being creative

.

Autonomy Motivated by being given scope to organise own approach to work.

Likely Positives Likely Negatives

● Having opportunities to work independently is a likely source of motivation

● Regular close supervision is likely to demotivate

● Being allowed to use initiative is likely to motivate ● A lack of autonomy is likely to demotivate

Page 20: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 20 of 23© 2013 SHL, a part of CEB. All rights reserved.

Highly Demotivating

The following are likely to highly demotivate you:

.

Competition Extremely demotivated by being benchmarked and compared with others.

Likely Positives Likely Negatives

● Is far more likely to be motivated by cooperation rather than competition

● Likely to be extremely demotivated by a competitive culture

● Being compared and benchmarked against others is very likely to undermine motivation

● The prospect of having to beat targets could be very demotivating

● A competitive environment could be very demotivating

.

Immersion Extremely demotivated by work that requires commitment beyond normal working hours.

Likely Positives Likely Negatives

● Likely to be highly motivated by being able to work normal hours

● Beyond the occasional extra work requirement such as business travel or end-of-year accounting, the prospect of regular additional hours is likely to be very unappealing

● Having a clear work-life balance is very likely to motivate

● Very unlikely to be attracted by the need for business travel

● Is likely to not be demotivated by a lack of opportunity to show commitment to work

Page 21: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 21 of 23© 2013 SHL, a part of CEB. All rights reserved.

Moderately Demotivating

The following are likely to moderately demotivate you:

.

Fear of Failure Demotivated by possible failure, criticism or the loss of self-esteem.

Likely Positives Likely Negatives

● Will probably prefer work where the prospect of failure is low

● Can become discouraged by the prospect of doing badly

● Is likely to find a blame-free culture motivating ● Likely to find undue criticism demotivating

.

Flexibility Demotivated by the absence of clearly defined structures and procedures for managing tasks.

Likely Positives Likely Negatives

● Probably prefers an environment that offers clear rules and systems

● Ambiguity or vague guidelines may well frustrate

● Likely to enjoy a process-driven or transactional way of working

● The prospect of unexpected change is likely to demotivate

.

Material Reward Not particularly motivated by financial reward.

Likely Positives Likely Negatives

● A pay increase is likely to be seen as a pleasant reward rather than as a motivator

● Lack of equity in the distribution of rewards may demotivate

● May be looking for other aspects of the job to enhance motivation rather than just financial aspects

.

Status Less motivated by outward signs of position and status, and recognition of rank.

Likely Positives Likely Negatives

● Could be motivated by an environment without obvious indicators of rank and status

● May be put off by a working environment that is status-conscious

● May be slightly energised by a working environment that downplays job titles, hierarchies and level

● May find the notion of status demotivating

Page 22: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 22 of 23© 2013 SHL, a part of CEB. All rights reserved.

Little or no impact

These are the areas likely to have little or no impact on your motivation:

Level of Activity The extent to which someone is motivated by having lots to do, working under time pressure and getting work completed.

Commercial Outlook Commercial outlook deals with the extent to which someone is motivated by revenue and profit.

Affiliation Affiliation is concerned with the extent to which someone is motivated by opportunities for interaction with other people in their work.

Personal Principles The extent to which someone is motivated by being able to uphold ideals and conform to high ethical and quality standards.

Page 23: Motivation Questionnaire - CEB · PDF fileMotivation Questionnaire Employee Motivation Report Name Mr Sample Candidate Date 26 September 2013. 26 September 2013 Motivation Pack Mr

26 September 2013 Motivation Pack Mr Sample Candidate 23 of 23© 2013 SHL, a part of CEB. All rights reserved.

ASSESSMENT METHODOLOGY

This Profile is based upon the following sources of information for Mr Sample Candidate:

Questionnaire / Ability Test Comparison Group

MQ UK English v1 (Std Inst) MQM5 UKE UK General Population 2000

TextName Mr Sample Candidate

Candidate DataE1 = 24/6, E2 = 35/8, E3 = 10/1, E4 = 18/5, E5 = 29/7, E6 = 8/1, E7 = 25/4, S1 = 25/3, S2 = 39/10, S3 = 26/3, S4 = 32/6, S5 = 40/10, I1 = 34/8, I2 = 20/4, I3 = 32/7, X1 = 19/1, X2 = 39/10, X3 = 16/1

Report Motivation Pack report v2.0 RE

ABOUT THIS REPORT

This report was generated using SHL’s Online Assessment System. It includes information from the Motivation Questionnaire (MQ). The use of this questionnaire is limited to those people who have received specialist training in its use and interpretation.

The report herein is generated from the results of a questionnaire answered by the respondent(s) and substantially reflects the answers made by them. Due consideration must be given to the subjective nature of questionnaire-based ratings in the interpretation of this data.

This report has been generated electronically - the user of the software can make amendments and additions to the text of the report.

SHL Group Limited and its associated companies cannot guarantee that the contents of this report are the unchanged output of the computer system. We can accept no liability for the consequences of the use of this report and this includes liability of every kind (including negligence) for its contents.

www.ceb.shl.com

© 2013 SHL, a part of CEB. All rights reserved. SHL is a trademark of SHL Group Limited which is registered in the United Kingdom and other countries.

This report has been produced by SHL for the benefit of its client and contains SHL intellectual property. As such, SHL permits its client to reproduce, distribute, amend and store this report for its internal and non-commercial use only. All other rights of SHL are reserved.