Daniel Lewis "How to build a motivational system"
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Transcript of Daniel Lewis "How to build a motivational system"
Motivating staff
How to increase your business success by more fully engaging your employees
• Saturday January 28th 2012 Kiev, Ukraine
Please fill in the TRUE / FALSEanswers on the Commitment checklist
• Saturday January 28th 2012 Kiev, Ukraine
Peter’s story
Peter’s story
Paul’s passion
Paul’s passion
‘…an employee’s willingness to put discretionary effort into their work in the form of time, brainpower and energy, above and beyond what is considered adequate.’
‘The extra mile’ 2008 - David Macleod and Chris Brady
Employee engagement – a definition
• understands how their jobs contributes to the organisation’s success• is personally motivated to help in that success• cares about the future of the organisation• is willing to put in more effort than expected• would recommend their organisation to a friend as a great place to work
‘The extra mile’ 2008 - David Macleod and Chris Brady
What does it look like?
‘…. Engagement is something the employee has to
offer: it cannot be ‘required’ as part of the employment contract.’
Chartered Institute of Personnel and Development (CIPD)
65%
23%
12%
Towers Perrin Global Workforce Study, 2005 (UK)
What % of staff do you think are highly engaged?
Dis-engaged
Highly engaged
Corporate Leadership Council report on Employee engagement 2006
Engaged employees
Perform
20% better 87
% le
ss li
kely
to
leav
e
IES National Employee Engagement survey 2003
Em
plo
yee
eng
ag
em
ent lev
els
Absenteeism
Sales
Custo
mer
sat
isfac
tion
Based on study 0f 250 Companies in US by ISR 2007
Engagement levels
Operatingprofits
+15% +2.2%
Based on study of 50 global companies with 664,000 employees in US by ISR 2008
-32.7
+13.7
-3.8
+27.8
-11.2
+19.2
High employee engagement Low employee engagement
One year changes in Key indicators
Operating income
Netincome
EPS
Towers Perrin Global Workforce Study, 2005
1 Senior Management interest in employee
2 Personal development over the last year
3 Reputation of organisation as a good employer
4 Input into decision making
UK Top 8 Factors driving engagement
6 Organisation focuses on Customer satisfaction
7 My Manager inspires enthusiasm for work
8 Salary criteria are fair and consistent
UK Factors
5 Benefit programmes generally meet my needs
Towers Perrin Global Workforce Study, 2005
Hertzberg’s Motivation Theory
Frederick Irving Herzberg (April 18, 1923 – January 19, 2000)
Hertzberg’s Motivation Theory Hygiene factors
Company policySupervision / Micro-managementInterpersonal relationshipsRelationship with BossWork conditionsJob securitySalary Absence may be
de-motivational
Herzberg’s Motivation Theory Motivating factors
AchievementRecognitionThe work itselfResponsibilityAdvancementPersonal growth
Presence may be very
motivational
McGregor’s X and Y Managers
Douglas McGregor (1906 – 1964)
McGregor’s Theory X Manager
• People dislike work
• People must be forced and controlled
• People avoid responsibility and prefer to be directed
• People seek security
Management’s role is to coerce and control employees
McGregor’s Theory Y Manager• Work is natural • People will exercise self-direction • Commitment to objectives • People accept and seek responsibility• Creativity used to solve Company problems• People have potential
Management’s role is to develop employees and help them realise their potential towards common goals
So what can you do?
Know your people People not numbers – Value them Alignment Involvement Grow them Communications
So what to do? Customer focus Lead by example ‘We’ not ‘I’ Trust Respect Under-performance Recognition Q1, 2, 3, 6 and 8 are True
“Really great people make you feel that you, too, can become great”
Mark Twain, 1835 - 1910