Workability
Keeping employees
motivated
Business literature
is packed with advice about worker motivation. But sometimes
managers are the problem, not the inspiration, writes Mitu
Maheshwari
MOST
companies have it all wrong. They don’t have to motivate their
employees. They have to stop demotivating them.
The great majority
of employees are quite enthusiastic when they start on a new job.
But in about 85 per cent of the companies, researchers say,
employees’ morale sharply declines after their first six months—and
continues to deteriorate for years afterward.
The fault lies
squarely at the feet of management—both the policies and
procedures companies employ in managing their workforces and in the
relationships that individual managers establish with their direct
reports.
Three key goals
To maintain the
enthusiasm employees bring to their jobs initially, the management
must understand the three sets of goals that the great majority of
workers seek from their work—and then satisfy those goals:
Equity: To
be respected and to be treated fairly in areas such as pay,
benefits, and job security.
Achievement: To
be proud of one’s job, accomplishments, and employer.
Camaraderie: To
have good, productive relationships with fellow employees.
To maintain an
enthusiastic workforce, management must meet all three goals.
Indeed, employees who work for companies where just one of these
factors is missing are three times less enthusiastic than workers at
companies where all elements are present.
What managers can do
One goal cannot be
substituted for another. Improved recognition cannot replace better
pay, money cannot substitute for taking pride in a job well done,
and pride alone will not pay the mortgage.
Satisfying the
three goals depends both on organisational policies and on the
everyday practices of individual managers. If the company has a
solid approach to talent management, a bad manager can undermine it
in his unit. On the flip side, smart and empathetic managers can
overcome a great deal of corporate mismanagement while creating
enthusiasm and commitment within their units. While individual
managers can’t control all leadership decisions, they can still
have a profound influence on employee motivation.
The most important
thing is to provide employees with a sense of security, one in which
they do not fear that their jobs will be in jeopardy if their
performance is not perfect and one in which layoffs are considered
an extreme last resort, not just another option for dealing with
hard times.
But security is
just the beginning. When handled properly, each of the following
eight practices will play a key role in supporting your employees’
goals for achievement, equity, and camaraderie, and will enable them
to retain the enthusiasm they brought to their roles in the first
place.
Instill an
inspiring purpose. A critical condition for employee enthusiasm is a
clear, credible, and inspiring organisational purpose: in effect, a
"reason for being" that translates for workers into a
"reason for being there" that goes above and beyond money.
Every manager
should be able to expressly state a strong purpose for his unit.
What follows is one purpose statement we especially admire. It was
developed by a three-person benefits group in a midsize firm.
"Benefits are
about people. It’s not whether you have the forms filled in or
whether the cheques are written. It’s whether the people are cared
for when they’re sick, helped when they’re in trouble."
This statement is
particularly impressive because it was composed in a small company
devoid of high-powered executive attention and professional
wordsmiths. It was created in the type of department normally known
for its fixation with bureaucratic rules and procedures. It is a
statement truly from the heart, with the focus in the right place:
on the ends—people—rather than the means—completing forms.
To maintain an
enthusiastic workforce, management must meet all three goals.
Stating a mission
is a powerful tool. But equally important is the manager’s ability
to explain and communicate to subordinates the reason behind the
mission. Can the manager of stockroom workers do better than telling
her staff that their mission is to keep the room stocked? Can she
communicate the importance of the job, the people who are relying on
the stockroom being properly maintained, both inside and outside the
company? The importance for even goods that might be considered
prosaic to be where they need to be when they need to be there? That
manager will go a long way toward providing a sense of purpose.
Provide recognition
Managers should be
certain that all employee contributions, both large and small, are
recognized. The motto of many managers seems to be, "Why would
I need to thank someone for doing something he’s paid to do?"
Workers repeatedly tell us, and with great feeling, how much they
appreciate a compliment. They also report how distressed they are
when managers don’t take the time to thank them for a job well
done yet is quick to criticise them for making mistakes.
Receiving
recognition for achievements is one of the most fundamental human
needs. Rather than making employees complacent, recognition
reinforces their accomplishments, helping ensure there will be more
of them.
A pat on the back,
simply saying "good going," a dinner for two, a note about
their good work to senior executives, some schedule flexibility, a
paid day off, or even a flower on a desk with a thank-you note are a
few of the hundreds of ways managers can show their appreciation for
good work. It works wonders if this is sincere, sensitively done,
and under girded by fair and competitive pay—and not considered a
substitute for it.
Expedite matters for
staff
Incorporating a
command-and-control style is a surefire path to demotivation.
Instead, redefine your primary role as serving as your employees’
expediter: It is your job to facilitate getting their jobs done.
Your reports are, in this sense, your "customers." Your
role as an expediter involves a range of activities, including
serving as a linchpin to other business units and managerial levels
to represent their best interests and ensure your people get what
they need to succeed.
How do you know,
beyond what’s obvious, what is most important to your employees
for getting their jobs done? Ask them. "Lunch and
schmooze" sessions with employees are particularly helpful for
doing this. And if, for whatever reason, you can’t immediately
address a particular need or request, be open about it and then let
your workers know how you’re progressing at resolving their
problems. This is a great way to build trust.
Facilitate
improvement
A major reason so
many managers do not assist subordinates in improving their
performance is, simply, that they don’t know how to do this
without irritating or discouraging them. A few basic principles will
improve this substantially.
First and foremost,
employees whose overall performance is satisfactory should be made
aware of that. It is easier for employees to accept, and welcome,
feedback for improvement if they know management is basically
pleased with what they do and is helping them do it even better.
Space limitations
prevent a full treatment of the subject of giving meaningful
feedback, of which recognition is a central part, but these key
points should be the basis of any feedback plan:
Performance
feedback is not the same as an annual appraisal. Give actual
performance feedback as close in time to the occurrence as possible.
Use the formal annual appraisal to summarize the year, not surprise
the worker with past wrongs.
Recognize that
workers want to know when they have done poorly. Don’t succumb to
the fear of giving appropriate criticism; your workers need to know
when they are not performing well. At the same time, don’t forget
to give positive feedback. It is, after all, your goal to create a
team that warrants praise.
Comments concerning
desired improvements should be specific, factual, unemotional, and
directed at performance rather than at employees personally. Avoid
making overall evaluative remarks (such as, "That work was
shoddy") or comments about employees’ personalities or
motives (such as, "You’ve been careless"). Instead,
provide specific, concrete details about what you feel needs to be
improved and how.
Keep the feedback
relevant to the employee’s role. Don’t let your comments wander
to anything not directly tied to the tasks at hand.
Listen to employees
for their views of problems. Employees’ experience and
observations often are helpful in determining how performance issues
can be best dealt with, including how you can be most helpful.
Remember the reason
you’re giving feedback—you want to improve performance, not
prove your superiority. So, keep it real, and focus on what is
actually doable without demanding the impossible.
Follow up and
reinforce. Praise improvement or engage in course correction—while
praising the effort—as quickly as possible.
Don’t offer feedback
about something you know nothing about. Get someone who knows the
situation to look at it.
A command-and-control
style is a sure-fire path to demotivation.
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