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Motivating staff in a downturn

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This document discusses motivation in the workplace. It covers: 1. Why motivation matters for business performance and profitability. 2. How understanding employee psychology, fairness, and engagement can help motivate staff. 3. The Team Action Management process that some companies use to gather anonymous staff feedback and develop projects to address issues in a way that promotes fairness and motivation.

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Motivating staff in a downturn

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We will talk about…. Delivering Excellence 1. Why motivation matters – give me the numbers….. 2. How we understand people and their “stuff” 3. How we can engage to motivate – some ideas 4. Is this really about business and profit, or just “soft HR” 5. What next for us?

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Our first reaction is often…. Delivering Excellence Surely its just all about the money? Contracts and money are the base – but not motivational above a certain level, and not over time. It’s the little things that make a big difference Can’t we just leave it to HR? “If it wasn’t for people- we’d be OK”

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Researched reactions into motivational efforts… Delivering Excellence  The beatings will continue until morale improves  Improve Company motivation – sack all the unhappy people  INDECISION is the key to FLEXIBILITY  ADVICE-  Never underestimate the power of very stupid people in large groups  Doing a job RIGHT the first time gets the job done. Doing the job WRONG 14 times gives you job security.  Eagles may soar, but weasels never get sucked into jet engines

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Motivating staff to perform = profit increase Delivering Excellence The key factors ᵡ General feelings of economic downturn ᵡ Job security questions ᵡ Workforce reduction or short time working ᵡ Companies who fail around us- how safe are we? The grapevine issue v proper communication Involvement and Engagement Average engagement level is reported at only 55% Increased effort potential depends on motivation and engagement

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What is “motivation” then? Delivering Excellence "Motivation is the art of getting people to do what you want them to do because they want to do it." --Dwight D. Eisenhower

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The psychology bit… Delivering Excellence  The Organisational Meme  The “story of your company”  How we do things around here  Practice and form, passed on  Traditions as part of the meme  Team based memes

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The psychology bit… the power of FAIRNESS Delivering Excellence  Generally accepted as the second most powerful driver for human emotive response  Subjective and comparative  The fairness threshold in teams and organisations  OK – that’s fair Enough!

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The psychology bit… Delivering Excellence  Making people part of the new order  Allowing and promoting inclusion  Making people part of the solution and not remaining part of the problem  The difference between Employee Engagement and employee satisfaction  Employee motivation is about the engagement level

10

The psychology bit… Delivering Excellence Personal (Distributive) Justice – Dr Hal Erying: 0 0 = I(s) I(Co) What we put in What we get out Time Money Degrees Satisfaction Experience Travel and Time Away Loyalty Perks Discomfort Training Personal Skill Time with the boss Connections Recognition and advancement Creativity Responsibility Security

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The psychology bit… Delivering Excellence Phases of Discomfort: 0 0 = I(s) I(Co)  Phase 1: Re-perceive – justify the lack of equality  Phase 2: Demand more  Phase 3: Reduce the  Phase 4: Attack the comparative other

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The business bit - the starting point Delivering Excellence  Set out a new and fresh motivational strategic vision  Communicate it to all  Communicate it again  7 x7 matrix  Rally everybody around a “cause”  Be seen to take action  Be seen!  This is never business as usual  The “reset economy”

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The business bit - staff engagement Delivering Excellence  TAM™ uses a technique to involve ALL staff in the final change session  Pre-recorded views as opposed to:  Consultation  360 reviews  Passive approaches with no outcome  Questionnaires  Unstructured Discussion  Management led interrogation “A Closed mouth gathers no foot”

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Staff Engagement Delivering Excellence Company Vehicles Internal Processes communications    Costing too much of the cost issues we have as a company I believe that a number Communication is poor stem from poor design and implementation of our internal processes and controls. This leads to inefficiency, waste and increased costs. If we could standardise our internal processes and bring them into line with industry best practises we could improve our efficiency and reduce costs. Cost too much in essential user forecast, or at least the Overtime throughout the business is not forecast is not relayedon athe accounts department.structure as to how Management reports to monthly basis, there is no This means that if in a reported, information is not fed back to managers on what these are month or week a lot of extra overtime is worked, the accounts department do not have chance November? everything again is reports have been submitted, nothing for to plan for the extra spend this creates no set dates as to when informationcash flow last minute with and as a consequence we may hit is required. problems. mechanism for KPI's has not been set up in a standard report reporting format Pool interdepartmental project team could be set up to look An cars for all specifically at theas to when reports areof the company be programmed in have clear dates internal processes due so they can as a whole and to and also ideasaand format for the report and KPI's,best practise suggest have set plans to move these towards these should once therefore reducingto section managers. efficiency. completed be sent costs and increasing

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The business bit - engagement Delivering Excellence  The pre-recorded views use an ANONYMOUS process centred around a FORM 1  They are collected over a 2-5 week period using red post boxes  Everyone has a sense of participation and a sense that their views will count for something  Expectations are heightened and personal justice is temporarily postponed in favour of the Team Action Management process

16

Transformation – the outcome Delivering Excellence  The TAM Committee spend time developing Strategic Developmental Projects that address the known issues – often supported by the FORM1 anecdotal returns  It’s a rules based programme which provides more certainty in the face of the “new”  The outcome is a list of developmental Projects for improvement  Fairness prevails

17

Open and honest Delivering Excellence An online performance dashboard acts as a focus for the Company  It communicates to all staff online  It is a barometer of progress  It repeats the rally call for action  It’s auditable and measureable  It provides a “safe framework” for all to associate with  The visibility has the effect of FAIRNESS to all involved  Staff are Motivated to contribute supporting their ideas

18

What Does TAM Achieve? Delivering Excellence What Happens When You Team Action Plan?  Participants re-perceive their roles within the Enterprise  Motivations are uncovered and expanded  Business objectives are reached  A culture of FAIR PLAY exists which is felt across the entire Enterprise  Heightened communication  Staff become MOTIVATED around a cause

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Motivation – so what have we learned? Delivering Excellence "Motivation is the art of getting people to do what you want them to do because they want to do it." --Dwight D. Eisenhower "People often say that motivation doesn't last. Well, neither does bathing -- that's why we recommend it daily." --Zig Ziglar "Desire is the key to motivation, but it's determination and commitment to an unrelenting pursuit of your goal -- a commitment to excellence -- that will enable you to attain the success you seek." --Mario Andretti "Management is nothing more than motivating other people." --Lee Iacocca

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Questions? Delivering Excellence “All of the great motivational leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of motivational leadership.” –John Kenneth Galbraith Thank you……

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Motivating staff in a downturn

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Motivating staff in a downturn

  • 2. We will talk about…. Delivering Excellence 1. Why motivation matters – give me the numbers….. 2. How we understand people and their “stuff” 3. How we can engage to motivate – some ideas 4. Is this really about business and profit, or just “soft HR” 5. What next for us?
  • 3. Our first reaction is often…. Delivering Excellence Surely its just all about the money? Contracts and money are the base – but not motivational above a certain level, and not over time. It’s the little things that make a big difference Can’t we just leave it to HR? “If it wasn’t for people- we’d be OK”
  • 4. Researched reactions into motivational efforts… Delivering Excellence  The beatings will continue until morale improves  Improve Company motivation – sack all the unhappy people  INDECISION is the key to FLEXIBILITY  ADVICE-  Never underestimate the power of very stupid people in large groups  Doing a job RIGHT the first time gets the job done. Doing the job WRONG 14 times gives you job security.  Eagles may soar, but weasels never get sucked into jet engines
  • 5. Motivating staff to perform = profit increase Delivering Excellence The key factors ᵡ General feelings of economic downturn ᵡ Job security questions ᵡ Workforce reduction or short time working ᵡ Companies who fail around us- how safe are we? The grapevine issue v proper communication Involvement and Engagement Average engagement level is reported at only 55% Increased effort potential depends on motivation and engagement
  • 6. What is “motivation” then? Delivering Excellence "Motivation is the art of getting people to do what you want them to do because they want to do it." --Dwight D. Eisenhower
  • 7. The psychology bit… Delivering Excellence  The Organisational Meme  The “story of your company”  How we do things around here  Practice and form, passed on  Traditions as part of the meme  Team based memes
  • 8. The psychology bit… the power of FAIRNESS Delivering Excellence  Generally accepted as the second most powerful driver for human emotive response  Subjective and comparative  The fairness threshold in teams and organisations  OK – that’s fair Enough!
  • 9. The psychology bit… Delivering Excellence  Making people part of the new order  Allowing and promoting inclusion  Making people part of the solution and not remaining part of the problem  The difference between Employee Engagement and employee satisfaction  Employee motivation is about the engagement level
  • 10. The psychology bit… Delivering Excellence Personal (Distributive) Justice – Dr Hal Erying: 0 0 = I(s) I(Co) What we put in What we get out Time Money Degrees Satisfaction Experience Travel and Time Away Loyalty Perks Discomfort Training Personal Skill Time with the boss Connections Recognition and advancement Creativity Responsibility Security
  • 11. The psychology bit… Delivering Excellence Phases of Discomfort: 0 0 = I(s) I(Co)  Phase 1: Re-perceive – justify the lack of equality  Phase 2: Demand more  Phase 3: Reduce the  Phase 4: Attack the comparative other
  • 12. The business bit - the starting point Delivering Excellence  Set out a new and fresh motivational strategic vision  Communicate it to all  Communicate it again  7 x7 matrix  Rally everybody around a “cause”  Be seen to take action  Be seen!  This is never business as usual  The “reset economy”
  • 13. The business bit - staff engagement Delivering Excellence  TAM™ uses a technique to involve ALL staff in the final change session  Pre-recorded views as opposed to:  Consultation  360 reviews  Passive approaches with no outcome  Questionnaires  Unstructured Discussion  Management led interrogation “A Closed mouth gathers no foot”
  • 14. Staff Engagement Delivering Excellence Company Vehicles Internal Processes communications    Costing too much of the cost issues we have as a company I believe that a number Communication is poor stem from poor design and implementation of our internal processes and controls. This leads to inefficiency, waste and increased costs. If we could standardise our internal processes and bring them into line with industry best practises we could improve our efficiency and reduce costs. Cost too much in essential user forecast, or at least the Overtime throughout the business is not forecast is not relayedon athe accounts department.structure as to how Management reports to monthly basis, there is no This means that if in a reported, information is not fed back to managers on what these are month or week a lot of extra overtime is worked, the accounts department do not have chance November? everything again is reports have been submitted, nothing for to plan for the extra spend this creates no set dates as to when informationcash flow last minute with and as a consequence we may hit is required. problems. mechanism for KPI's has not been set up in a standard report reporting format Pool interdepartmental project team could be set up to look An cars for all specifically at theas to when reports areof the company be programmed in have clear dates internal processes due so they can as a whole and to and also ideasaand format for the report and KPI's,best practise suggest have set plans to move these towards these should once therefore reducingto section managers. efficiency. completed be sent costs and increasing
  • 15. The business bit - engagement Delivering Excellence  The pre-recorded views use an ANONYMOUS process centred around a FORM 1  They are collected over a 2-5 week period using red post boxes  Everyone has a sense of participation and a sense that their views will count for something  Expectations are heightened and personal justice is temporarily postponed in favour of the Team Action Management process
  • 16. Transformation – the outcome Delivering Excellence  The TAM Committee spend time developing Strategic Developmental Projects that address the known issues – often supported by the FORM1 anecdotal returns  It’s a rules based programme which provides more certainty in the face of the “new”  The outcome is a list of developmental Projects for improvement  Fairness prevails
  • 17. Open and honest Delivering Excellence An online performance dashboard acts as a focus for the Company  It communicates to all staff online  It is a barometer of progress  It repeats the rally call for action  It’s auditable and measureable  It provides a “safe framework” for all to associate with  The visibility has the effect of FAIRNESS to all involved  Staff are Motivated to contribute supporting their ideas
  • 18. What Does TAM Achieve? Delivering Excellence What Happens When You Team Action Plan?  Participants re-perceive their roles within the Enterprise  Motivations are uncovered and expanded  Business objectives are reached  A culture of FAIR PLAY exists which is felt across the entire Enterprise  Heightened communication  Staff become MOTIVATED around a cause
  • 19. Motivation – so what have we learned? Delivering Excellence "Motivation is the art of getting people to do what you want them to do because they want to do it." --Dwight D. Eisenhower "People often say that motivation doesn't last. Well, neither does bathing -- that's why we recommend it daily." --Zig Ziglar "Desire is the key to motivation, but it's determination and commitment to an unrelenting pursuit of your goal -- a commitment to excellence -- that will enable you to attain the success you seek." --Mario Andretti "Management is nothing more than motivating other people." --Lee Iacocca
  • 20. Questions? Delivering Excellence “All of the great motivational leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of motivational leadership.” –John Kenneth Galbraith Thank you……