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
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……