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Measuring and improving employee morale

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Cardiff City FC
Cardiff City FC

This document discusses measuring and improving employee morale and motivation. It provides examples of top companies for employee morale in 2014. Gallup poll findings show that only 33% of employees are actively engaged at work, while 49% are disengaged and 18% are actively disengaged. Actively disengaged employees can damage companies. The document discusses using surveys to measure morale and why measurement can fail. It also discusses the differences between motivation, which is individual, and morale, which relates to a group environment. Improving morale is linked to the work environment, while motivation is linked to individual performance.

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Measuring and Improving Employee Morale 1
2014 Best Companies • Google! • SAS! • The Boston Consulting group! • Edward Jones! • Quicken Loans 2
Working at 3
Working at 4
Gallup poll findings! 33% Actively Engaged 49% Disengaged 18% ActivelyDisengaged 5
Active disengagement “actively disengaged employees are more or less out to damage their company. They monopolize managers’ time; have more on-the-job accidents; account for more quality defects; contribute to ‘shrinkage,’ as theft is called; are sicker; miss more days; and quit at a higher rate than engaged employees do. Whatever the engaged do — such as solving problems, innovating, and creating new customers — the actively disengaged try to undo.” 6
Consultancy project 15% of your workforce have been identified as being actively disengaged - how will you turn it around 7
Measurement 8
Design a survey to measure morale? design your survey based on interviews with people in the room 9
Why does measurement fail? 10
Data linked to the important! ! Senior managers actively seek and action data! ! Obsessed with employee insights! 80 20 11
Gallup's Q12 Survey. ! The 12 questions are (rated on a scale from 1 to 5): ! 1. Do I know what is expected of me at work? ! 2. Do I have the materials and equipment that I need in order to do my work right? ! 3. At work, do I have the opportunity to do what I do best every day? ! 4. In the last seven days, have I received recognition or praise for doing good work? ! 5. Does my supervisor, or someone at work, seem to care about me as a person? ! 6. Is there someone at work who encourages my development? ! 7. At work, do my opinions seem to count? ! 8. Does the mission or purpose of my company make me feel that my job is important? ! 9. Are my coworkers committed to doing quality work? ! 10. Do I have a best friend at work? ! 11. In the past six months, has someone at work talked to me about my progress? ! 12. This past year, have I had opportunities at work to learn and grow? ! 12
A New Model 13
14 Would recommend to a friend? Extremely unlikely Extremely likely Neutral 10 9 8 7 6 5 4 3 2 1 0 Promoter Passive Detractor Growth=Promoters-Detractors
Extremely unlikely 15 Extremely likely Neutral 10 9 8 7 6 5 4 3 2 1 0 Promoter Passive Detractor NPS - A panacea or overstated? Exercise 4 - page 27
NPS -Its Detractors •Not the only measure •Lacks Differentiation •Fails to predict •Not enough on its own 16
“If your surveys need to be anonymous, you don’t need a survey - you already know the answer” Peter Block the empowered manager 17
Exercise: How are morale and motivation different 18
Motivation = individual! Morale = Group! 19
Motivation linked to performance! Improved Morale linked to environment! 20
The role of the leader! 21
Primary Embedding Mechanisms Secondary Articulation and Reinforcement Mechanisms What leaders pay attention to, measure, and control on a regular basis. Organization design and structure How leaders react to critical incidents and organizational crises. Organizational systems and procedures Observed criteria by which leaders allocate scarce resources. Organizational rites and rituals Deliberate role modeling, teaching, and coaching Design of physical space, facades, and buildings Observed criteria by which leaders allocate rewards and status. Stories, legends, and myths about people and events. Observed criteria by which leaders recruit, select, promote, retire, and excommunicate organizational members. Formal statements of organizational philosophy, values, and creed. 22
Health warning? The control of motivation is only understood to a limited extent. There are many different approaches of motivation training, but many of these are considered pseudoscientific by critics. To understand how to control motivation it is first necessary to understand why many people lack motivation. 23
Outward signs of de-motivation?
25 Lack of confidence! Worry! Negative opinions! A feeling of no future here! Feeling unimportant! Not knowing what is going on! False recognition! Lack of training!
Richard Denny’s laws of motivation 26 1 You have to be motivated to motivate 2 Everybody has a motivational fuse 3 Motivation requires a goal 4 Challenge only motivates if you can win 5 Seeing ourselves progressing motivates us 6 Motivation requires recognition 7 Participation motivates 8 Group belonging motivates 9 Motivation, once established, never lasts as the environment keeps changing

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Measuring and improving employee morale

  • 1. Measuring and Improving Employee Morale 1
  • 2. 2014 Best Companies • Google! • SAS! • The Boston Consulting group! • Edward Jones! • Quicken Loans 2
  • 5. Gallup poll findings! 33% Actively Engaged 49% Disengaged 18% ActivelyDisengaged 5
  • 6. Active disengagement “actively disengaged employees are more or less out to damage their company. They monopolize managers’ time; have more on-the-job accidents; account for more quality defects; contribute to ‘shrinkage,’ as theft is called; are sicker; miss more days; and quit at a higher rate than engaged employees do. Whatever the engaged do — such as solving problems, innovating, and creating new customers — the actively disengaged try to undo.” 6
  • 7. Consultancy project 15% of your workforce have been identified as being actively disengaged - how will you turn it around 7
  • 9. Design a survey to measure morale? design your survey based on interviews with people in the room 9
  • 11. Data linked to the important! ! Senior managers actively seek and action data! ! Obsessed with employee insights! 80 20 11
  • 12. Gallup's Q12 Survey. ! The 12 questions are (rated on a scale from 1 to 5): ! 1. Do I know what is expected of me at work? ! 2. Do I have the materials and equipment that I need in order to do my work right? ! 3. At work, do I have the opportunity to do what I do best every day? ! 4. In the last seven days, have I received recognition or praise for doing good work? ! 5. Does my supervisor, or someone at work, seem to care about me as a person? ! 6. Is there someone at work who encourages my development? ! 7. At work, do my opinions seem to count? ! 8. Does the mission or purpose of my company make me feel that my job is important? ! 9. Are my coworkers committed to doing quality work? ! 10. Do I have a best friend at work? ! 11. In the past six months, has someone at work talked to me about my progress? ! 12. This past year, have I had opportunities at work to learn and grow? ! 12
  • 14. 14 Would recommend to a friend? Extremely unlikely Extremely likely Neutral 10 9 8 7 6 5 4 3 2 1 0 Promoter Passive Detractor Growth=Promoters-Detractors
  • 15. Extremely unlikely 15 Extremely likely Neutral 10 9 8 7 6 5 4 3 2 1 0 Promoter Passive Detractor NPS - A panacea or overstated? Exercise 4 - page 27
  • 16. NPS -Its Detractors •Not the only measure •Lacks Differentiation •Fails to predict •Not enough on its own 16
  • 17. “If your surveys need to be anonymous, you don’t need a survey - you already know the answer” Peter Block the empowered manager 17
  • 18. Exercise: How are morale and motivation different 18
  • 19. Motivation = individual! Morale = Group! 19
  • 20. Motivation linked to performance! Improved Morale linked to environment! 20
  • 21. The role of the leader! 21
  • 22. Primary Embedding Mechanisms Secondary Articulation and Reinforcement Mechanisms What leaders pay attention to, measure, and control on a regular basis. Organization design and structure How leaders react to critical incidents and organizational crises. Organizational systems and procedures Observed criteria by which leaders allocate scarce resources. Organizational rites and rituals Deliberate role modeling, teaching, and coaching Design of physical space, facades, and buildings Observed criteria by which leaders allocate rewards and status. Stories, legends, and myths about people and events. Observed criteria by which leaders recruit, select, promote, retire, and excommunicate organizational members. Formal statements of organizational philosophy, values, and creed. 22
  • 23. Health warning? The control of motivation is only understood to a limited extent. There are many different approaches of motivation training, but many of these are considered pseudoscientific by critics. To understand how to control motivation it is first necessary to understand why many people lack motivation. 23
  • 24. Outward signs of de-motivation?
  • 25. 25 Lack of confidence! Worry! Negative opinions! A feeling of no future here! Feeling unimportant! Not knowing what is going on! False recognition! Lack of training!
  • 26. Richard Denny’s laws of motivation 26 1 You have to be motivated to motivate 2 Everybody has a motivational fuse 3 Motivation requires a goal 4 Challenge only motivates if you can win 5 Seeing ourselves progressing motivates us 6 Motivation requires recognition 7 Participation motivates 8 Group belonging motivates 9 Motivation, once established, never lasts as the environment keeps changing