4/1/2014
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Successful Motivation презентация
Содержание
- 1. Successful Motivation
- 2. Happy employees = productive employees Your Dream
- 3. Self-motivation versus external “nagging” Your Dream
- 4. Creativity unleashed Your Dream
- 5. Budget pressures Problem
- 6. Deadline pressures Problem
- 7. Raises / bonuses / promotions in short supply Problem
- 8. Solution: Think Differently
- 9. The Motivation Match-Up
- 10. Understand Six Universal Motivators Organize Rewards
- 11. Mary Anne Shew
- 12. Understand Six Motivators Organize Rewards
- 13. Context is everything…
- 14. Employee turnover costs (See Employee Turnover Cost
- 15. Employee turnover costs (See Employee Turnover Cost Handout)
- 16. Recognizing and valuing It’s a difference in experience
- 17. Recognizing and valuing “I receive recognition when
- 18. Recognizing and valuing
- 19. R&R is part of a system Attachment
- 20. R&R is part of a system What
- 21. R&R is part of a system Vital
- 22. Examples of Vital Behavior Weight loss: Lost
- 23. Examples of Vital Behavior Epidemic: Eliminated infectious
- 24. Who’s On Your Front Lines? Supervisors and Managers
- 25. What are their vital behaviors? The Diminisher
- 26. Leadership Management Supervision Emotional IQ Communication Goal
- 27. Build it starting from the top down
- 28. Individuals—regardless of rank, title, expertise, or tenure—freely
- 29. (See Handout Page 5) Culture of recognition
- 30. Part 1 Understand Six Universal Motivators
- 31. An internal process that makes a person
- 32. Three internally-focused Material possessions Self-improvement
- 33. Three externally-focused Personal relationships Sense of
- 34. Everyone is motivated to some level by
- 35. People with a more balanced motivation mix
- 36. People with a more focused motivation mix
- 37. How to know what works?
- 38. Part 2 Organize Rewards to Support Motivators
- 39. Principles of reward You get what you
- 40. R&R is an ongoing investment Mostly of
- 41. Consider having an employee group organize R&R
- 42. Why go through all this?
- 43. “Companies that manage people right will outperform
- 44. Cost to replace employee with salary up
- 45. “Effectively recognizing performance can increase employee engagement by almost 60%.” --Towers Watson Report: http://bit.ly/1bQv499
- 46. “Companies with values-based strategic recognition, 91% of
- 47. We’re in the home stretch…
- 48. Part 3 Match Rewards with Employees
- 49. The best recognition is FREE Part 3 Match Rewards to Employees
- 50. Part 3 Match Rewards to Employees 1501
- 51. Part 3 Match Rewards to Employees Use
- 52. Part 3 Match Rewards to Employees Then
- 53. Part 3 Match Rewards to Employees
- 54. Summary: The Motivation Match-Up Reward and recognition
- 55. Understand Six Universal Motivators Organize Rewards
- 56. Successful Motivation Resources
- 57. Mary Anne Shew www.BizVitality.com | 585-746-9140 mashew@BizVitality.com Wishing You Motivation Success!
Happy employees = productive employees Your Dream
Слайд 1Employee Recognition
That Works!
Successful Motivation
Mary Anne Shew
Business Vitality LLC
RBA HR Exec Forum
Слайд 10Understand Six Universal Motivators
Organize Rewards to Support Motivators
Match Rewards with Employees
The
Motivation
Match-Up
Match-Up
Слайд 12Understand Six Motivators
Organize Rewards
Match with Employees
What we’ll cover
Preface: Set Context
Слайд 14Employee turnover costs
(See Employee Turnover Cost Handout)
What could your company do
with an extra $54,000+ every year?
For 75-person company, 10% annual turnover of $30K-salary employees costs $54,000 per year, not including cost of productivity losses.
Слайд 17Recognizing and valuing
“I receive recognition when I do good work.”
Across industries
and countries: Average score is 55% favorable
For top 10% of companies: 66%
But rest of their scores in 80-90% range
So even they don’t do as well as they could in recognition
“I feel valued as an employee of this company.”
When asked, average score is 41% favorable, 32% unfavorable
For top 10% of companies: 66%
But rest of their scores in 80-90% range
So even they don’t do as well as they could in recognition
“I feel valued as an employee of this company.”
When asked, average score is 41% favorable, 32% unfavorable
Слайд 19R&R is part of a system
Attachment to the company and willingness
to give discretionary effort
A local work environment that supports productivity and performance
Individuals’ physical, interpersonal, and emotional well-being at work
Well-functioning equipment
Necessary supplies on hand
Effective work processes
Clear direction from supervisors
Clear priorities
Effective teams
Respectful colleagues
Expectations balanced against pressures
Attitude towards immediate manager
Senior leadership
Work/life balance
Goals and Objectives
Company image
Слайд 20R&R is part of a system
What are you rewarding?
If focus is
on vital behaviors that have intrinsic satisfaction, and
Social support is in place for vital behaviors,
THEN external rewards work well.
Social support is in place for vital behaviors,
THEN external rewards work well.
Слайд 21R&R is part of a system
Vital behavior is the key concept
A high-leverage behavior that makes the difference
What does a person do that gets the desired outcome?
Reward a vital behavior, and the outcome will take care of itself
Слайд 22Examples of Vital Behavior
Weight loss: Lost 30 lbs and kept it
off for 6+ years
Exercised on home equipment
Ate breakfast
Weighed themselves daily
Exercised on home equipment
Ate breakfast
Weighed themselves daily
Слайд 23Examples of Vital Behavior
Epidemic: Eliminated infectious worm spread through drinking water
Strained
all drinking water
Kept infected people away from water source
Entire village took responsibility for compliance
Kept infected people away from water source
Entire village took responsibility for compliance
Слайд 25What are their vital behaviors?
The Diminisher
Somewhat irresponsible, not trusted
Uses blame instead
of accountability
The Neutralizer
Gets work done at level specified
Frequently invokes authority (no personal power)
The Enhancer
Self-confident, respected, accountable, trusted
Brings more to the organization than is paid for
The Neutralizer
Gets work done at level specified
Frequently invokes authority (no personal power)
The Enhancer
Self-confident, respected, accountable, trusted
Brings more to the organization than is paid for
(See Handout Pages 2-3)
Слайд 26Leadership
Management
Supervision
Emotional IQ
Communication
Goal Setting
Time Management
Conflict Management
Research
Manufacturing
Engineering
Production
Product/Service
Marketing
Sales
Finance
Accounting
IT
How prepared are they for their jobs?
Job:
Managing people
Promoted
They started career here
Job: Doing the work
Now need to do these
Слайд 27Build it starting from the top down
If senior management doesn’t exhibit
R&R vital behavior themselves, first-line managers won’t believe it’s an important part of their own job either
Culture of recognition
Слайд 28Individuals—regardless of rank, title, expertise, or tenure—freely and readily recognize one
another’s contributions
Thoughtful, timely, personal
Keep it fresh and meaningful
Avoid “rote recognition” that has no real purpose or thought behind it
Thoughtful, timely, personal
Keep it fresh and meaningful
Avoid “rote recognition” that has no real purpose or thought behind it
Culture of recognition
Слайд 29(See Handout Page 5)
Culture of recognition
TRUST is a key foundation for
effective rewards and recognition
Four components of trust: Sincerity, Reliability, Competence, Caring
If Caring (a.k.a. “valuing”) is missing, R&R efforts will likely not pay off as you hope, even if other 3 components are in place
Слайд 31An internal process that makes a person move toward a goal
Can’t
be directly observed
Can only infer from behavior
Internal: Survival, pleasure, achievement
External: Money, award, connection to others
Can only infer from behavior
Internal: Survival, pleasure, achievement
External: Money, award, connection to others
Part 1
What is motivation?
Слайд 32Three internally-focused
Material possessions
Self-improvement
Sense of mission
Part 1
Six Universal Motivators
(See Handout Page 4)
Слайд 33Three externally-focused
Personal relationships
Sense of belonging
Status and recognition
Part 1
Six Universal Motivators
(See Handout
Page 4)
Слайд 34Everyone is motivated to some level by all six motivators, some
more strongly than others.
Placing too much importance on any one motivator will cause that person to over-focus on that motivation.
These motivators can be measured by an assessment.
Placing too much importance on any one motivator will cause that person to over-focus on that motivation.
These motivators can be measured by an assessment.
Part 1
Six Universal Motivators
Слайд 35People with a more balanced motivation mix tend to have more
motivators to which they are drawn.
These people respond to a wider rage of rewards.
These people respond to a wider rage of rewards.
Part 1
Six Universal Motivators
Слайд 36People with a more focused motivation mix tend to have fewer
motivating forces.
This means they often respond more intensely to them.
This means they often respond more intensely to them.
Part 1
Six Universal Motivators
Слайд 37How to know what works?
Get to know your people
Ask them
what they like and want
Surveys, 1-1 or group discussions, assessments
Experiment
No single way to reach everyone
The Generations: See Handout p. 6
Surveys, 1-1 or group discussions, assessments
Experiment
No single way to reach everyone
The Generations: See Handout p. 6
Part 1
Six Universal Motivators
(See Handout Page 5)
Слайд 39Principles of reward
You get what you reward
Must be in response to
something significant
Timely, specific, meaningful
Immediate manager has huge impact
Timely, specific, meaningful
Immediate manager has huge impact
Part 2
Organize Rewards
Слайд 40R&R is an ongoing investment
Mostly of time and thought
Do free things
first
Invest in teaching “valuing” behavior
Evaluate what you already have in place for impact
Get anonymous employee feedback through survey
Invest in teaching “valuing” behavior
Evaluate what you already have in place for impact
Get anonymous employee feedback through survey
Part 2
Organize Rewards
Слайд 41Consider having an employee group organize R&R awards and events.
Teach them
to incorporate the six types of motivation and match generational appeal
Give them copies of 1501
Give them copies of 1501
Part 2
Organize Rewards
Слайд 43“Companies that manage people right will outperform companies that don’t by
30-40%.”
--Jeffrey Pfeffer, Stanford Business School Professor
--Jeffrey Pfeffer, Stanford Business School Professor
2012 Industry
Profit Margins
2.9%
Food & Staples
Retailing
19.5%
Pharma, BioTech,
Life Sciences
8.4%
Capital Goods
20.2%
Software&
Services
Impact on
your
company?
Слайд 44Cost to replace employee with salary up to $75K: 20% of
salary
--2012 Study by Center for
American Progress
--2012 Study by Center for
American Progress
Слайд 45“Effectively recognizing performance can increase employee engagement by almost 60%.”
--Towers Watson
Report:
http://bit.ly/1bQv499
http://bit.ly/1bQv499
Слайд 46“Companies with values-based strategic recognition, 91% of employees feel they have
strong grasp on goals and objectives.”
--Globoforce.com
--Globoforce.com
Respect
Account-
ability
Integrity
Слайд 50Part 3
Match Rewards to Employees
1501 is a comprehensive, well-written, easy-to-read handbook
for all aspects of reward and recognition
The ideas listed were implemented at hundreds of companies across many industries
The ideas listed were implemented at hundreds of companies across many industries
Слайд 51Part 3
Match Rewards to Employees
Use the 1501 book to
Select ideas that
fit your culture, budget, and employees’ interests
Organize the ideas to match the motivators
Organize the ideas to match the motivators
Слайд 52Part 3
Match Rewards to Employees
Then
Let employees choose a reward from what
you’ve chosen (when appropriate), or take a guess yourself
Use humor and fun too
Use humor and fun too
Слайд 54Summary: The Motivation
Match-Up
Reward and recognition is part of a system
Valuing employees
sets the stage
How well it works depends on the other parts
How well it works depends on the other parts
Слайд 55Understand Six Universal Motivators
Organize Rewards to Support Motivators
Match Rewards with Employees
Summary:
The Motivation
Match-Up
Match-Up
Слайд 57Mary Anne Shew
www.BizVitality.com | 585-746-9140
mashew@BizVitality.com
Wishing You
Motivation Success!
