Motivating staff

How to increase your business success by more fully engaging your employees

• Saturday January 28th 2012 Kiev, Ukraine

Please fill in the TRUE / FALSEanswers on the Commitment checklist

• Saturday January 28th 2012 Kiev, Ukraine

Peter’s story

Peter’s story

Paul’s passion

Paul’s passion

‘…an employee’s willingness to put discretionary effort into their work in the form of time, brainpower and energy, above and beyond what is considered adequate.’

‘The extra mile’ 2008 - David Macleod and Chris Brady

Employee engagement – a definition

• understands how their jobs contributes to the organisation’s success• is personally motivated to help in that success• cares about the future of the organisation• is willing to put in more effort than expected• would recommend their organisation to a friend as a great place to work

‘The extra mile’ 2008 - David Macleod and Chris Brady

What does it look like?

‘…. Engagement is something the employee has to

offer: it cannot be ‘required’ as part of the employment contract.’

Chartered Institute of Personnel and Development (CIPD)

65%

23%

12%

Towers Perrin Global Workforce Study, 2005 (UK)

What % of staff do you think are highly engaged?

Dis-engaged

Highly engaged

Corporate Leadership Council report on Employee engagement 2006

Engaged employees

Perform

20% better 87

% le

ss li

kely

to

leav

e

IES National Employee Engagement survey 2003

Em

plo

yee

eng

ag

em

ent lev

els

Absenteeism

Sales

Custo

mer

sat

isfac

tion

Based on study 0f 250 Companies in US by ISR 2007

Engagement levels

Operatingprofits

+15% +2.2%

Based on study of 50 global companies with 664,000 employees in US by ISR 2008

-32.7

+13.7

-3.8

+27.8

-11.2

+19.2

High employee engagement Low employee engagement

One year changes in Key indicators

Operating income

Netincome

EPS

Towers Perrin Global Workforce Study, 2005

1 Senior Management interest in employee

2 Personal development over the last year

3 Reputation of organisation as a good employer

4 Input into decision making

UK Top 8 Factors driving engagement

6 Organisation focuses on Customer satisfaction

7 My Manager inspires enthusiasm for work

8 Salary criteria are fair and consistent

UK Factors

5 Benefit programmes generally meet my needs

Towers Perrin Global Workforce Study, 2005

Hertzberg’s Motivation Theory

Frederick Irving Herzberg (April 18, 1923 – January 19, 2000)

Hertzberg’s Motivation Theory Hygiene factors

Company policySupervision / Micro-managementInterpersonal relationshipsRelationship with BossWork conditionsJob securitySalary Absence may be

de-motivational

Herzberg’s Motivation Theory Motivating factors

AchievementRecognitionThe work itselfResponsibilityAdvancementPersonal growth

Presence may be very

motivational

McGregor’s X and Y Managers

Douglas McGregor (1906 – 1964)

McGregor’s Theory X Manager

• People dislike work

• People must be forced and controlled

• People avoid responsibility and prefer to be directed

• People seek security

Management’s role is to coerce and control employees

McGregor’s Theory Y Manager• Work is natural • People will exercise self-direction • Commitment to objectives • People accept and seek responsibility• Creativity used to solve Company problems• People have potential

Management’s role is to develop employees and help them realise their potential towards common goals

So what can you do?

Know your people People not numbers – Value them Alignment Involvement Grow them Communications

So what to do? Customer focus Lead by example ‘We’ not ‘I’ Trust Respect Under-performance Recognition Q1, 2, 3, 6 and 8 are True

“Really great people make you feel that you, too, can become great”

Mark Twain, 1835 - 1910