Managers often complain about the lack of motivated employees in their organization, asking for advice on how to change this. What they fail to realize is that they are most likely the primary cause of low levels of motivated employees. In fact, research by Gallup from its 2018 survey shows that managers account for 70% of the variance in employee engagement in an organization.
The first thing I ask managers is what they think might motivate employees, and surprisingly many have never really considered this question.
So, let’s take a look at why motivation is important and what factors motivate employees
Motivated employees stay with the organization
There is a very close relationship between motivation and retention. Quite simply, employees are happy when they are getting what they need in terms of motivation (such as recognition, opportunities, growth). And when employees are happy they will tend to stay put. Despite this, many managers fail to actively pursue strategies which will promote motivation and retention. Instead they assume that motivation comes from the material aspects of salary, bonus, benefits and various perks – so they start throwing these at their employees and then wonder why people are still heading exit left.
Motivated employees are more productive
Ever had one of those low energy days and wondered why you have achieved so little? You just don’t seem to be able to get started on a task or concentrate? Compare this to motivated employees who will tackle tasks with gusto, want to do a good job and are careful about mistakes. This all adds to efficiency and productivity in the organization.
So, what motivates employees?
A quick search on the internet shows a wide range of research on motivation. This might vary depending on the organization but some of the main factors are below.
Motivated employees need recognition
Although managers may give employees feedback, more often than not, this is developmental rather than positive feedback. The main driver behind the need for recognition is that people want to be held in high esteem by their peers. Unfortunately, a misconception here is that recognition has to be monetary in terms of bonus or more glitzy award events. Even more unfortunate is the fact that organizations overlook opportunities to give recognition. It can be anything from a quick well done/good job comment, a thank you, or an email copied to the rest of the team. When recognition provides details on what the employee did and its impact, it becomes a great way to reinforce desired practices to others.
Motivated employees want opportunities for personal growth
Lack of professional growth opportunities is the second largest reason that employees leave an organization. This follows the top ranking factor of poor relations with their manager. It is an important element of human nature that people have a desire to grow, learn and advance themselves. However, managers often worry that employees won’t have time for some of these opportunities and it will be money wasted. For this very reason, any discussion of growth opportunities should be a joint conversation with the employee. Where do they see any potential skill gaps? What new skills and experience might they want to gain?
In terms of growth opportunities, these can range from internal company training on job specific or people management themes; participation in conferences and industry gatherings; academic learning and return to education opportunities; mentoring and sponsorship programs to name but a few.
Motivated employees need career opportunities
Closely connected to opportunities for personal growth is that of career growth. When asked why they might quit a job, most respondents cited lack of career advancement opportunities. As employees progress through the organization, the pyramid structure means that there are naturally fewer opportunities for linear progression in their career. However, making the effort to step away from this model shows that there are often a range of additional opportunities which emerge. Expanding the view on career progression to similar roles in a different division, geographical location or even taking a sideways step enables employees to gain a wider experience. This all adds up to a more potential career opportunities.
The importance of company culture
If the top reason for people leaving a job is their manager this is often closely connected to a poor company culture. Nobody wants to work in an atmosphere of negativity, stress, internal politics and back stabbing. Work colleagues don’t need to become best friends. However, people want to work in a positive atmosphere of collaboration, mutual support and shared goals. As manager, you have the responsibility to create this.
Motivated employees want to contribute to the greater good
Finally, it is important to remember that motivated employees want to be part of something bigger. This is connected to the human need to “affiliate” with things that are important to them. It also reflects the desire to be connected to a cause or company they can be proud of and share with others. People want to be part of something that has meaning and contributes to a specific cause or society in general.
So, are employees in your organization motivated?
Here are some questions you might want to ask yourself
- What motivates my team?
- When did I last give positive feedback to anybody?
- How often do I have career development discussions?
- What training and professional growth initiatives could I introduce?
- How would I describe our company environment? Is it toxic? Is it collaborative?
Hopefully reflecting on these questions will give you some ideas on how to motivate your team going forward. If you need further support then please also feel free to reach out to us at Tokyo Consulting Services or [email protected]
https://tokyoconsultingservices.com
https://tokyoconsultingservices.com/services/managing-with-maximum-impact/
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