Engagement or Motivation, or are they the same?

Transcription

1 Tuesday 14 June 2016 Engagement or Motivation, or are they the same? Presented by Jane Owen Jones

2 Tuesday 14 June 2016 Culture Clubbing #3 How Do You Motivate Employees? Jane Owen Jones Director lloydmasters

3 Groundbreaking motivation

4 HR process and procedures... HR processes and procedures are there to prevent bad leaders from blowing up the Organisation

5 lloydmasters Is a long established niche transformation consultancy Has over 110,000 consulting days experience in oil, construction, transport, health and the consumer sector Has worked with over 30 FTSE 100 companies and over 24,000 people Specialise in leadership and teams, projects, safety and risk, facilitation

6 Organisation as a system

7 System 1, System 2 System 1 Subconscious Emotion Pattern recognition Heuristics and biases Learning, experience Judgement Survival: fight or flight response Long term associative memory System 2 Conscious Reasoning Logic, computation Rationality Self awareness Short term working memory

8 My journey into motivation Aston University Managers I worked with: GEC, BP, Deloitte Touche My children

9 Maslow s hierarchy of needs Ego Growth Accomplishment, personal challenge, acquisition of skills/knowledge Car, job title, place in society, recognition Security Basic Social Friends, leisure time, family House, pension, work prospects Pay, hours of work Based on Maslow s Theory of Motivation

10 Maslow s motivation profile Think about each of the five hierarchy of needs and plot where you feel the person (or you) is on the needs axis low to high Growth Ego Social Security Basic Low High

11 SCARF* Toward Status Certainty Autonomy Relatedness Fairness Away (threat response) *The SCARF model, David Rock

12 Herzberg s rocket MOTIVATORS achievement recognition work itself responsibility advancement personal growth HYGIENE (OR MAINTENANCE) FACTORS status security security personal life relationship with peers salary work conditions company policy and administration relationship with supervisor supervision Hygiene (or maintenance) factors are merely a launch pad when damaged or undermined we have no platform, but in themselves they do not motivate

13 Achievement Recognition Work itself Responsibility Advancement Salary Possibility of growth Interpersonal relations - subordinate Status Interpersonal relations - superiors Interpersonal relations - peers Supervision - technical Company policy and administration Working conditions Personal life Job security Herzberg s motivators and hygiene factors 50% 40% 30% 20% 10% MOTIVATORS HYGIENE FACTORS 0% 0% frequency cause of satisfaction 0% frequency cause of dissatisfaction

14 Motivating others Case studies TCL

15 How leaders shape motivation and culture 1. What you pay attention to, measure, and control on a regular basis 2. What you role model your behaviour communicates unwritten rules and values to others 3. How you react to bad news, incidents and organisational crises 4. How you are seen to allocate your time and resources 5. How you are perceived to allocate rewards and status 6. How you are seen to recruit, select and promote people 7. Who you include/exclude Edgar Schein

16 I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail Abraham Maslow ( )

17 Lloydmasters are an energetic and innovative team who share more than 240 years of extensive consulting and business experience. Since 1989 we have saved our clients over 4 billion, worked with over 24,000 people and developed our project management methodologies and strategy with 30 FTSE 100 companies. We work with some of the world's largest and most successful organisations throughout Europe, America, Africa plus the Middle and Far East including global corporations BP, Balfour Beatty, Exxon Mobil, British Airways; NGOs United Nations, World Business Council; public sector NHS, Local Government and regularly speak at Conferences and Academic Programmes Lloydmasters Consulting Limited

18 Motivation theorists some links HERZBERG Achievement Recognition Work itself Responsibility Advancement MASLOW Basic Security Social Esteem Growth PINK Autonomy Mastery Purpose

19 The cube Education: the learning of skills, methods, processes, philosophies, values, etc. Rules of the Game: the way things are done around here. The rules need to be obvious to everyone and support the new culture required. Education: the learning of skills, methods, processes, philosophies, values, etc.