The 5 key points for developing your employees commitment.

Transcription

1 The 5 key points for developing your employees commitment E-book produced by Central Test, a psychometric assessments publisher

2 Introduction Many companies are thinking about their employees involvement because, more than ever, they need employees who are motivated and empowered. However, raising the question of commitment in a company also comes back to thinking aboutyour practices for motivating employees and retaining their loyalty. This is because employees still seem unconvinced. More than 40% of employees questioned by consulting firm Hay Group in May 2013 are considering leaving their company in the next 5 years and only 2 out of 3 employees feel genuinely committed. This document offers you a few avenues to explore and some practical advice for improving the way you develop your employees commitment.

3 1. Considering each employee's motivation Motivation can be defined as a force that drives the individual to make sense of their needs and actions and that determines specific behaviour, focused on an objective. Psychologists distinguish two types of motivation: Intrinsic motivation drives the individual to seek a form of fulfilment, through their passion, their will to succeed and the fact of feeling useful or of excelling. Extrinsic motivation is made up of external factors that encourage the person to take action. In the work context, earnings, status and environment are some of these drivers. However, whilst all motivation is goal oriented, it varies considerably from one person to another. To be motivating, work should satisfy the following needs: money, overachievement, working conditions, needfor security, etc. It is the lack of satisfaction with these same needs that can lead to a loss of motivation. Using a motivational test proves particularly useful in identifying each person s priorities and making employee monitoring more personal. The annual review is therefore an opportune time to conduct this exercise. It should nevertheless be remembered that if an employee is satisfied it does not necessarily mean that they are committed or performing well. We all know very satisfied employees who do not think twice about coming to work to do the absolute minimum, play Solitaire, socialise on Facebook and pick up their cheque at the end of the month. A committed employee does more than what their role and responsibilities demand: they are focused on success and have boughtin to corporate objectives and values. A multi-criteria approach, which takes into account motivation, satisfaction level and job interest, enables commitment to be evaluated better and helps to define a genuine strategy for involving employees

4 2. Matching aspirations to the position Correlated with aptitudes for carrying out a particular job, interests can be interpreted as a key element in professional satisfaction and development potential. Working well these days is not enough. To perform really well requires interest, motivation and passion. A lack of enthusiasm often leads to counter-productive behaviour, the disengagement of employees, high turnover and a negative impact on corporate culture. Identifying a person's interest in their work is essential for the individual to flourish and for the company to be productive. Using an occupational interest inventory helps to identify employees career plans and so give their career within the company a new lease of life. Various evaluation solutions are available to companies, in addition to interest tests, and this helps to keep employees loyal and re-energise those with high potential who need to evolve and change. An occupational interests questionnaire to be taken - ideally starting at the recruitment phase - reinforces the company's information abouttheir employees interests.

5 3. Developing the creativity of your employees A source of innovation, creativity can actually represent a genuine development driver for companies. There are nevertheless two conditions: knowing how to recognise it and stimulate it! The idea is not to transform the corporate world into a breeding ground for creatives but rather to identify and stimulate the employees most predisposed to creativity, whilst giving each person the opportunity to express their potential part in creativity. However, to find innovative solutions, you must be able to set a goal and ask yourself questions by considering things from a different and original angle. The first essential step in identifying the creativity of your employees is to introduce a strategy that recognises and promotes creativity. Personality tests represent a starting point that should not be skipped, because certain character traits, such as the need for independence, intuition, an experimental nature and adaptability, can indicate whether a person is spontaneously predisposed to be creative. However, this is not to say that highly rational people cannot demonstrate creativity but it will take more to stimulate them. Stimulating creativity requires informing them and making them aware of the need to innovate. This element should also be integrated in corporate strategy and taken into account in evaluation criteria, such as, for example, incorporating a creativity bonusfor key positions where innovation is essential. Breaking the routine through brainstorming, team away days or "reversal days", which allow employees to leave their workstation for a day to find out about another line of business within the company, are also excellent drivers for arousing employees commitment.

6 4. Valuing personal contributions According to the statistics, employees who suffer the most at work are those whoexperience a lack of recognition. However, valuing an employee - recognising their value and involvement - involves showing signs of recognition that are simple and that cost nothing. Saying hello and smiling to each of your employees every day is a sign of recognition. Providing "suggestion boxes" is another effective way of showing them that they are listened to and that their ideas are valued. Benefits can also be derived from attaching importance to employees individual aptitudes: employees feel more involved and their motivation increases. It is therefore a good idea to point out their strengths and use the skills that they already have to develop them further. The use of psychometric tests as a basis for giving advice in a training context or for planning a change is an objective approach that is appreciated by employees. With changes in the workplace and new technologies, many employees, after a number of years in their career, have developed cross-functional skills that can help them to contemplate new horizons. The quality of support, the diversity of prospects for change, human management and an inclusive climate are also elements to which the company should pay particular attention to ensure that its teams are committed.

7 5. Giving meaning and sharing a vision Employees commitment depends above all on the vision and sense of meaning of projects that the company s management offers their employees. Seeing their work as part of a global and meaningful project can enhance it. The famous parable of cathedral builders in the Middle Ages who were asked what they were doing (the first answered "I m cutting stone", the second "I m earning my living" and the third "I m building a cathedral") is a good illustration of opposite perceptions of the concept of work. In fact, whilst they were all doing the same thing, only the third worker knew that they were dedicating their time and effort to something great. It was the vision of the project of building a cathedral that was appealing. When you have a cathedral in mind you do not break stones in the same way. Sharing a vision and common goals and having the same understanding of progress are key factors in the success of a project and the commitment of a team. For employees to give the best of themselves, they should pursue the same objectives, stick to the same vision and share the same values as those of the management team. So it is by considering the motivation, aspirations and values of their employees that companies will be able to transform "breakers of bricks" into "builders of cathedrals", motivated by the success of a project and more generally by being involved in the company s overall performance.