Behavior Matters!

Harnessing the power of behavioral science to improve how organizations, leaders, and people work

Tag: Engagement (Page 2 of 3)

Finding Motivation – the 4-Drive Model of Employee Motivation

New slideshare.net presentation…hope you enjoy!

[slideshare id=5659762&doc=findingmotivation-astoryaboutmotivatingemployees-101103163906-phpapp02]

Empowered or Entitled? guest blog by Paul Schoening

Increasingly we are seeing data that engaged employees drive business success.   As the economy recovers at the current snail’s pace, companies are also looking at their employee engagement scores deciding they’d better do something about it now before wholesale exodus occurs by their greatest resource.

Proactive talent managers planned for this factor 3 years ago.

Where are your engagement planning efforts at currently?

Emotional Engagement

Just this week, another study was released by The Brand Union, a brand strategy and design consultancy. This recent study surveyed 680 U.S. professionals revealing emotional engagement outweighs other forms of employee interaction, offering critical insights for executives who want to improve employee engagement health and create business efficiencies during lean times. 

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Employee Engagement: Why Your Employees Have Become Unfaithful – Guest post by Paul Schoening

Engement Employee engagement health is at its worst levels in decades. Loyalty between employees and organizations has been damaged through this most recent recession as a result of massive workforce reductions, increased stressed on the “survivors” with no prospect of reward post-recovery. We’ve lost perspective of what “engagement” really means, therefore we must remind ourselves of the definition of “Engagement”:

An engagement is a promise to marry, and also the period of time between proposal and marriage – which may be lengthy or trivial. During this period, a couple is said to be affianced, betrothed, engaged to be married, or simply engaged. Future brides and bridegrooms are often referred to as fiancées or fiancés respectively (from the French word fiancé). The duration of the courtship varies vastly.

Source Wikipedia, September 2010

This definition depicts a marital engagement, however it sounds nothing like the employee/employer relationship of today. In years past, young employees would land a job with General Mills, GM or Geritol and remain with those companies until retirement. These companies would hire the formative young workers, instill values and goals consistent with their long-term vision and values which, drove and supported their business strategy.  This model has been changing for a long time but the last 3 years has left employers in a precarious position.

Manpower’s Workforce Strategy Survey, released September 27th, shows that many organizations are not thinking strategically about the workforce they’ll need for long-term strategic growth—most are thinking only about the here and now and are not positioned to build the workforce they’ll need to achieve the company’s business strategy in the future. This is quite concerning for Wall Street regarding long-term economic recovery. Investors should focus on employers that have prioritized these 3 key people strategies:

  1. Talent acquisition and alignment with business strategy
  2. Leadership and career development
  3. Reward and recognition

The full Manpower study can be viewed here: http://www.manpower.com/investors/releasedetail.cfm?ReleaseID=511114

“The data reveals that almost a quarter of employers across 36 countries and territories concede that their organizations’ workforce strategy does not support their business strategy, or don’t know if it does. Among those two subsets of respondents, 53 percent admit they are not taking steps to address this issue. With the talent mismatch—the inability to find the right skills in the right place at the right time—becoming more acute as the global economy thaws, companies risk being without the skills they need to execute their business strategy”.

“In addition, among employees surveyed in this study, large sections are still in the dark about how their contributions support the business—one in five employees say either that they don’t understand their company’s business strategy or they don’t know how their role supports it.” (emphasis added)

SOURCE Manpower Inc.

So, what are some engagement drivers that organizations could begin to practice to retain their key talent, re-engage them with business strategy, and invest in their long-term retention and development?  Over the next few weeks I’ll explore those themes and make provide some insight.  For now, I would like to get your thoughts – leave some ideas in the comment area below.

Guest blog by Paul Schoening, MBA; http://www.linkedin.com/pub/paul-schoening/4/20/2a4/

About Paul; Paul is a successful marketing and business development professional with experience in several industries over more than 20 years. During this period he’s worked for Gage Marketing Group, BI (Business Incentives), Korn/Ferry International as well as founding his own company. He was most recently with Korn/Ferry International as Global Director of Marketing in their talent management consulting division.

5 Lessons From the Maze

People going through the maze

The Maze

Over the past 18 years I have conducted a team building event called the Electronic Maze® with hundreds of companies and thousands of participants.  Sometimes called the “Magic Carpet” the Electronic Maze is extraordinary, not because it is magic, but because of the team behaviors and emotional responses it elicits.

Those behaviors and emotional responses are surprising similar across a wide variety of groups: senior managers, line workers, middle management, cohesive teams, strangers, international audiences, men, women, and every group that we’ve ever done this with.

Those behaviors are also very insightful as to how we perceive the world, work with each other, and get things done.

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Why I Hate Training Wheels

Riding a bike

My 4-year old son just got his bike a few weeks ago.  He is in heaven.  Ask him what his favorite thing in the world to do is, and he will tell you, “Ride my bike!”  He wants to ride it everywhere…which is fantastic. He is definitely motivated!

I have one problem…he won’t ride it without training wheels.

We tried.  The first four days I was out with him every day, running up and down the sidewalk, holding on to the bike as he peddled.  But he was too scared.  He would stop peddling anytime the bike tilted.  He would always look back to make sure I was there (which caused him to turn the wheel and tilt the bike to one side and then stop peddling).  He would stop and say he wanted to go slower.

And the problem was he was actually doing a good job riding on his own.  He was able to go a fair way with me just running beside him and not supporting the bike.  I would let go and he would be riding just fine.

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3 Tips to Increase the Drive to Challenge & Comprehend

Challenge The 4-Drive Model of Employee Motivation’s 3rd drive is the Drive to Challenge and Comprehend.   The drive focuses on our innate desire to learn more about the world around us and to not be bored.

I like to call this the “4-year old drive.”

If you’ve ever tried to get a 4-year old dressed quickly, you know what I mean – they want to do it themselves.  It is the challenge of being able to button their shirt or put on their own shoes that they are striving for.  Or think about a 4-year old sitting at dinner with a group of adults who are talking (i.e., boring) and think of the trouble that they get themselves into trying to add some excitement (or learn something new).  For instance, my 4-year old was bored and decided to see what meatballs in a glass of milk would taste like…you see what I mean.

So here are three tips to help increase the C drive:

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Unmotivated and staying that way

Are there certain people who just can’t be motivated?  Are there Wally’s who render the motivation fairy powerless?  While I would like to believe that isn’t the case, I have to wonder…

Motivation is Personal

One of the core beliefs that I have is that motivation is very personal.  People are individuals with different motivational triggers and drives.  While there are basic underlying motivational drives (see 4-Drive Model), those drives impact each of us differently and create a unique motivational profile.

This implies that if one can understand that motivational profile of a person, one should be able to understand what to do to motivate them…right?

That is the implication…however I believe reality is a little different.

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4-Drives: A simple story about how one manager got motivation right!

This was our most viewed slideshare presentation with over 14,000 views – I’ve now turned it into a 4-minute youtube video….with music and everything.  Hope you enjoy and please forward on to anyone you think would benefit from watching.

[youtube=http://www.youtube.com/watch?v=4G5_kFaVvO8&hl=en_US&fs=1&border=1]

How to Get Employee Motivation Right!

Oak Ridge Hotel and Conference Center get’s motivation – it isn’t about a single program or special one day events…it is about creating a culture that engages and motivates.  Here is a short video that highlights some of what we found out when we talked with them and asked them…”What Motivates You?”

[youtube=http://www.youtube.com/watch?v=lItC4stSG7E&hl=en_US&fs=1&border=1]

When you get motivation right – Oak Ridge Hotel & Conference Center (part 1)

Susan and I just had the wonderful pleasure of spending a day interviewing 11 people at Oak Ridge Hotel & Conference Center to try to uncover their secret – because they have gotten the formula right on employee motivation.  Anyone who has ever stepped into their facility outside of Minneapolis can attest to the customer service mentality that every employee exhibits – from the front desk, to housekeeping, to the chefs, groundskeepers, and even in accounting.  There is a definite difference in how the majority of these employees “show up” at their job everyday and how they view and take care of their “guests”.  They are truly a company that is doing something right.  While we haven’t had time to fully analyze the interviews (we will in the upcoming weeks), there are a few things that I can say definitively:

1. Leadership counts – the one overriding conclusion that hit us in the face was how important leadership is in this process – they need to be present, genuine, and focused on the right things.

2. Its not about the money – I was a little surprise to hear (actually to NOT hear) about bonus plans or contests or other recognition that had a big dollar value.  It wasn’t important.  It didn’t drive their day-to-day activities or play an integral part in their motivation.

3.  It is about the team – teamwork was an overriding theme in all of the interviews that we did.  It wasn’t ever about “my job” but instead about serving the customer.  If that means that top managers have to change sheets, then that is what happens.

4.  Genuine recognition rejuvenates – real, honest recognition that is done on a regular basis, in public, helps reinvigorate and help drive the culture.  Knowing that their work is important and recognized keeps people engaged.

5.  Its about people – employees were seen as people first.  Management spent time getting to know them, getting to understand who they were, spending time finding out about their families and interests.  They care and it shows.

Over the next few weeks we will let you know more about our findings and get in depth with some analysis.  Oak Ridge Hotel & Conference Center has been kind enough to give us access to their people and allow us to share our insights with you.  There is something to learn here if you are interested in creating a workforce that is motivated and engaged. Stay tuned!

Kurt

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