Motivating and Engaging Employees - Kyle Couch - Spectrum Organizational Development
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This document discusses how to motivate and engage employees. It identifies two aspects of human capital: motivation and engagement. Motivation is intrinsic and individual, relating to wanting to do something. Engagement involves a sense of community and belonging within an organization. Engaged and motivated employees provide discretionary effort that boosts organizational performance beyond minimum requirements. Different types of employees are motivated by different factors such as achievement, social contact, or learning. Highly engaged employees are more likely to believe they can positively impact their organization. Fostering engagement involves enabling employees, maintaining their energy, and connecting them to organizational goals and leadership.
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Motivating and Engaging Employees - Kyle Couch - Spectrum Organizational Development
- 1. Motivating & Engaging Employees Kyle Couch Spectrum Organizational Development
- 2. Two Aspects of Human Capital Engagement Motivation
- 3. Two Aspects of Human Capital Motivation Individual Intrinsic vs. Extrinsic Want to vs. Have to Engagement Community Connection I Belong or I Don’t Organizational Performance
- 5. Do you feel that your employer knows how to motivate you? 25% 18% Agree Somewhat Slightly Not at All 16% 41%
- 7. Motivation Motivation is not a one-size-fits-all solution
- 8. Discretionary Effort Performance Want to Do Curve Have to Do Curve Minimum Requirements Time
- 9. Discretionary Effort (and a Bucket)
- 12. Trailblazers Want to make an impact on people and leave their mark on the world in general. Altruism, customer orientation, inspiration, achievement, socia l contact, identity and purpose, learning, creativity, contribution/le gacy and fun and enjoyment
- 13. Workhorses Are dedicated to getting the job done and getting it done well. Achievement, stability, financial reward, structure and order, recognition and appreciation, power and status.
- 14. Heavyweights Can be an unstoppable force when given the right incentive and pushed in the right direction. Achievement, responsibility, active/highpressure work environment, power, status, and contribution/legacy.
- 15. Gen-Yers Want to do what they love and love what they do. Inspiration, social contact, financial reward, recognition and appreciation, creativity, power, status, mob ility, contribution/legacy and fun and enjoyment.
- 16. Explorers Want to experience everything the job world has to offer. Learning, change and variety, jobhopping, creativity, independence, power, mobility and contribution/legacy.
- 17. Engagement
- 18. The Reality
- 19. By the Numbers 84% of highly engaged employees believe they can … POSITIVELY IMPACT THE QUALITY OF THEIR ORGANIZATION’S PRODUCTS compared with only 31% of the disengaged.
- 20. By the Numbers 72% of highly engaged employees believe they can … POSITIVELY AFFECT CUSTOMER SERVICE versus 27% of the disengaged.
- 22. Engagement’s Effect on KPI’s
- 23. Worth the Effort? When organizations successfully engage their customers and their employees, they experience a 240% boost in performance-related business outcomes.
- 24. Best In Class Approach Strategy & Leadership Accountability & Performance Communication & Knowledge Learning & Development
- 26. Fostering Engagement Traditional Engagement Enablement Energy Belief in company goals and objectives Freedom from obstacles to success at work Ability to maintain energy at work Emotional Connection Availability of resources to perform well Supportive social environment Willingness to give extra effort to support success Ability to meet work challenges effectively Feelings of enthusiasm/accomplish ment at work
- 27. Drivers of Engagement Leadership Organization’s Reputation Supervisors Stress, Balance & Workload Goals & Objectives
- 28. Leadership Is effective at growing the business Shows sincere interest in employees’ well-being Behaves consistently with the organization’s core values Earns employees’ trust and confidence
- 29. Stress, Balance & Workload Manageable stress levels at work A healthy balance between work and personal life Enough employees in the group to do the job right Flexible work arrangements
- 30. Goals & Objectives The organization’s business goals Steps they need to take to reach those goals How their job contributes to achieving goals
- 31. Supervisors Assign tasks suited to employees’ skills Act in ways consistent with their words Coach employees to improve performance Treat employees with respect
- 32. Organization’s Reputation Highly regarded by the general public Displays honesty and integrity in business activities
- 34. Mastery Even in the most seemingly routine areas, when people are given difficult problems to tackle, with appropriate and tools and support, they can do things faster, smarter, and better.
- 35. Membership Community solidarity comes from allowing the whole person to surface, which means going beyond superficial conformity to know what else people care about.
- 36. Meaning Clarity about how your products or services can improve the world provides guideposts for employees’ priorities and decisions.