Category Archives: Motivating Employees
I’m not suggesting that employees should be made to be miserable. Ultimately, that’s up to all of us individually. The point I’ve been trying to make for ages and this recent article captures nicely is that employee happiness and employee engagement are quite separate and different things. If you want to gift chocolate fish and back rubs (no non-consensual touching!) that’s up to you and your spare time and resources. Happy employees can be unproductive and unhappy ones can be productive. Engagement is about the observable application of discretionary effort at work that on average leads to greater productivity, revenue and profitability. Who knows how happy people are? (Including themselves.)
Here’s an extract. Note that happiness is cited as one of many components of engagement, so it’s not all doom and gloom. I don’t think they’re in order so don’t get excited that happiness is “number 1.” The article talks about a dashboard which also is an interesting idea. It’s all about trending.
Here are the 10 metrics that are proven to have the biggest impact on employee engagement:
How happy are employees at work and at home?
How much energy do employees have at work?
Are employees getting feedback frequently enough?
Are employees being recognized for their hard work?
Are employees satisfied with their work environment?
Relationships with Managers
Do employees and their managers get along well?
Relationships with Colleagues
Do the employees get along with each other?
Do employees’ values align with the company values?
Are employees proud of where they work?
Do employees have opportunities for career growth?
I found a short and snappy graph today about where workplace leaders are supposedly falling short. This is from the US, is a survey of a thousand workers and I haven’t delved into its methodology at all but it might be a conversation starter. It asked employees but it was clearly offering a pre determined list of options – I’m pretty sure someone isn’t going to refer to themselves as a “subordinate.” Myself, most days, I feel at least ordinate.
I’ll probably trial this in the communication workshops I run. I might give my participants that list (without the results) and ask them where they think most managers fall short, or where their own manager falls short, or where they feel they themselves fall short, or all those things. Then reveal the results. To start a conversation.
Pretty shocking that 36% result for bosses not knowing their own employees’ names! (Employees now, not subordinates. Consistency please.) I’m self-employed and I manage to remember my employee’s name.
My family and I have just moved to a 5 acre property just north of Auckland that, by my standards, could be classified as ‘rural.’ I’m definitely a city slicker but I now own a barn so that’s something. Next to the barn was a chicken run and coop. It didn’t take much nudging to set out to get in some chickens and to choose to do so by taking in some rescue hens. And by ‘rescue hens’, I mean hens that have been rescued, not a team of superhero chickens that go around performing rescues. (It’s early days, give them time.)
Everyone has been sharing their chicken stories and advice and given the misinformation about roosters, I welcome the stories but not the advice for the most part.
I’ve been on the receiving end of some pretty intense job interviews in the past but none were as impressive as the hen-rescuing lady who interviewed me for my suitability to adopt 6 of her ‘girls.’ I passed muster, sent photos of my coop and signed a contract.
My next few blog posts are going to draw on the chicken and egg metaphorical comparison to people and productivity. I’ll start with the contract. People have been aghast that I was asked to sign a contract when they perceived that I was doing the rescuers and the hens a favour by showing up at all. While I was initially surprised at the formality, I get it. Commitment. Absolute clarity of understanding of expectations. If the chickens stop producing, I’ve signed on that I’ll keep ’em on regardless. I might not like it but I’ve committed to it. I didn’t have to. I could’ve walked away. (I would’ve driven not walked. It’s rural for goodness sake!)
What do you reckon the top 10 complaints from a survey of over two million employees of over 2000 organisations might be? This post lists that top ten. If ‘top’ is the right adjective.
The guts of much of the writing behind employee engagement rests on the primary motivational drivers of employee engagement being intangible, intrinsic people-things like personal development, a sense of purpose, a sense of control or influence over what gets done. Everyone usually downplays money. Where do money-related issues fall in this list of the top ten employee complaints?
1. Higher salaries – pay is the number one area in which employees seek change.
2. Internal pay equity, particularly having concerns with “pay compression” (the differential in pay between new and more tenured employees).
3. Benefits programs, particularly health/dental, retirement, and Paid Time Off/vacation days. Specifically, many employees feel that their health insurance costs too much, especially prescription drug programs.
4. “Over-management” (A common phrase seen in employee comments is “Too many chiefs, not enough Indians”).
5. Pay increase guidelines should place greater emphasis on merit.
6. The Human Resource department needs to be more responsive to their questions and/or concerns.
8. Improved communication and availability (both from their supervisors and upper management).
9. Workloads are too heavy and/or departments are understaffed.
10. Facility cleanliness.
Before I swallow this as complete, representative and accurate, I’d have to go and check out the survey and the methodology and the motivations of those doing the surveys – both the company, the employees and the researchers. I’d be really loathe to give much credence to a check-box list of pre-drafted items from which respondents could select or rank. It’s more effort than I’m prepared to apply as no one is paying me to do it. The post only provides a link to the website of the research company not to the research itself. It doesn’t even date it, implying that it’s recent.
Completely subjectively, people have a job to make money and pay the rent / mortgage. Some of my friends are professional comedians. They do what they love with a skill they’ve developed. There’s is both an artistic pursuit for its own sake and a business they own. I never hear any of them complaining about their ‘job.’ I doubt many of them believe what they do is a job how they define it. It’s not particular to comedy. I know a diverse range of business people with similar mindsets. That said, when they do complain, they complain about money.
That said, there’s a world of difference between things that drive behaviour and things that cause complaints. I’m too lazy to go read my own book ‘The Brain-Based Boss’ right now. There’s a section in there citing some classic research. (I would go look it up but no one is paying me to.) Roughly from memory, it seems people would rather be paid less in total, as long as they were being paid relatively more than those around them. There’s another piece of research that found that the 2 types of people most opposed to rises in the minimum wage were the very very wealthy and… the people just above the minimum wage…
Here’s a tale of yet another software system that gamifies the workplace with the justification that it enhances employee engagement. Actually, it sounds pretty cool and may well be worth its costs with whatever benefits it may or may not generate versus the distractions it definitely will generate. I’ve yet to personally witness or directly connect with a significant workplace that has done this for a significant amount of time and publicly raves about the tangible, measured and proven results. Alfie Kohn might be controversial but his research does not reinforce the use of what he would term ‘bribes’. And that is what ‘points for prizes’ are.
Genuine engagement comes from an internal motivation. If the gamified points-for-prizes were removed, would the desired behaviours continue? Nope. And you’ve thoroughly reinforced the position that they shouldn’t. Plus, the incidental stuff that isn’t directly being bribed via points-for-prizes suffers. “Is this going to be in the test?”
“…money affects our attention as shown by Alfie Kohn’s experiment where participants are given cash for remembering words on cards, but they are almost unable to remember any of the word cards’ colours. That wasn’t what they were focused on so their incidental learning was minimal. The same goes for our incidental attention.” – From my book ‘The Brain-Based Boss’
Of course, that is assuming there is a culture of support already in existence for people’s internal motivation. Given the generally terrible levels of engagement everywhere, this clearly isn’t the case. If motivation levels are starting from a baseline of terrible, I guess the games can’t make things any worse. But is, “Can’t make it any worse” really a sound tick in any cost / benefit analysis for a software investment or intrusive engagement project?
Carol Dweck might argue that the problem isn’t that we reward, but what and how we reward.
“Dweck’s famous finding from this and other studies was that people tended to fall into one of two groups. There are those who believe that their talents are a fixed trait. They believe they are or they aren’t fast, strong, smart, etc. This is the fixed mindset group. Then there are those who believe that talent is something that can be developed. This is the growth mindset group. You can tell them apart by their behaviour towards work and mistakes. If you have a fixed mindset and believe you are what you are then why would you work hard and why would you attempt something new or challenging that could lead you to making mistakes and being judged on them? Growth mindset people do the work and see mistakes as a pathway to learning. They use the word “yet” a lot. They say, “I did” versus “I am”. For them, becoming is better than being.” – From my book ‘The Brain-Based Boss’
So, by all means, play your silly games and see how it goes. True ongoing engagement that drives productivity comes from a working environment supportive of people’s need for autonomy, development and a sense of meaning in what they do, and a pay level sufficient to remove money as a worry. If points-for-prizes are offered as a short-term attention campaign, I can see it working in a focused way in an area with a definite problem. A health and safety campaign or a wellness campaign for example are, in themselves, good things and might contribute to an overall enhancement of engagement.
I’m trying not to be a hater here on the points and games, but all the info I see on them right now seem to come from those selling systems. Once I hear some credible and independent success stories, I tend to be a lot more generous of spirit.
This is a great post in Forbes by Josh Bersin. I’m always flapping my gums about the futility of ‘tick-box’ engagement efforts like annual culture surveys and such. He’s actually distilled into a useful and succinct summary some practical holistic strategies.
I especially like and agree with his thinking on building an engaging environment.
On survey efforts etc, he writes:
“While this is a good thing to do, most companies now tell us that this process is not keeping up. It’s not detailed enough, it isn’t real-time, and it doesn’t consider all the work related issues which drive employee commitment. A new breed of engagement tools vendors, models, books, and workshops has emerged – all focused on building what we call today’s ‘Irresistible Organization.’ “
There’s some links to interesting new research on how the old axiom that ‘people leave bosses, not organisations’ may no longer be the case.
Survey results can be misleading. And funny:
- The apocalypse – favoured by 4 out of 5 horsemen.
- Research shows six out of seven dwarves aren’t Happy.
This article is from a publication called BedTimes. That title piqued my curiousity as the article was about employee engagement. It transpired that BedTimes was a publication for the sleep products industry. I don’t know what else I thought it might be. And it was a very good article from an employer’s perspective, not a writer, journalist or expert, consultant, or commentator. Someone, as they say, with skin in the game. And that was kind of their point.
The phrase “skin in the game” has been attributed to Warren Buffett about having your own money in an investment, as opposed to just talking about it or investing for others. (It wasn’t Jimmy Buffett unless you count poker games as investments.) I’d kind of hoped it traced back to roman times and gladiators because then it would have something of a literal bent. But no. From an employee engagement perspective, it makes sense. People who actually own a company tend to work, as they say, like they own the company. It’s easy to offer glib advice to people wanting to work their way up corporate ladders to work like they own they company. I actually agree with the advice but it’s often just easy to say. You cannot make others feel like they have a genuine stake. But employers can set things up so that employees do have a genuine alignment between their own goals and that of the company. But it’s foundation stuff, not some ‘plaster over the cracks’ 2-month project.
For a start, Brain-Based Bosses can structure their recruitment processes to seek, hire and retain people who already have goals that align with the company’s. If the company succeeds, then they do. Part of that might be financial but not in isolation. There needs to be more. That’s a whole lot easier than changing people or changing goals or making other people change goals midstream. Those ways lead to a lot of pretending. And, you know, sometimes even that pretending leads to a short term uptick in engagement. ‘Fake it til you make it’ kind of thing. But it isn’t sustainable nor that much of an uptick.
I particularly liked this paragraph in the article about why, in many or most cases, such employee engagement improvement efforts do not work:
“Frankly, it’s because in many cases employees really don’t have a stake. Too many companies try to paste “engagement” initiatives on a foundation that’s fundamentally flawed. It won’t work. True engagement is a natural, organic extension of a company’s culture, and people can’t be cajoled, tricked or bribed into feeling it. There just aren’t any shortcuts.”
New Zealand’s gambling agency the TAB have a slogan, “It means more when you’ve got something on it.” That’s their version of having skin in the game. You can watch a sporting event and appreciate it. You can watch it and might even experience some vicarious emotions if you support the team that’s playing from your country, town, school or one you unilaterally and arbitrarily have chosen because you find their colours, mascot or swarthy south american star player aesthetically appealing. But nothing is quite like the effect on your biochemistry when the team’s loss causes you to lose something too. It might be the money you wagered. It might be you lose face at the pub or workplace the next day. But you lose or win something depending on the results.
It can’t just be the potential loss of a job or bonus if things go south. There needs to be potential wins too. Don’t underestimate the value of pride. When your employees are at parties (in their own time, of course) and others ask them what they do or where they work, what do they say? That’s actually quite a good indicator of pride and engagement, or the lack thereof.
How many employees feel that way about their workplace? Do yours? Does Jimmy Buffet? Of course, his lack of feeling might be due to other causes entirely…
I’m writing a new book – this time about adding ten years to our lives. Part of that is having to pay for the extra years. Not that working is just about earning but wine doesn’t pay for itself. (Note to self: invent self-paying wine.) Engaged employees – engaged people – live longer, better lives.
So, for income, a sense of purpose and simply something to do, we’d like to keep working. You and me anyway – on our terms. I’ve been reading some interesting research on how those of us trucking on into our seventies and onwards in the workforce can’t rely on being perceived as hire-able in the traditional sense. Even now, over half the ‘workers’ above 65 are self employed. There are lots of reasons for that. Some reasonable reasons and some not so much.
Being self employed is tough and challenging and has no guarantees. You either dig that scene or you don’t. I do. I never thought I would.
To better tool ourselves up for a future with options, we need to bulk up the quantity and quality of our social and professional connections. That’s good for health, longevity and business. We could also prep for our potential launch into self employment by having a Brain-Based Boss who allowed, even encouraged, Intrapreneurship. ENtrepreneurs are those idealised risk-taking arse-kicking people who take new ideas and energy and try and implement and monetise them. The minority who survive are lauded as wealth and job creators for others. This is true although it is a gruesome attrition. So, INtrapreneurs would, in theory, take that same attitude and apply it in a job inside an existing company.
It’s a thing. There’s even a conference about it.
The poster child for Intrapreneurs is the inventor of post-it notes who was working for 3M at the time and they took the idea. Although, that guy, whose name I cannot remember, was just trying to keep his place in his choir’s hymnbooks. He was using company time and resources to do it. 3M might be cool and programme such time and efforts into their people’s jobs, not just allowing it after the fact but encouraging it hoping for that 1-in-a-1000 hit.
Employee engagement is helped significantly where there is an alignment between an employee’s personal goals and the goals of the organisation. (Not just saying that they do.)
A recent study conducted by Macquarie Graduate School of Management showed that Corporate volunteering improves employee satisfaction, retention and engagement.
Corporate volunteers were very satisfied with their volunteering experience (83% satisfied), very likely to continue (87%), and very likely to recommend it to their friends (75%). The most common barriers were ‘not being asked’ (38%), ‘being too busy (36%), preferring to volunteer privately (31%), and preferring to donate money than to volunteer (21%).
I presume “I don’t care” and “I can’t be bothered” weren’t provided as options. Therein lies yet another failing of surveys and prompted responses.