When determining how to motivate people, there are several management training considerations. What are your expectations of them?
Whether you’re attempting to persuade someone to do more of something, to stop doing something, or to change something, the majority of motivation is about behavioral modification. This type of change is challenging for everyone.
What are your expectations of them?
Whenever possible, you should quantify what you desire from someone. This assists you in defining and communicating your expectations. Additionally, you provide the individual with the opportunity to evaluate performance while you track progress.
Understanding your expectations of people in terms of their units of measurement can assist you in determining their feasibility.
Will the individual have an adequate amount of time to accomplish goals?
If success is measured in terms of money, rather than simply setting a monetary goal such as:
Profitability increases by 5%
Achieving a higher monthly sales volume
…divide the total dollar amount by the number of units.
A warehouse and production manager who oversaw 150 employees had seven employees who were frequently late for work. These employees were all assigned to a production line and each day slowed production by ten to twenty minutes.
The manager disliked motivating employees from a negative position, but attempted reprimanding them. Hs produced no results. Then he changed their start time from 6:00 a.m. to 6:00 a.m. Each day, the same seven employees began reporting at 6:40 to 6:50 a.m.
The manager was hesitant to terminate these seven employees because they were all above-average performers. He crunched some numbers and discovered that the delay in starting up with other employees on the clock, as well as idle and lost production time, was costing the company more than $75,000 per year. He addressed this issue individually with each of the seven employees and posted a notice about the cost of tardiness. He then began deducting twice the salary of each employee who was late for each minute behind.
Two of the seven employees changed their behavior immediately and became more punctual.
After a week, he announced that any employee on any team would have their pay docked for any member who was not present at the start of the shift.
Four of the remaining five employees began reporting to work on time. Eventually, the remaining employee was terminated.
Thus, some employees were motivated by financial gain, others by peer pressure, and one was uninterested.
Here’s a secret about motivating people: If the individual does not want to change, the likelihood is that you will be unable to change them. Thus, the trick is to ascertain what will compel someone to change their behaviour.
While you must plan for success with each individual you manage or wish to motivate, you must also identify each individual’s point of no return. This is the point at which the individual does not change and the investment of energy, time, and money is no longer worthwhile. This was the case in the preceding analogy regarding the termination of the final employee. Continuing to develop programmes specifically for this final member of the group of seven was simply not economically feasible. Additionally, this employee’s behaviour may have a detrimental effect on other employees. After all, if he was permitted to continue working while flouting the rules, there would likely be no consequences for any of them.
Regrettably, many people are motivated solely by fear of negative repercussions. This compels a manager to assume the role of a disciplinarian.
Why does this individual require motivation?
What has previously motivated this individual?
Ascertain that individuals have the tools necessary to complete the projects you assign.
Is this individual going to be reliant on the performance of others in order to accomplish his or her goals?
Additionally, you will have a better understanding of what you are asking of someone. If the change is challenging, you may wish to break your expectations down into units. Due to time constraints, your expectations may be difficult to meet.
What are your expectations of them?
What role do they play?
Employee recognition is a critical component of people management that is frequently overlooked, and it should be covered in all management training programmes. By rewarding employees for significant outcomes for your organisation, you are reinforcing actions and behaviours that you want to see repeated multiple times by not only that individual, but also other members of your organisation. Employee recognition is more than a way to demonstrate to your employees that you’re a nice guy; it’s a way to promote behaviour that benefits your business’s success.
Additionally, employees who believe their employers genuinely care about their well-being will perform better. Indeed, studies have shown that praise from a supervisor is more effective at conveying a company’s value for its employees than money, benefits, or events. Recognizing an employee for a job well done is also critical for retention.
It has been demonstrated that recognising employees improves communication, productivity, and the work environment. Employees are more motivated to achieve desired outcomes, and their motivation influences their coworkers to follow suit. Additionally, happier employees produce happier customers. As a result, recognising a single employee’s action can have far-reaching consequences.
A simple, immediate, and powerful recognition system will suffice. Recognition should be available to all employees. Communication should be structured in such a way that everyone understands which actions are being recognised. This communication may take the form of a company newsletter, an email announcement, or a presentation during a staff meeting. Never use a reward system in which those higher up the ladder choose the recipients. These systems either become perceived as “favouritism” or become ineffective as employees believe that “everyone will eventually get their turn.”
Recognized individuals can be recognised in a variety of ways. Naturally, an employee can be signalled verbally in front of his or her peers. A letter of recognition may be written and kept on file for the employee. A manager might write a personal note and include a gift with it. Motivational posters, engraved items, gift baskets, organisational logo merchandise, and gift certificates are all popular choices for employee recognition gifts.
The majority of people get out of bed each day, battle traffic, and report to work in order to earn money. They are not always satisfied with their jobs. This is why, for many of these people, more money is not always a motivator. Increasing their income does not change anything; they still have to get out of bed and go to work each morning.
This is why you must determine what additional factors motivate your employees. How can you improve their performance? Certain individuals are motivated by recognition.
Recognition – Is it an Award or a Reward?
There are almost as many ways as there are employees to keep them happy and productive. Recognizing employees and their efforts, on the other hand, will go a long way with the majority of them. How can you recognise and express your gratitude to employees?
While some people are content with a simple ‘thank you’ or ‘good job’ pat on the back, others prefer monetary gifts.
Recognizing employee accomplishments and dedication with a gift card in a group setting serves two purposes. When the employee uses the gift card, coworkers will acknowledge him or her, and the employee will have a moment of private responsiveness. Certain employers appreciate receiving magazine subscriptions as gifts. This is an excellent incentive. If the magazine is relevant to the employee’s interests, they will feel appreciated that their employer or manager took the time to consider the gift. Additionally, each month, when the magazine arrives, the employee will be reminded of this appreciation.
Make certain that your reward programmes are not exclusively competitive. This can actually backfire, eliciting negative emotions in those who feel excluded and initiating a cycle of blame as they attempt to rationalise away their lack of recognition.
Employee of the month, salesperson of the month, good attendance, punctuality, years of service, effort above and beyond the call of duty, or simply a job well done can all be recognised with personally engraved plaques.
Thus, there are awards and rewards for recognising employees in the hope of motivating them, as well as awards and rewards at the conclusion of successful projects or upon achievement of goals.
If you’re going to use an award or reward as a carrot to motivate employees, make sure the criteria are clear and the objective is attainable.