Secrets of inspiring demotivated staff
The ability to motivate employees with people-friendly HR policies and synergies in individual and organisational goals is critical to success. Individual goals could relate to learning, and winning recognition and more importantly respect in the profession. In the organisational context, what motivates employees is reward and recognition. This takes different forms:transiting to positions of leadership, or moving up the organisational hierarchy. For a person at the helm o
f affairs it could also cover a broader ambit – like articulating a vision for the company and providing it direction; or piloting initiatives that affect the industry it operates in.
Money is not often the biggest motivator, except at the lower lower levels in an organisation’s hierarchy. However, it means different things to different people. For some others, opportunities to move ahead in a chosen career, and reaching powerful and influential positions can be a major motivator.
Motivation helps to achieve goals, gain a positive perspective and build self-esteem and capability. It helps employees to manage their own development even as they help others to cope with change and realise their career aspirations.
What demotivates?
Employees feel demotivated because of inadequate infrastructure, outdated equipmentand entrenched attitudes. Typifying these attitudes are some statements by employees:
“We don’t get paid to work harder.”
“It doesn’t say so in my job description.”
“I’m going to do as little as possible without getting fired!”
Such views are indicative of demotivated employees. Hence, managers need great persuasion and perseverance to do away with such mindsets.
Key motivators
In the context of change, individual goals, perceptions and attitudes, it is imperative that organisations do a reality check on what motivates their employees and what it offers.
• Improved rewards and recognition systems
• More interesting work
• More efficient bosses
•Greater participation and challenges
• More opportunities for development
This can be ascertained through performance appraisals, informal conversations, and attitude surveys. Primary to being perceived as an enabling organisation it is crucial to cultivate a climate of honesty, openness and trust.
Motivation – on the job!
Convey concern: First find what demotivates the employees. Address issues that can be dealt with easily and have low financial implications. Convey to employees the organisation’s concerns, and intention to address them at the earliest.
Extend support: Make the staff understand the levels of support they can expect from the organisation. Does the organisation look on mistakes as learning opportunities? Does it function in a rigid mindset, or is it open to ideas and innovation? Employees need to know and understand the organisational context so that they can structure their responses.
Earn respect: An employee delivering superior performance needs to be commended. Managers require to share relevant information to further improve the employee’s performance. Earn respect by setting an example.
Cash, low on the list: Money comes low down in the list of motivators; at best it hikes the motivation level for a brief period. Studies reveal that cash incentives and fringe benefits are effective in motivating new employees but rarely motivate existing employees.
Focus on individual growth: When contemplating strategies to motivate employees, consult the staff and unions for greater acceptance. Consider policies and incentives that positively affect work, promotion, reward and recognition, effective participation, and employee involvement.
Take a re-look!
If poor motivation is entrenched, perhaps it is time to re-look at the organisation’s management style. Allowing discussion is one of the first steps if the organisation wants to cope with change. Sharing the problem-solving and decision-making process with those who implement change wins their commitment. A feeling of ownership over the change process is critical to winning employees’ confidence and support.
Feedback is one of the most valuable elements in the motivation cycle. An organisation will do well to constantly feel the pulse of employees as it transits through the trauma of change. It would help employees to know how their development, progress and accomplishments contribute to the organisation.
BINDU MADHAVI
faqs@cnkonline.com
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