Mo­ti­va­tions that go be­yond money

Lesotho Times - - Jobs & Tenders -

THERE is a gen­eral be­lief that pump­ing more money into em­ploy­ees’ bank ac­counts gets them more mo­ti­vated to do their jobs well. How­ever, a study has found money is not in fact the mo­ti­va­tor that keeps em­ploy­ees sat­is­fied. Em­ploy­ees need more than money to be ful­filled in their jobs.

So com­pa­nies that have to cut back on fi­nan­cial in­cen­tives should not de­spair – they should be look­ing for new ways to in­spire their top tal­ent.

But if Cash is not King, then what is? McKin­sey Quar­terly con­ducted a study to find out what in­cen­tives mo­ti­vate em­ploy­ees, and while more money was a fac­tor, it wasn’t the most ef­fec­tive way of mo­ti­vat­ing em­ploy­ees but the fol­low­ing: Make your ideas theirs: If you’ve been pat­ting your team on the back for de­liv­er­ing on what you told them to do, you’re do­ing it wrong. No­body likes be­ing told what to do. Al­though your team mem­bers may not say it, they are prob­a­bly think­ing about it.

In­stead of hand­ing down or­ders, ask your em­ploy­ees to do some­thing in such a way that it makes them feel that they are the ones com­ing up with the ideas. Turn your “I’d like you to do this in this way” to “How do you think we should do this?” Make lead­ers in ev­ery­one: Make a habit of iden­ti­fy­ing and work­ing off your em­ploy­ees’ best strengths. Also, show them that their ex­cel­lence is ap­pre­ci­ated by en­cour­ag­ing them to be an ex­am­ple to the rest of the team. This way, you’ll eas­ily set the bar high, and they’ll be mo­ti­vated to al­ways live up to their recog- ni­tion as ex­cep­tional lead­ers. Give credit where it is due: Ev­ery­body loves the lime­light shone on them from time to time. And if it’s recog­nis­ing their im­prove­ments, they’ll love you for it and be en­cour­aged to per­form at their best all the time.

But re­mem­ber that while some em­ploy­ees are more than happy with public recog­ni­tion, oth­ers will feel em­bar­rassed and awk­ward, and would much rather it came in an email or in a one-to-one meet­ing. It’s also important to con­sider who you’re prais­ing your em­ployee in front of. Even if an em­ployee may not like the public recog­ni­tion, they’ll gen­er­ally ap­pre­ci­ate it if in an email you in­clude the se­nior man­ager or CEO. In­volve other team mem­bers: If your team can do with­out a project lead or su­per­vi­sor, don’t hire them. Rather than hav­ing one in­di­vid­ual to make the fi­nal call all the time, use the op­por­tu­nity to em­power your em­ploy­ees to col­lab­o­rate on ideas and projects them­selves.

By giv­ing your em­ploy­ees the au­thor­ity to work to­gether as a team on an equal level, you’ll in­di­rectly give them loads of de­ter­mi­na­tion and en­thu­si­asm to do their bit to meet the team’s needs. Plus be­cause they’ll be work­ing to­gether on a daily ba­sis, they’ll recog­nise each other’s con­tri­bu­tion, which will go a long way in cre­at­ing a cul­ture where praise is the norm. Share in the good and bad times: When your team does well, cel­e­brate the achieve­ment with a team out­ing, a pic­nic, happy hour, etc. Team gath­er­ings are al­ways the best time to let ev­ery­one know how much you ap­pre­ci­ate the work they put in. Don’t be afraid to pull out all the stops to show grat­i­tude for your em­ploy­ees’ hard work.

Share in the sor­rows too. Your team works re­ally hard, and they de­serve to know when things aren’t go­ing well too. Be hon­est and truth­ful.

While fi­nan­cial re­wards such as salary raises and com­pany ben­e­fits are at­trac­tive to em­ploy­ees, non-fi­nan­cial in­cen­tives do won­ders in boost­ing em­ployee morale. So don’t be afraid to give an ap­plause when an ap­plause is well de­served. — Ca­

A STUDY has found that money is not the only mo­ti­va­tor to keep em­ploy­ees sat­is­fied.

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