Mastering the art of motivation
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This document discusses motivation in the workplace. It begins by distinguishing between intrinsic motivation, which comes from within and relates to enjoyment of tasks, and extrinsic motivation, which is triggered by external rewards. Characteristics of motivation include that it is personal, can be positive or negative, and gives direction to behavior. Motivational theories try to explain what drives human behavior. Theories discussed include Herzberg's motivation-hygiene theory and Maslow's hierarchy of needs. The importance of motivation for employees and businesses is that motivated employees lead to higher productivity, customer satisfaction, and business success. The document provides tips for developing motivational strategies and incentive programs in the workplace.
Mastering the art of motivation
- 1. Mastering the of Motivation Presented by Jackie Naughton BYC AQUA Solutions
- 2. Motivation vs. Engagement? Motivation Here is where the confusion starts. When we talk about motivation, we distinguish two different kinds: intrinsic and extrinsic motivation. Intrinsic motivation is in fact exactly the same as engagement. It comes from ‘within’ and it has to do with the joy or fulfillment a certain job or task gives the person, rather than the reward it will bring. Extrinsic motivation is triggered by external factors. As soon as those factors don’t exist anymore, the motivation will be gone as well. No Difference!
- 5. Characteristics of Motivation • Personal and Internal Feeling • Art of Stimulating Someone Or Oneself • Motivation can be either Positive or Negative • Motivation is System Oriented • Motivation is a Sort of Bargaining • Motivation is different from Satisfaction
- 6. More about Motivation It is complex because it is the term we use to explain human behavior Motivation is related to a person's inner impulses It is closely associated with his/her values Motivation gives direction and intensity to a person's behavior It significantly affects his/her abilities and achievement
- 7. Motivation describes those processes that: Arouse and instigate behavior Give direction or purpose to behaviour Continue to allow behaviour to persist Lead to choosing or preferring a particular behaviour
- 8. Motivation is Everybody’s Problem Your children, particularly teenagers won’t do the assigned homework; or, not performing well in studies. You are a wife and you want to motivate your husband to stop smoking, or drinking, or to loose weight.
- 9. Motivation is Everybody’s Problem Your superiors or supervisors are always on your tail – and you need to motivate them to get off. You are the group leader and you need to get things Done to meet the targets fixed. There are breakdowns, shutdowns, and problems everywhere. Continuous tension. We don’t seem to know where we are going.
- 10. Importance of Motivation In general: – It allows us to alter an individual’s behavior. – We use it daily in interactions with other people.
- 11. Importance of Motivation In general: It allows us to guide people into seeking the goals or outcomes we want them to seek.
- 12. Importance of Motivation In general: We need to understand when and why we are being motivated.
- 13. Importance of Motivation – Motivated and satisfied (“happy”) workers lead to “happy” customers and “happy” customers lead to successful businesses. – Unmotivated “Unhappy” workers: – Have low morale – Are absent more often – Are not as productive, innovative, or committed – May perform below standard – Complacency – Stress – Aggression – Indiscipline, strikes, agitations, Etc.
- 14. Without motivation there is: No change. No learning. No action. And, most important of all, without motivation there are No results
- 15. Motivational Theories Explores what drives people to behave in certain ways.
- 16. Herzberg’s Motivation/Hygiene Theory Identified two distinct job factors:
- 17. Things that fulfill the need to experience psychological growth through achievement (Job Content factors/Growth needs): Used to increase employee motivation Things that fail to satisfy basic biological needs (Job Context factors/ Hygiene factors): Needs that must be met before the satisfiers can be addressed
- 19. • Company policy and administration • Supervision • Relationship with supervisor • Work conditions • Salary • Relationship with peers • Personal life • Relationship with subordinates • Status • Security
- 20. Impact of Motivated Workforce Reduced absence Improved customer delivery Higher productivity Loyalty to the company Desire to improve own performance Lower staff turnover Improved working environment Higher ROI for employer
- 21. Maslow’s Hierarchy of Needs According to this theory, human behavior is related to his/her needs, and is adjusted as per the nature of needs to be satisfied. Maslow identified 5 sets of human needs arranged in a hierarchy based on their importance and priority. When one set of needs have been met, they cease to be a motivating factor, causing the next set to take its place.
- 22. 1.Physiological Needs • These are the basic needs for air , water , food , sleep, shelter and other bodily needs. • These needs are independent of each other. • Employees are motivated by salary and wages , healthy working condition and basic amenities . 2.Safety Needs • Needs for protection against danger, threats and accident arise. • Security of job also motivate the employees. 3.Social Needs • Need for love , affection and affiliation arise. • Individual want to become a part of group and want to be loved and guided by the group and wants to have a respected place in the society • An individual wants friendly relationships with people at work place
- 23. Continues… 4.Esteem Needs • Everyone has a need for self-respect. • This produces the desire for strength, confidence, prestige, recognition and appreciation. • These needs are rarely fully satisfied. 5.Self-actualization Needs • This need is highest level needs. in this need the person want to become example setter people prefer growth achievement and outstanding performance • In this need the employee want a challenging job as they want to become innovative and creative
- 24. Fact……. 68% of customers leave due to the employees in-difference!
- 25. Each Contact Centre Agent….. Influences approx. 23, 000 external customers for every 12 months they work for you! They make or break your business – dependant upon how they are feeling!
- 26. The Circle of Successful Business
- 27. Your People are Your Business
- 29. Which generation do you belong to? • Silent Generation (1925-1944) • Baby Boomer (born 1945-1964) • Generation X (born 1965-80) • Generation Y/ Millennial Generation (born after 1980) • Screenagers?
- 30. Baby boomer • Self-expansive • Pragmatist/idealist • Assumes diversity –Freedom to seek and to achieve Generation X • Self-involved • Practical/pragmatic • Accepts diversity • Has no line between hard work and success Generation Y Self-inventive Optimistic/realistic Celebrates diversity High expectation!
- 31. Let’s start with the basics: Generation Y refers to everyone born between 1982 and 2002
- 32. Because of demographics, Generation Y’ers are now in much demand
- 33. Have you thought about how best to reach, recruit and retain them?
- 34. Did you know that Generation Y cares less about salaries and more about flexible working? – It doesn’t all have to be about money!
- 35. You’re half way to understanding Generation Y
- 36. Generation Y also values challenging work more than job security
- 37. They’re very much more concerned about working for ethical companies than previous generations
- 38. You’re more likely reach them through Facebook or MySpace than traditional media
- 39. And you’ll have to work hard to keep them; it’s likely that a Gen Y will have 10 jobs before they hit age 40
- 40. Does your finance department cringe at the mention of….. Incentives! Definition of Incentive ‘A benefit offered to encourage people to act in certain ways’ BYC - Solution Delivery - Strictly Confidential
- 41. Why bother? – One Consideration! Motivated employees deliver increased productivity, customer service delivery and higher sales performance + 6% minimum Contact Centre - Cost of De-motivation Daily Monthly Monthly Annualised Hours per Agent Total Hours Cost Cost to Day Headcount Hours lost Lost Company Productivity Loss 2.9 300 870 18270 $114 187.50 $1 370 250.00 Based on Monthly salary of $1000 per month
- 42. And It’s not all about money!
- 44. Motivational Factors • Provide a great environment – look after your staff the way you want them to look after your customers • Senior management feedback – call to congratulate someone on a good week’s work • Team leaders with a positive attitude – imperative to get the best out of their team members • Right tools and skills to do the job – set them up for success vs. failure • Don’t carry people who are not up to the job – demotivates rest of the team • Keep things fresh – contact centre perception = monotonous – avoid by changing tactics • Small quick fix prizes – as well as monthly incentives – acknowledge and give something to take away now • Training – keep people focussed and up to date – drives self motivation • Environment – clean, colourful, plants, welcoming, pride in company and respect for people working there • Ensure incentives fit all demographics of your resources – drive the drive to succeed • Listen to your team – simple yet very effective – create an environment where you understand things from your teams perspective – identify problems, opportunities and what’s important to them • Have clarity on what success looks like – everyone must understand the goal • Positive immediate consequences – ensure agents understand performance throughout shift – end of month is too late to drive change • Fun in team huddles at start of shift – engage – be human – make them laugh • When promoting people – ensure they have the right capacity for managing people – good agents don’t necessarily make good team leaders • Ensure systems allow their success versus hindering positive outcomes • Issue rewards that staff can share with their family – promotes a sense of well-being • Regular review sessions- discuss performance – acknowledge successes and opportunities to improve
- 45. To really make incentives work for you……….. • Don’t be restrictive on singular result i.e. Sales performance • Remember to acknowledge most improved as well as high performers • Consider your current head-aches and use incentives to assist in changing behaviours • Dare to be different • Consider human factor needs • Have a choice of motivators i.e. flexible working hours, childcare vouchers, discounted life insurance
- 46. Some additional metrics for your reward programme • Input into meetings • Body language • Leadership qualities • Attendance • Pro-activity • Reaction to change • Inspiration • Motivating others • Delegation • Focus on individual activity • Team work • Attrition • Continuous improvement • Self motivation • Innovation and creative thinking • Customer service ethos • Financial management • Decision making
- 47. In addition……… • Commercial awareness • Customer service • Continuous improvement • Creative thinking • Time management • Working with change • To name but a few…………. It doesn’t all have to be about generic KPI’s
- 48. The Steps to developing an incentive programme Establish Objectives e.g. improved attendance, sales Keep simple, specific and obtainable Outline the Strategy Build foundation of strategy, structure of the programme and communicate effectively to all impacted parties Measure Performance Define both quantifiable and qualitative goals that can be measured Keep it simple Goals need to be fair and obtainable by all parties Establish the Budget No. of participants, Length of program and expected results Select the Perfect Award Ensure individuals are vested in achieving the award otherwise no incentive to pursue the goal Administration Administration is typically 20% of program budget and 50% of administrators time Target group needs clear, consistent and timely feedback on measurement of their performance Celebrate the Success of the Program Celebrate with the target group and performance measurement by individual or team Individuals should then receive their awards/incentives Analyse Success of the Program Did the incentive achieve it’s objectives? Did the incentive drive right behaviour Follow up programs important, learn and move onto the next one Keep ideas fresh and varied to sustain interest via your workforce
- 49. No or low cost Incentives • A workstation visit from the owner of the company • Email from owner • Birthday card mailed to employees home • Afternoon birthday celebration – cake and coffee • Notice to all employees of an employees special performance • Letter of recognition in employees permanent file • Highlight the employee in the company newsletter • Job well done pens • Company logo coffee cup • Paid time off • Recognition at a meeting • Flowers from managers home garden • Company T-shirt • Private lunch with senior manager or owner • New title • Balloons • Gift certificates to local restaurant, theatre or video rental store • Flex time • Special parking space • Private verbal praise • Choice of work assignments • Certificate of appreciation • Bake cookies for an employee • Selecting workplace radio station for a week (if applicable) BYC - Solution Delivery - Strictly Confidential
- 50. And More…. • Come in late, get off early card • Handshake and sincere Thank You • Boss for a day • Care package to spouse or children of employee • Letter about employees accomplishments to their family • Boss washing employees car • Food all day suckers, pizza, donuts or maybe something healthy! • Free vending privileges for week • Lotto tickets • Gold star on desk/trophy • Facial, pedicure, massage • Breakfast at employees desk • Party at boss’s home • Software, special keyboard, new chair • Notice about employees achievements in local newspaper • Assign additional responsibility • Guaranteed quiet/thinking time • Include employee in decision-making • Lunch or dinner at long meetings and training classes • Listen to the employee • Encouragement • Allowed to attend a seminar of their choice • Diploma singed by department head, divisional executive or owner BYC - Solution Delivery - Strictly Confidential
- 51. And more…. • Tank of fuel for employees car • Allowing the staff member to sit in or chair the monthly management meeting • An afternoon off for shopping etc. • Recognition at regular staff breakfasts, verbally • Notice about employee accomplishments in company’s website • Make your employee look good in front of his/her spouse/significant other • Celebrate each anniversary of employees length of service with a meal, gift or some token of appreciation • Ask for your employees opinions and ideas – create ownership • Allow feedback mechanisms to ensure open and honest environment • Promote and acknowledge self-development from employees – encourage • Facilitate development of your employees, courses, classes, seminars • Match the skills of the individual to the job they are required to do • Create traditions such as holiday dinner, party or charity drive • Have stress busting treats after busy seasons or campaign • Hire the right people in the first place. Find people who are looking for the characteristics of your work culture, whether its fast paced, laid back, structured or fluid. A good fit makes for a happy and valued employee who is less inclined to leave. BYC - Solution Delivery - Strictly Confidential
- 52. In conclusion………. When your employees are Motivated • They are more loyal • Your attrition targets will be achieved vs. exceeded • Your environment feels happier • Your business is much more pro-active • Change is embraced as a constant • All ideas are heard • Work is more pleasurable for everyone • Your customer delivery is of a higher standard because your team share in the vision of the company • Performance improves • FCR improves • Complaints reduce • Making you more successful
- 53. Thank you for listening Jackie Naughton – CEO Email : Jackie@byc.co.za Cell : +27 82 5533576 Office : +27 21 531 9949