motivating and engaging employees - kyle couch - spectrum organizational development

Motivating & Engaging Employees

Kyle CouchSpectrum Organizational Development

Two Aspects of Human Capital

Motivation

Engagement

Two Aspects of Human Capital

Motivation

Individual Intrinsic vs. Extrinsic Want to vs. Have to

Engagement

Community Connection

I Belong or I Don’t

Organizational Performance

Know the Range

Do you feel that your employer knows how to motivate you?

18%

40%

16%

25%Agree

Somewhat

Slightly

Not at All

Key Motivators

Motivation

Motivation is not a one-size-fits-all solution

Discretionary Effort

Minimum Requirement

s

Have to Do Curve

Want to Do Curve

Time

Perf

orm

ance

Discretionary Effort (and a Bucket)

Discretionary Effort

DiscretionaryEffort

Perks

Irks

Monetary

People Are Different

Trailblazers45%

Workhorses23%

Heavyweights12%

Gen-Yers11%

Explorers9%

Trailblazers Want to make an impact on people and leave their mark on the world in

general.

Altruism, customer orientation, inspiration, achievement, social contact, identity and purpose,

learning, creativity, contribution/legacy and fun and

enjoyment

Workhorses

Are dedicated to getting the job done and getting it done well.

Achievement, stability, financial reward, structure and order,

recognition and appreciation, power and status.

Heavyweights

Can be an unstoppable force when given the right incentive and pushed in the

right direction.

Achievement, responsibility, active/high-pressure work

environment, power, status, and contribution/legacy.

Gen-Yers

Want to do what they love and love what they do.

Inspiration, social contact, financial reward, recognition and appreciation,

creativity, power, status, mobility, contribution/legacy and fun and

enjoyment.

Explorers

Want to experience everything the job world has to offer.

Learning, change and variety, job-hopping, creativity, independence,

power, mobility and contribution/legacy.

Engagement

The Reality

By the Numbers

84% of highly engaged employees believe they can …

POSITIVELY IMPACT THE QUALITY OF THEIR ORGANIZATION’S PRODUCTS

compared with only 31% of the disengaged.

By the Numbers

72% of highly engaged employees believe they can …

POSITIVELY AFFECT CUSTOMER SERVICE

versus 27% of the disengaged.

North American Perspective

Engagement’s Effect on KPI’s

Worth the Effort?

When organizations successfully engage their customers and their

employees, they experience a

240%boost in performance-related

business outcomes.

Best In Class Approach

Strategy & Leadership

Accountability &

Performance

Communication &

Knowledge

Learning & Development

Fostering Engagement

Being Engage

d

Being Enabled

Feeling Energize

d

Fostering Engagement

Traditional Engagement Enablement Energy

Belief in company goals and objectives

Freedom from obstacles to success at work

Ability to maintain energy at work

Emotional ConnectionAvailability of resources to perform well

Supportive social environment

Willingness to give extra effort to support success

Ability to meet work challenges effectively

Feelings of enthusiasm/accomplishment at work

Drivers of Engagement

Leadership

Stress, Balance & Workload

Goals & ObjectivesSupervisors

Organization’s

Reputation

Leadership

Is effective at growing the business Shows sincere interest in

employees’ well-being Behaves consistently with the

organization’s core values Earns employees’ trust and

confidence

Stress, Balance & Workload

Manageable stress levels at work A healthy balance between work

and personal life Enough employees in the group

to do the job right Flexible work arrangements

Goals & Objectives

The organization’s business goals Steps they need to take to reach

those goals How their job contributes to

achieving goals

Supervisors

Assign tasks suited to employees’ skills

Act in ways consistent with their words

Coach employees to improve performance

Treat employees with respect

Organization’s Reputation

Highly regarded by the general public

Displays honesty and integrity in business activities

Maximizing Human Capital

Mastery Membership Meaning

Mastery

Even in the most seemingly routine areas, when people are given difficult

problems to tackle, with appropriate and tools and support,

they can do things faster, smarter, and better.

Membership

Community solidarity comes from allowing the whole person to surface,

which means going beyond superficial conformity to know

what else people care about.

Meaning

Clarity about how your products or services can improve the world

provides guideposts for employees’ priorities and decisions.