what is motivation? · encouragement and incentives, you can motivate someone else. other experts...
TRANSCRIPT
Cat Selman, BS The Cat Selman Company
www.catselman.com
Motivating Your Staff for Quality Care
Copyright 2019 - The Cat Selman Company. All rights reserved.
What is Motivation?
➢ The reason for an action ➢ That which gives purpose and
direction to behavior ➢ Motivation is “what drives you” to
behave in a certain way or to take a particular action.
➢ It is your WHY!
Is it possible to motivate others?
➢ Some experts say that by providing encouragement and incentives, you can motivate someone else.
➢ Other experts say you can’t motivate others; that motivation comes from within.
➢ A basic assumption; however, could be that “people don’t behave in a particular way without an incentive.”
Is it possible to motivate others?
➢ Let’s say you have a choice between two activities. Odds are you will choose the activity that gives you the most reward.
➢ Rewards can sometimes be considered consequences or outcomes. If the end result (or consequence) of a behavior is something a person wants or needs badly enough, then motivation exists.
➢ If you want to change someone’s behavior, change the consequences.
Motivation and Rewards
The best rewards are those that meet people’s basic needs and desires. What do people want and need? ➢ Love and acceptance ➢ Satisfaction from work ➢ Approval of others ➢ Involvement with a group ➢ Feedback on job performance
Motivation and Rewards
To successfully motivate others, you must be prepared to give first. ➢ Determine what the person needs. ➢ Present it at the appropriate time. ➢ Supply the reward in an appropriate
way. ➢ Be willing to give up something to get
something.
4 Primary Motivation Methods1. Fear – Threatening an employee with the
loss of a job, a bonus or a raise. You may get results – once, but you will get resentment forever.
2. Incentive – Providing a bonus, prize or raise; however, after the reward has been given, what is the incentive to continue producing?
3. Attitude - You must present a reason for a change in attitude.
4 Primary Motivation Methods4. Fulfilling Personal Needs – To get the best
results, you must try to match the individual to the type of motivation that best suits him/her. ➢ Belonging. Being part of a group provides
us with a sense of comfort, security and partnership. When we belong, we share experiences with others, which provides emotional enrichment.
➢ Achievement. Everyone needs to feel a sense of accomplishment. It gives our lives purpose, and it reinforces our self-esteem because it demonstrates our competence.
4 Primary Motivation Methods4. Fulfilling Personal Needs – To get the best results, you
must try to match the individual to the type of motivation that best suits him/her. ➢ Advancement. Advancement is a measure of our
success. To feel successful, we need to feel as if our lives are expanding and our careers are moving forward.
➢ Power. This is tied to advancement because an advance in a career usually means more power or increased authority.
➢ Responsibility. With responsibility comes respect, both for the person given responsibility and for the person who delegated it. And self-respect is a very powerful motivator.
4 Primary Motivation Methods4. Fulfilling Personal Needs – To get the best results, you must try
to match the individual to the type of motivation that best suits him/her. ➢ Challenge. We need challenge to grow mentally and
emotionally, personally and professionally. The alternative is to stagnate, which breeds negativism, low self-esteem and dissatisfaction.
➢ Recognition. Knowing we did a good job is important, but having others know it as well is essential. Otherwise, we feel as if we are living and working in a vacuum. A letter or memos, an award, a gift or bonus are all forms of recognition.
➢ Excellence. Along with the need for self-esteem comes the need to be proud of our work and accomplishments. Doing an excellent job is often a reward in itself, which explains why millions of workers can find joy in their work even when it’s routine.
Poor Techniques
➢ Unclear Requirements: When it’s not clear to workers how to succeed, it’s harder for them to be confident, enjoy their work, and feel they’re doing a good job.
➢ If the job description isn’t explained clearly, if the requirements are constantly changing and hard to understand, or if expectations are otherwise unclear, workers are at higher risk of burnout.
Poor Techniques
➢ Impossible Requirements: Sometimes it’s just not possible to do a job as it’s explained. If a job’s responsibilities exceed the amount of time given to complete them properly, for example, it’s really not possible to do the job well. Workers will put in a lot of effort and never quite feel successful, which also leaves them at risk for burnout.
Poor Techniques➢ High-Stress Times with No “Down” Times:
Many jobs and industries have “crunch times”, where workers must work longer hours and handle a more intense workload for a time. This can actually help people feel invigorated if the extra effort is recognized, appropriately compensated, and limited. It starts becoming problematic when “crunch time” occurs year-round and there’s no time for workers to recover.
Poor Techniques
➢ Big Consequences for Failure: People make mistakes; it’s part of being human. However, when there are dire consequences to the occasional mistake (like the risk of a lawsuit, for example), the overall work experience becomes much more stressful, and the risk of burnout goes up.
Poor Techniques➢ Lack of Personal Control:
People tend to feel excited about what they’re doing when they are able to creatively decide what needs to be done and come up with ways of handling problems that arise. Generally speaking, workers who feel restricted and unable to exercise personal control over their environment and daily decisions tend to be at greater risk for burnout.
Poor Techniques
➢ Lack of Recognition: It’s difficult to work hard and never be recognized for one’s accomplishments. Awards, public praise, bonuses and other tokens of appreciation and recognition of accomplishment go a long way in keeping morale high. Where accolades are scarce, burnout is a risk.
Poor Techniques
➢ Poor Communication: Poor communication in a company can cause or exacerbate some of these problems, like unclear job expectations or little recognition. When an employee has a problem and can’t properly discuss it with someone who is in a position to help, this can lead to feelings of low personal control.
Poor Techniques
➢ Insufficient Compensation: Some occupations just are stressful, and it’s one of those things that you just accept along with the paycheck—if the paycheck is sufficient. However, if demands are high and financial compensation is low, workers find themselves thinking, “They don’t pay me enough to deal with this!” And the burnout risk goes up.
Poor Techniques➢ Poor Leadership:
Company leadership can go a long way toward preventing or contributing to burnout. For example, depending on the leadership, employees can feel recognized for their achievements, supported when they have difficulties, valued, safe, etc. Or they can feel unappreciated, unrecognized, unfairly treated, not in control of their activities, insecure in their position, unsure of the requirements of their jobs, etc.
The Hard Facts…• Each year the average company loses
20%-50% of its employee base - Bain & Company
• Replacing a lost employee costs 150% of that person’s annual salary - Columbia University
• Facilities who turn these facts around, make these “truths” a strength.
• Employers need to understand why and how your employees are emotionally connected to your business.
Every Little Bit Counts…• You don’t have to implement everything at
once. • Loyalty/motivation builds cumulatively. • Employees gradually respond to changes in
behavior, management style, and company performance.
• Every positive action, every improvement, every appropriate response to a challenge adds up.
• Build on good behaviors and go from there.
Increase Confidence in Leadership
• One of the most important components of employee loyalty is confidence in leadership.
• Employees want to know that YOU know what you are doing.
• They want to work for someone who is trying to be the best in the field.
• Seek training & encourage feedback.
Communicate!!• Is as much about the words, as how you
say it. • Some studies show that as much as 90%
of the meaning we derive from communication is from the non-verbal cues the person gives.
• If you only communicate “virtually,” much of your message and staff response may be lost.
Coach rather than manage!!
• Try for a balance between giving your team members authority, the tools and the space they need to do their jobs - empowering them - and staying checked-in as they perform and execute their responsibilities.
• Be accessible for, and open to, problem solving.
• Be accessible personally - take a genuine interest in employees as individuals.
Improve Company Culture
• Company culture is a combination of the personal interaction between management and employees and personal interaction between employees.
• Job competency does come into play but generally it is more about attitudes, personalities, and how well we all get along.
• Managers MUST be connected to the “pulse” of the company’s culture.
Improve Company Culture
• First step is modeling good behavior yourself.
• Weed out the attitudes, “cattiness,” “bad days,” and personal prejudices & bias.
• Next, look at your management team and then employees.
• If necessary, privately meet with individual employees and explain what will and will not be tolerated.
Establish clear performance goals
• Try for a balance between giving your team members authority, the tools and the space they need to do their jobs - empowering them - and staying checked-in as they perform and execute their responsibilities.
• Be accessible for, and open to, problem solving.
• Be accessible personally - take a genuine interest in employees as individuals.
Manage Employee Engagement• Research tells us that employee engagement
is the number one component of loyalty/motivation.
• Keep your eyes and ears open - listen to your employees talking among themselves.
• Watch who participates during meetings and training sessions.
• See who does the bulk of work during cooperative projects.
• Get to know your employees on a personal, or at least individual, level.
Four Primary Drivers of Engagement
1. Being Helpful 2. Feeling competent and
improved 3. Feeling accepted 4. Feeling respected
Employee Engagement1. Start by measuring employee engagement
• Job satisfaction • Productivity • Quality of peers • Likelihood to change jobs • Likelihood to recommend facility or
services • Likelihood to recommend as a great place
to work • Satisfaction with compensation & benefits
Employee Engagement1. Start by measuring employee engagement
• Use a Likert Scale or similar survey - gathering open-ended comments along with numerical, scale data yields a great source to opportunities to make your employees happy.
• Gather compliments. By gathering compliments in addition to concerns, companies can find out if their engagement efforts make a meaningful, lasting contribution to employees.
Being Helpful2. Promote and manage “Being Helpful”
• Employees want to feel like they are making a positive contribution.
• ‘Being helpful’ means that employees can take pride in delivering outstanding quality, service, and value.
• It means that jobs make good use of employee skills and abilities.
• It means that employees are empowered to solve customer problems.
Being Helpful2. Promote and manage “Being Helpful”
• Help employees see the “big picture,” how they contribute to a functioning whole.
• Use secret shoppers to grade service delivery and measure “front-facing” processes.
• Empower your staff to provide first-class service delivery - this makes them feel like they are being helpful.
Confidence & Improvement
3. Employees must feel confident & improved • Employees want to feel like they can do their
assigned job confidently, that their future is secure, and that they are progressing in their own personal life goals.
• Close training gaps. Training should be up to date. Make sure employees know about training opportunities.
• Mentoring program - train and encourage seasoned employees to be mentors.
Acceptance4. Help employees feel accepted
• Employees want to feel like they can do their assigned job confidently, that their future is secure, and that they are progressing in their own personal life goals.
• Close training gaps. Training should be up to date. Make sure employees know about training opportunities.
• Mentoring program - train and encourage seasoned employees to be mentors.
Acceptance5. Promote team building
• Encourage team building activities among employee groups.
• Team building activities don’t have to be expensive.
• Inexpensive ideas for trust building activities are available through a simple web search.
Acceptance6. Build a supportive environment before
addressing compensation complaints. Sometimes dissatisfaction with wages merits investigation. • Often, dissatisfaction with wages and
benefits masks problems that relate back to acceptance by a team or manager.
• Often employees voice any problem in terms of a compensation issue.
Respect• “Employees don’t leave their job, they leave their
manager” is usually heard by Human Resources. • To feel respected, employees should feel like the
company regards them as an important asset. • Employees should feel like their manager has
realistic expectations about what they can achieve.
• Managers must be fair and even-handed. • Nothing makes employees angrier than seeing a
peer receive special treatment when they’ve broken the rules or have not been performing.
Respect7. Don’t be afraid to tell them the truth.
• Respect them through degrees of transparency.
• Communicate how your facility is performing.
• Give your employees confidence in the future and information to understand shifts in corporate policy due to your economic, competitive, and regulatory environment.
Respect8. Retrain or get rid of bad managers
• One bad manager can pollute multiple layers of an organization.
• Your most talented employees will be the first ones to leave in the face of poor management.
9. Recognize employee contributions. Recognition from a supervisor at least two ranks above an employee makes a meaningful, engaging difference in employee morale.
Use Performance Reviews!
• Performance reviews can give you insight to an employee’s goals and aspirations.
• Based on what you learn, you can create “stretch” opportunities for them - both within current roles and in new ones.
Create Growth Opportunities
• When hiring, look within first. • See if there is anyone who you
can help cultivate/develop • Make sure your employees are
aware of internal openings
Enhance Education & Equipment
• One of the most common sources of employee frustration is not having adequate training or resources to get the job done.
• There will be problems if you keep throwing employees into situations where they are uncomfortable or ill-equipped to handle, or if they are continually asked to work with outdated or broken equipment.
Structured Dispute Resolution
• How well you deal with problems plays an important role in shaping your employee’s attitudes.
• Dispute resolution should be fair and balanced. • If employees know what to expect, they’re more
likely to accept the outcome - whether it is in their favor or not.
• If your dispute system is not balanced, you will be facing charges of favoritism, exclusion, and even discrimination.
Barney Fife the Problems!!
• Nip problems in the bud before they fully develop.
• Keep your eyes and ears open and tell your management team to do the same.
• Look for warning signs before things come to a head.
• When an issue is suspected or spotted, deal with it immediately, and do it fairly.
Maintain Neutrality
• Fairness is a function of neutrality. • While employees want to feel they can approach
their boss, you are STILL the boss. You have to set yourself apart and look at each issue objectively.
• Always “zero in” on what is best for your company - you can then see what needs to be done to put the employee’s mind at ease without playing favorites
• Remember…employees don’t always have to like your decisions, but they DO have to respect them.
Give & Expect to Receive Respect
• Respect is a 2-way street. While many managers demand it, they often “play” at giving it back.
• Employees can see through false statements and deeds.
• You do NOT want to be tagged as a “fake.” • Everything you do, whether “good” or “bad,”
should always be genuine. • Relate to employees/personal lives, giving the re
spect they deserve without spouting platitudes.
Avoid Micromanagement• Part of earning an employee’s loyalty and
promoting motivation is showing them you trust them to do their job.
• If you constantly look over their shoulder, you are not letting them grow.
• While “taking over” may seem like a good idea, it’s a great way to generate animosity & distrust.
• Instead, set reachable goals, ensure they have skills and resources to get the job done, and give feedback during & after the fact to mold performance positively.
Reward Appropriately• Rewards can be powerful
motivation builders, but they have to be appropriate, or they will create am impression of imbalance or unfairness.
• Be sure to reward your employees liberally, but ensure the reward matches the deed.
Underscore positive feedback with something tangible
• Go beyond salary/bonus/equity • Reward employees for truly superior
performance ✓ Dinner for 2 at a nice restaurant ✓ Recognizing “start date”
anniversaries ✓ Awarding a “personal day” after
completion of a “hairy-scary” assignment
10 Inexpensive Employee Perks
1. Work with local retailers to arrange employee discounts.
2. Celebrate with employees…birthdays, employment anniversaries, marriages, graduations, and birth of children - just to name a few…Sacrificing 30 minutes a month and a few dollars for a pizza to celebrate is a small price to pay for these benefits.
10 Inexpensive Employee Perks
3. Make shift changes convenient for employees. Get “top-notch” shift scheduling software - makes it simple to exchange schedules or request shift changes. This empowers employees to enjoy things in life that are important to them without making them feel chained to the job.
10 Inexpensive Employee Perks
4. Offer employee awards. • Kind words and pats on the back
are wonderful. • So are merit salary increases and
bonuses. • Award plaques & trophies provide
a public way of acknowledging employee efforts & accomplishments.
10 Inexpensive Employee Perks5. Smile more!! Workplaces where
management/administration are able to talk, joke, and interact, informally, with employees have happier employees all around.
6. Criticize less. People who are criticized frequently feel unproductive and unwanted in their roles. They become motivated to leave. Offer criticism with great care and focus attention on motivation.
10 Inexpensive Employee Perks
7. Adjust shifts carefully when planning work schedules. • The “body clock” is important for
employee health as well as for mental well being of employees.
• Avoid scheduling moves that could harm the delicate sleep balance part-time, hourly, or shift employees need in order to thrive.
10 Inexpensive Employee Perks8. Encourage competitiveness - in a
healthy way. • Look for competition opportunities in
areas of service delivery, resident/ family satisfaction, learning about residents, etc.
• Determine the incentives you want to offer…a $50 Walmart card, dinner for two (or a family event) at a local restaurant, a paid weekend at a local resort, etc.
10 Inexpensive Employee Perks
9. Promote from within and train accordingly. • You can boost morale, encourage
engagement, and maintain a productive & motivated workforce by doing this.
• Facilities get the benefit of trained, educated employees and employees feel like they’re on a career path rather than simply doing a job.
10 Inexpensive Employee Perks
10. Ask employees what they want! • Online survey tools are great
ways to get anonymous feedback.
• Employee satisfaction surveys.
• Old-fashioned suggestion boxes.
Contact InformationCat Selman, BS
www.catselman.com [email protected]
601.497.9837
Please like & follow Cat:@TheCatSelmanCompany
@catselman
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