May 2014
HR Hot Topic
EMPLOYEE ENGAGEMENT SERIES: Debunking the Myths
A motivated workforce is the number one determining factor of long-term success of any
business. This is a well-known fact, however, most employers stumble when it comes to
motivating, and truly engaging, their employees. In last month’s HR article, we kicked off an
Employee Engagement series, and in the coming months, we will delve into common myths
giving you the inside scoop on how to nail employee engagement.
What do people want from their jobs? Do they want to be
compensated more for their efforts? Or do they want more
challenging tasks, recognition and responsibility? This is an
important question because it drives employee motivation and
engages them on a level that they give their very best performance.
MYTH #1: Show Me the Money
The fastest way to motivate your employees is to ante up -- increase
salaries and dole out bonuses, right? Not exactly. Employees do
expect fair and just compensation for their work, and would become dissatisfied otherwise.
However, think in terms of intangible goods. According to widely recognized motivational
theories (Frederick Hertzberg’s motivation-hygiene theory and Abraham Maslow’s theory of
motivation), job satisfaction is driven by things like achievement, recognition, growth and
advancement. The flip side to this is that in order to avoid job dissatisfaction, things like job
security, a healthy work environment and established relationships with supervisors and peers
must also be present.
May 2014
THE SOLUTION: Engagement Essentials
Achievement
Recognition
Advancement
Security
Environment
Relationships
When an employee is effective, in control and an influential decision maker with respect to his or
her job, a sense of achievement is gained. In other words, they need to have skin in the game. To
take this a step further, a Gallup study highlights that the high performing individuals are those
who are identified, or recognized, not only for their most significant contributions but for the
small achievements as well.
Companies and managers can extend employee retention rate even further with an individualized
improvement and career development plan. Training helps employees
They need
become better at their jobs and validates that the company believes in
their ability to succeed. The result is two-fold: opportunities for
to have
advancement are realized and job security skyrockets.
skin in
the game
Strong relationships are a key component when it comes to an engaged
workforce. Closing the gap on distant relationships is done best with a personal touch – host
May 2014
birthday parties, Sponsor Company sports teams and encourage after-hours family activities.
Aside from their own intrinsic motivation, employees become more engaged with a clear
business strategy from senior leadership. Organizational goals funnel into individualized goals
whereby an action plan is developed and outlined. An efficient work environment influences the
willingness of employees to stay engaged and contributing.
Arming your employees with the right tools empowers them to succeed, ultimately underscoring
your bottom line. Whether it’s a one-on-one about work flow or hanging a cork board for notes
of appreciation, building a culture of engaged employees creates a great place to work.
In next month’s article, we will continue our Employee Engagement series and uncover Myth #2!