motivating employees - trihealth...motivating employees • motivating employees can be more...
TRANSCRIPT
1
MOTIVATING EMPLOYEES
Presented by: Judith GissyPCC, LICDC, NCAC II, SAP
“© 2014 Bethesda Healthcare, Inc. All rights reserved.
Copying or reproducing this document is strictly prohibited."
2
• CONCERN is a part of the Corporate Health division of the TriHealth Healthcare System.
• We Provide a range of services, including assessment, referral, short-term counseling, crisis intervention, work/life services, management consultation, individualized parent and lifestyle coaching, and absence management.
3
MOTIVATING EMPLOYEES
• Motivating employees can be more challenging when: the job is difficult or repetitive, or when the company is going through a significant change.
• External motivators, like salary, benefits, and working conditions may be out of a Supervisor’s control.
• Supervisors do have influence over many of the employee’s internal motivators.
• Motivation, the desire to place energy into achieving a goal, is vital to any organization
• Motivated employees work harder, show initiative, have a positive morale and feel invested in the well-fare of the company
2
WHAT MOTIVATES EMPLOYEES
• Motivation consists of three main elements: direction, intensity, and persistence
• The supervisor needs to be able to persuade, influence, and encourage employees towards the company’s shared goal
• Creates the impetus for employees to motivate themselves
• Answers the question: “What’s in it for us?”• Good motivation strategies is action-
oriented and engages the employee’s emotions
5
• Earning Employee Trust
• Recognizing Employees
• Individualizing the Approach
• Empowering Employees
• Promoting Employee Growth
MOTIVATION STRATEGIES
6
EARNING EMPLOYEE TRUST
• Trust is an essential ingredient to being able to motivate employees
• The supervisor will be perceived as the attitude and beliefs they convey to others.
• The trust-building skills are those interpersonal skills that develop a relationship with the employee, but also role model integrity.
• Trust takes time to develop, and reaches different levels.
3
7
Because
you’re an authority
figure
Because
Employees
genuinely like you
Job is
improved
because of you
Employees
are happier
because of
you
Permission
Position
Production
Personal
8
WORKING ON TRUST SKILLS
• The leader needs to create self-awareness through being aware of reactions and cues from others, self-evaluation, and actively seeking feedback from others
• It is important to set personal goals towards change
• It is also helpful to pursuing mentors who you view as having good trust-building and leadership skills
• What is conveyed to employees is an extension of the leader’s personality
• The best way to build trust is self-improvement, i.e. having the same integrity, drive, and motivation they want to see from their employees.
9
REOGNIZING EMPLOYEES
• The best advice about giving positive feedback is to do it.
• Most feedback should be regular, informal comments.
• The most effective “feedback” in in actions: taking a real interest in the employee and their lives
• Take advantage of “teachable moments.”
• Share any credit for accomplishments publicly
4
10
NURTURING WORKPLACE RELATIONSHIPS
• Staying active and involved in the workplace
• Being familiar with the type of work the employees do
• Interacting in an informal way with employees on a regular basis
• Show an active interest in each employee’s viewpoint
• Believing in each employee’s potential
• Showing appreciation for good work, and giving any necessary criticism in private
• Being tactful and specific about things that need improving
RECOGNIZING EMPLOYEES
• Give recognition where deserved
• Make certain it’s sincere
• Tailor recognition to what it meaningful to that person
• Decide whether to make the compliment private or public
• Don’t overlook others’ contributions, especially if the recognition is public
12
INDIVIDUALIZING
MOTIVATION STRATEGIES
SURVIVAL NEEDS
SECURITY
SOCIAL NEEDS
SELF ESTEEM
INDEPENDENCE
SELF
ACTUAL.
5
13
THE EMPLOYEE WHO NEEDS SECURITY
• Desires stability and predictability
• Seldom initiates
• Prefers to follow
• Seldom shares
• Is often defensive
• Prefers sameness
• Over-reacts to change
• Speak to in a calm, reassuring manner.
• Explain any changes in advance.
• Stress how change will help stability.
• Give them some choices in any change.
BEHAVIOR SEEN MOTIVATORS
14
THE EMPLOYEE WHO NEEDS SOCIAL BONDING
• Wants to belong & be accepted by the team
• Good-natured, friendly
• Is well-liked, with many friends
• Rarely disagrees
• Often rambles & is indecisive when asked
• Praise frequently.
• Frequently engage in social conversation.
• Let them know they are important to the work group.
• Give them the chance to work with others.
BEHAVIOR SEEN MOTIVATORS
15
THE EMPLOYEE WHO NEEDS SELF ESTEEM
• Yearns for attention
• Monopolizes dialogue
• Boasts frequently about achievements
• Exaggerates often
• Seldom shares credit with others
• Doesn’t like feedback
• Give positive feedback
• Give opportunities to show competence
• Use constructive criticism judiciously
• Let them know their job is important
• Use titles & tokens
BEHAVIOR SEEN MOTIVATORS
6
16
THE EMPLOYEE WHO NEEDS INDEPENDENCE
• Quiet Self-confidence
• Takes their own pace
• Dislikes supervision, guidance & “control”
• Creative & inventive
• Likes to disagree
• Wants to be involved in decisions
• If possible, give them independent projects
• Empower, supervise only when necessary
• Give opportunity to have input
• Encourage education, professional growth
BEHAVIOR SEEN MOTIVATORS
17
THE EMPLOYEE WHO NEEDS SELF-ACTUALIZATION
• Respects tasks and other employees
• Is candid & open
• Has a “thirst for knowledge”
• Is attracted to “noble causes”
• Keeps advancing
• Explain “why” often
• Be candid and open
• Give opportunities for challenge
• Encourage interest in self-development
• Investigate any signs of dissatisfaction
BEHAVIOR SEEN MOTIVATORS
18
EMPOWERING EMPLOYEES
• The ultimate goal of leadership is to create more leaders
• The leader needs to foster acts of leadership through the entire system
• Empowerment is more efficient and leads to better quality
7
19
CREATING A CULTURE OF
OWNERSHIP AND INVOLVEMENT
•Make sure employees know the “why” of the job.
•Keep employees as informed as possible regarding the company operations
•Allow for some autonomy, even in difficult decisions
20
IN CREATING EMPOWERMENT
• The supervisor doesn’t give up accountability
• Places a great deal of trust in their employees, particular that they will have good judgment regarding when to utilize the supervisor
• Decides the level of empowerment that is appropriate for the employee’s skill level and job responsibilities
• Gives employees the authority to make everyday decisions
21
THE SUPERVISOR
• Offers support and guidance at an “as needed” basis• Removes barriers so people can achieve• Understands that mistakes is part of the learning process• Does have the final say in large decisions, but gathers
information from staff before making a decision
• Reviews which decisions need supervisor approval, and which can be decided by employees
• Problem-solves by asking insightful questions instead of issuing instructions
8
22
WE CAN HELP EMPLOYEES PROBLEM-SOLVE BY:
• Inviting forums for discussion and sharing of ideas and potential solutions
• Soliciting opinions and being open to new ways of adapting to changes
• Experimenting with new ways of working to better meet business goals and employee’s needs
• Allowing for mistakes in the beginning, with the understanding that decisions can be re-decided
23
• Encouraging the development of professional goals
• Coaching employees to help them determine what they need
• Helping identify the gaps in the employee’s skills or training needs
• Providing referrals for any off-the-job problems
• Providing encouragement and building self-confidence
• Identifying training opportunities
SUPERVISORS CAN ENCOURAGE EMPLOYEE DEVELOPMENT BY:
BY CONTINUING
TO DEVELOP
LEADERSHIP
SKILLS, THE
SUPERVISOR CAN
CONTINUE TO BE A
CATALYST FOR
IMPROVEMENT IN
THE COMPANY