Money can’t buy happiness, but can it influence employee motivation?

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Summary:

Research has shown that more money doesn’t necessarily make employees happier. Money does seem to influence motivation – but is that impact positive or negative? The short answer is: we aren’t quite sure. The disclaimer? Yet!

Continue reading “Money can’t buy happiness, but can it influence employee motivation?”

Where Appraisal meets Engagement…

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It’s that time of the year again! When the industry buzzword is “Appraisal” ….. at least for a few months.

For employees – commences the race to getting to the highest bonus bracket.

For managers, supervisors – dealing with the stress of negotiations, confrontations and potentially unwarranted employee pride

For HR – is the true test of their Performance Management strategy Continue reading “Where Appraisal meets Engagement…”

Candies or Charcoal: What is Santa rating your engagement skills as?

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You better watch out, you better not cry
Better not pout, I’m telling you why
Santa Claus is comin’ to town
He’s making a list and checking it twice
Gonna find out who’s naughty and nice
Santa Claus is comin’ to town

(Santa Claus Is Comin’ To Town, Lonestar)

Children around the world are told all year round that if they misbehave, On Christmas day Santa will skip the candies and give them charcoal instead.When companies carry out their annual employee engagement surveys, some managers too get their lumps of charcoal. Surveys and studies comes back with the clear message that ‘People leave managers, not companies

Continue reading “Candies or Charcoal: What is Santa rating your engagement skills as?”

Ongoing Conversations: Time to Bring Stay Interviews to the Fore

interview: /ˈɪntəvjuː/ noun
a meeting of people face to face, especially for consultation.

It is that time of the year. Annual performance appraisals are underway. The dreaded bell-curves will be created. Feedback sessions will be held with employees and then the resignations will come pouring in. And here is something that I have always found hilarious: when employees leave they are asked to attend an exit interview – or worse fill out a form – conducted by a junior employee who clearly would be just checking some boxes.

So lets see: there are multiple rounds of interviews when the employee applies to the company for a position. A single (perfunctory) round when the employee leaves. And here is ‘funny’ part – no “interviews” during her entire stint, which might run into decades! Somehow like a bad marriage the conversation just seems to dry up between the employee and her manager(s) till it really is too late.KwenchBlog_StayInterview_Banner1_

Most managers seem to be flummoxed when they get the resignation email (or instant message at times) from their team members. They seem to have no idea how the employee really felt about the work they were doing and often get upset about the resignation. Reactions range from ‘Nobody is indispensable’ to the nasty – refusing to accept the resignation, refusing to release the resource, making the exit of the employee as painful as possible citing pending projects that absolutely need to be completed.

The really smart managers avoid this situation by actively engaging their employees in a continuously ongoing conversation about their work, the organization, their engagement levels, challenges they face and everything else in between. That is, these managers conduct stay interviews regularly, get the pulse of what the employees are thinking and act on it!

First the Do-Not’s:

Do not couple with performance reviews: This is tempting and in fact many companies already do it;  but in my opinion it is not a good idea. An annual performance review in itself is an inefficient event and understandably stressful for both the employee and the manager – siince there would be a lot of ground to cover and there is bound to be differences of opinion of what did or did not happen in that time. Besides the employee is going to be focused on a single number – the rating on the bell curve and would hardly be giving honest and unbiased opinions on how they feel about work and the organization.

Do not outsource: It might be tempting to setup an online survey or tell HR to conduct the stay interviews, but that simply defeats the purpose. The primary objective of a stay interview is to determine the engagement level and immediate concerns of the team member – something that is best understood (and appreciated) by the immediate manager. Immediate supervisor(s) or someone higher up in the direct chain of command of the employee must conduct stay interviews.

Do not cherry-pick: There is no two ways about this. You have to talk to everyone in your team while doing the stay interviews. If you talk only to a select set of people – what ever be the criterion you decided, it will be perceived as discriminatory. If at this point you are wondering about how to talk to the 50 odd people reporting to you, then you have a different problem. If your span of control is more than 10, fix that first!

 

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Now the Do’s:

Do look for what “makes ‘em tick”: Talk to everyone on your team, especially the high performers and try to ascertain attributes that make them successful. If the only common thing you can find is that they are all smokers and join you in the smoker’s zone, then you might want to take a deep look inwards. Jokes apart, find out what motivates the top performers about working for the company, how do they tackle the challenges that others are not able to, etc. This information is not only helpful for you to guide the less engaged employees but also useful when deciding new hires.

The magic of engagement does depend a lot on the personality match of the employee with the organizational culture. For example if the culture is in-your-face-aggressive then hiring the most qualified introvert won’t really help.

Do use the same questions: Ask everyone you are talking to the same set of questions. Only then will you be able to determine the differences across top performers and the rest and be able to help the others engage better.

Do wrap it up quickly: Don’t extend the exercise beyond a couple of weeks at maximum. If you take a few months to get around to talking to everyone lots of things would have changed – most of which would be out of your control. The stay interviews are like a snapshot of the present and it should be done quickly enough to be a true representation of what your team is thinking.

Do close the loop: The sales professionals live by the ABC mantra – Always Be Closing. Well it applies to you too – take the feedback you receive (directly and what the collated data tells you) seriously. The zone of engagement depends on the overlap of what the organization and the employee wants, and if your insights can help increase the overlap – everyone wins! (See the figure above)

The final word: Remember, stay interviews give you an opportunity to connect with and take genuine interest in what motivates and engages your team members. If you come across as just ticking off boxes, then a golden chance would be missed. You couldn’t do much worse than having a 1-hour conversation, take notes and then do absolutely nothing.

 

 

Employee Alignment-Zone: “The Time Element”

The Architect – Precisely. As you are undoubtedly gathering, the anomaly is systemic, creating fluctuations in even the most simplistic equations.

 Neo – Choice. The problem is choice. (Matrix Reloaded, 2003)

On this blog and in quite a few conversations, I have pointed out the risks of overtly relying on cohorts or grouping of employees to formulate an employee engagement strategy. Using segments and cohorts to understand broad behavior and drivers of engagement is okay, but trying to engage the individual based only on those conclusions is not the best approach.

As ‘Neo’ puts it in the movie Matrix Reloaded , the ‘problem’ is Choice or to be more accurate, in this case – individuality. Every employee is an individual with her own priorities, preferences, fears and responsibilities.

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Work, forms an important part of an employees life – and the emphasis I place is on ‘part’ and not on ‘important’ because that aspect is the one that often gets missed out when employee engagement strategies or initiatives are designed. As an individual with family, friends, interests, hobbies, ambitions and aspirations – responsibilities at work represent just a fraction of the things that matter to the employee.

There are a bunch of things that are important to the employee (health, financial well being, spending time with family, a social life, learning new things, new experiences) and there are things are important to the organization (employee well being, profits, playing an important role in the society, innovation).

When an employee is at work, he is operating in the intersection of these two spheres – there are things that matter to him which align with what matters to the organization. When this overlap is driven by the correct factors (alignment on the larger picture, the direction the company is taking, quality of work, the work culture etc.), there is a zone of alignment that is sustaining (and empowering).

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When what matters to the organization (as perceived by the employee) starts to drift away from what matters to the employee as an individual, this overlap reduces, the zone of alignment starts to shrink and becomes unsustainable. This is when disillusionment sets in eventually leading to Disengagement if corrective measures are not taken.

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Too much of something:

The logical question that follows is what when there is perfect alignment – shouldn’t that be the ideal state? To borrow (somewhat incorrectly) from that age-old adage, “Too much of anything isn’t good for you”

A situation where an individual is completely (and only) aligned with what matters for the organization makes him dysfunctional in other things that should matter to him. If the last line reminds you of the uptight, always-on-the-edge, hard driving, ranting and screaming executive, you are bang-on.

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The other (unintended) consequence of such a situation is that individual then subsumes his discretion to what seems best for the organization. Being too focused on one aspect inevitably leads to a myopic vision of what is correct. It is the healthy balance of all aspects in ones life that helps drive a balanced approach towards challenges – both personal and at work.

A ‘super-mom’ I know uses negotiation skills learnt at work with her 1-year-old infant (works most of the time) and then takes the lessons learnt from handling the concerns of parents, her husband, siblings back to work to engage with her multi-generational team. Imagine what would happen if she tried a time-sheet driven approach with her infant or never took time out to spend time with her parents or spouse but focused only fixing “issues” at work (of which there never seems to be any dearth).

 

The Time Element:

Unlike organizations, what ‘matters’ to an individual is in a state of flux. I am not talking of value systems, or ambitions – those are (hopefully) rather fixed. I am referring to the drivers of what is a priority. Companies and Institutions have stated goals at time of creation and (usually) those drive everything they do. People on the other hand have changing preferences and changing events and these affect the overlap and consequently the alignment they have with the organization.

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If the organization stays rigid on how it interacts with the employee, then the extent of alignment is bound to change. Again an increased degree of alignment is not necessarily a good thing.

A few years ago I got chatting with a senior executive at a party. He was really good what he did, and totally disengaged. He was so efficient at what he did that the organization was reluctant to consider what his own personal aspirations were and had kept him doing the same thing for years on end. “The Gap of Disengagement” was very clear and he was looking to quit because he realized that by staying on he was damaging himself and the organization through his disengagement. I ran into him two years later in a busy airport and was surprised that he was still with the same organization in the same role. When I quizzed him, he confessed that he was still disillusioned but a personal crisis had made it impossible for him to look for other possibilities. His efficiency gave him more time at home and so he compromised his ambitions to stay on with his employer. The executive’s alignment with his employer had increased, but it was driven purely by convenience.

Smart organizations would avoid this situation by being aware of various dimensions of what drives each employee. DIY Pulse surveys are a good way; Managers who listen to their team members and do something about their concerns are even better.

A static employee engagement program is not enough neither is a “one-size-fits-all” approach. Like ‘generically designed’ antibiotics can have unexpected nasty side-effects in patients, employee engagement strategies designed for ‘masses’, ‘cohorts’ or ‘segments’ can induce the reverse effect. The pharmaceutical industry has woken up to the importance of pharmacogenomics to counter the ill effects of ‘universal-design’ for medicines – its time for HR professionals to follow suit.

Acknowledgements: 

Post title inspired by the Twilight Zone series (1958)

Impact of Role Relevance-Competence Fit on Engagement

Every hour and every day I’m learning more/The more I learn, the less I know about before/The less I know, the more I want to look around/Digging deep for clues on higher ground (Higher Ground, UB40)

In my post yesterday I talked about the ABC Drivers of Intrinsic Motivation. (Achievement, Belief and Camaraderie). A sense of achievement is something you derive by, among other things, being in the job/role that is right for you and then being very good at it.

The 2×2 grid (yes, blame it on the B-school stint) below shows how where you lie on the Role-Relevance and Role-Competency axes will determine your sense of achievement.

RRRC_Matrix_Relevance:Low, Competence:Low – Disengaged Employee: If an employee is in the third quadrant i.e he is placed in a role that he doesn’t like and also does not have the skills to perform then he is effectively being setup for failure and will be highly disengaged as he has little motivation to do a good job. If an employee finds himself in this situation then it is a failure of the organization and specially his immediate supervisors more than his own.

Relevance:Low, Competence:High – Efficient Employee: If an employee finds that he has a role that he doesn’t like but is good at then he is efficient at his job but is not engaged. He will do assigned tasks well and deliver on time, but will not be motivated to put in discretionary effort. Good managers can make a difference by listening and understanding what truly motivates their team members and finding a way to move them from Q1 to Q2 or Q3

Relevance:High, Competence:Low – Motivated Employee: When an employee is in a role or team which he wants to be in but is not trained for then he is motivated (but not competent). By providing the right training and support, employees who are in this quadrant can be easily moved into the ideal situation – into Q2.

Relevance:High, Competence:High – Engaged Employee: This is when employees are motivated to give their best to the job. They are in a role they want to be in and have the required training and competence to deliver results. When employees are in this quadrant, their sense of achievement is the maximum.

 Companies on the 2013 list of Fortune 100 Best Companies to Work for, offered 66.5 hours of training annually for salaried employees, with around 70% of those hours devoted to employees’ current roles and nearly 40% focused on growth and development.

Organizations that are not bound by rigid hierarchies and siloed org-structures have the flexibility to, better engage their employees by investing in training and having the opportunity to move them to roles they prefer. These are exactly the kind of facts that a good Employee Engagement Survey should throw up.

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It is not a coincidence that a majority of the top rated employers also have the highest investments in learning. These organizations know that investing in engaging employees with the right role and competency fit, also prevents a ‘brain-drain.’ Employees in all age-groups and roles need continuous support to expand their skills. Investing in skills and knowledge training, of employees communicates a sense of commitment by the organizations in the future of its employees and goes a long way towards fostering a sense of achievement.

The ABC drivers of Intrinsic Motivation

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Yes, ‘n’ how many years can some people exist/Before they’re allowed to be free?/Yes, ‘n’ how many times can a man turn his head/Pretending he just doesn’t see?/The answer, my friend, is blowin’ in the wind/The answer is blowin’ in the wind. (Blowing in the Wind, Bob Dylan)

When we talk about Employee Engagement, the discussion is essentially about motivation. Engagement is in fact, at some level a consequence of Motivation – a sort of end state if you may.

When I meet senior executives in organizations, a common lament is that ‘quality’ talent is so difficult to find. And if it’s a group of executives, then you can be assured a passionate discussion on a broken education system, exorbitant pay packages offered by rival companies, attraction to go abroad etc. will ensue

I usually try to bring up the topic of motivation and get them to talk about it. It works sometimes, but sadly more often than not – it gets pooh-poohed. One (very smart) executive recently told me bluntly – ‘ the very act of accepting the job offer represents motivation to work here. Why should we need to keep providing additional motivation? Nobody was motivating me with badges and games all these years!’

The lady had a point. Her conclusion was erroneous but her premise was not totally incorrect.

Accepting the job offer represents the first step in a journey with the organization (and with everything else that comes as a part of the deal – managers, peers and the organizational culture.) When the job offer is taken up, chances are you have crossed the hygiene hurdle of adequate compensation, so I am not considering that in my discussion for the moment.

The paycheck only comes around once a month, but the employee has to deal with the effect of organizational culture, his peers and his managers every single minute that he is at work (and sometimes even when he is away).

In my opinion, there are three questions every executive should try to answer honestly

  • What intrinsic motivations can this candidate have to work with me?
  • What intrinsic motivations can this candidate have to work with my team?
  • What intrinsic motivations can this candidate have to work in my organization?

Note that I ask you think about the ‘intrinsic’ motivation. Compensation, Job role, Profile, Designation, Bonus is extrinsic motivations.. Focus on understanding the intrinsic motivations.

Take a few minutes and answer the three questions before reading further. Chances are when you answer each of these questions candidly; you will already know why you are not attracting top talent.

The ABC Drivers:

From all the literature I have pored over and the people (team members, managers and leaders) I have talked to, three main drivers of intrinsic motivation stand out – and I call them the ABC drivers of Intrinsic Motivation.

A: Achievement – A sense of accomplishment is a major driver for motivation for anyone who gets up in the morning and goes to work- taking time away from family and battling traffic. Its human nature – If you don’t have a constant sense of achievement, an idea of how you are contributing to the larger ‘story’, your engagement levels crash. Then you are doing ‘something’ with no clue ‘why’ you are doing it (a very common comment I hear!). Managers and leaders who want the best out of their team have a duty to set the context, explain how the tasks are contributing to a larger whole, give constant and constructive feedback and help provide a sense of accomplishment. If any of these pieces are missing, the engagement picture will remain incomplete for the employee.

At some level, your answer to Question 1 as a Manager should address this aspect. If you are a manger who is successful in providing your team members with a sense of achievement, they will always want to work with you!

B: Belief – Employees are highly motivated when they believe that the organization enforces a level playing field. They are motivated when they know that they have the authority to take a decision to solve issues. They are motivated when they know favoritism has no role in decisions taken, when team members are not promoted for being a ‘smoking buddy’ of the manager and when the organization stands behind the employee for doing the ‘right’ thing. A belief that the organization really cares about its stated mission and its employees really does wonders for employee motivation.

This driver should appear in your answer to Question 3 on why should someone want to work for your organization.

C: Camaraderie – Would you want to go to work in an organization where secrecy rules the roost? People in such organizations are afraid to share any information or to collaborate on projects because compensation and career progression depends on information asymmetry. Favoritism, Secrecy, Coteries, Mistrust drives a general feeling of apathy among the employees and engagement levels will be abysmally low. All the bonuses in the world can’t fix this problem.

A sense of camaraderie and teamwork is critical for driving engagement. Employees look forward to work when they get to work along side peers who support and empower them to achieve organizational goals.

This driver should appear in why people would want to work in your team. What kind of team-culture do you have? Do team members support each other? As a manager, do you pave the way for your teams to leverage everyone’s strength or do you ‘divide and rule’?

 

In Conclusion: If you want to increase employee engagement in your organization, then as managers and leaders – at some point, you will need to ponder over these three questions and see how aligned you are towards enabling the ABC intrinsic drivers among employees. And note that, these are in a way the only things that you need to do, but these should underpin all your thoughts, actions and efforts – otherwise everything you do will ring hollow in the long term.