At 10Eighty we think it’s important to be practical and realistic in our thinking around motivation and engagement. The performance review process, in truth, isn’t doing the job – and hasn’t for some time. There needs to be a more employee-centred approach.
We talk about motivation a lot and know that motivation goes well beyond what we pay people. We often talk about ‘you need to know your team’ but it’s plain that if that process doesn’t feel authentic for staff then that constitutes a major stumbling block right from the start! You need a meaningful connection with employees.
Why are values so important? What on paper looks like the perfect job, may not be such a good fit in any real sense. If the values of the organisation don’t resonate with your personal values then the likelihood of success and job satisfaction are compromised, not because you don’t have the skills or motivation, but because values are not aligned.
Workplace values drive the attitudes and behaviours that make a team member effective or otherwise. Effective organisations seek to attract people who share their key values and the best people look, not just for a job, but for a work environment with values and culture that align with their own.
It’s not a ‘soft’ HR fad. Engaged employees demonstrate higher levels of performance, commitment, and loyalty. Watson Wyatt studies show that an organisation with highly engaged employees typically achieves a financial performance four times greater than a company with poor employee attitudes.
The relationship between employee and manager directly affects engagement levels. If you want effective and productive employees you need a culture based on trust, shared values and open communication. Use the connected conversation to focus on the employee as a means to build their engagement and optimise their potential. Employees who feel valued and understood by their employer are more likely to perform well and to demonstrate loyalty.
Engagement and motivation are increasingly important because we have high levels of employment and serious skill shortages in some sectors. Disruptive technologies, labour market flexibility, globalisation and increased mobility have serious implications for talent managers. The competition for the best candidates isn’t going away anytime soon. A recent survey showed that 67 per cent of HR leaders believe the war for talent will be one of the most pressing issues for their workplace in the near future.1
The challenges we face in terms of recruitment, training and development, employee motivation, and many other aspects of HR, mean we need to be proactive in order to attract and retain talent for competitive advantage.
Employers must focus on their employment brand in order to secure top talent – employees want authentic connection with their organisation and managers. The CIPD reported in June that almost half (47 per cent) of Brits have rejected a job offer, with 41 per cent doing so because they felt the company culture was not right for them.
Making a real connection with your workers, building a realistic picture of their values, drivers and aspirations is the starting point for building real engagement in the workforce.
1HR2020 report, Navigating the future, Eversheds Sutherland with Winmark, 2017