| The term "employee motivation techniques" is in my | | | | (3) Consistency - in all aspects of the way in which |
| view a little misleading as it implies a tactical "quick fix" | | | | you lead the change; manage the delivery; handle the |
| approach. Whereas to achieve a peak performance | | | | communication; and ensure the realisation of the |
| from your people and in so doing, to create a genuine | | | | benefits. |
| source of competitive advantage demands a strategic | | | | (4) Capability - constant attention to the management |
| approach that embraces leadership style, corporate | | | | of the projects and initiatives that are delivering the |
| cultures and the supporting business and management | | | | capabilities into your organisation that will deliver the |
| processes. | | | | benefits. |
| At root this is all about the emotional dimension - | | | | Jon R. Katzenbach is the Senior Partner of |
| specifically the emotional commitment of your | | | | Katzenbach Partners LLC, a consulting firm in New |
| employees and achieving an alignment and maintaining | | | | York City that specializes in leadership, team, and |
| the balance between corporate performance and | | | | workforce performance. In his book " Peak |
| individual employee fulfilment. | | | | Performance: Aligning the Hearts and Minds of Your |
| In practise this means establishing what is important to | | | | Employees" Katzenbach examined the leaders of |
| your people, communicating to them what is important | | | | some of America's most successful corporations and |
| to you and the organisation, and finding ways of | | | | found distinct patterns to their employee motivation |
| meeting both their and your goals. This is what lies at | | | | techniques and thus employee performance that |
| the heart of employee motivation techniques. | | | | differentiated them from their competition. |
| There are 4 factors that underpin all this in a change | | | | Findings showed: |
| management context: | | | | (1) A strong belief in the worth and value of each |
| (1) Clarity in all areas- especially of the business need | | | | employee |
| for the change, of the specifics of the change, the | | | | (2) An engagement with their employees that was |
| benefits of the change, and most importantly the | | | | emotional as well as rational. |
| impacts of the change. Also, at an individual level | | | | (3) They got the balance right between worker |
| ensuring that people know precisely what is expected | | | | fulfilment and enterprise performance. |
| of them - i.e. you translate the vision into actionable | | | | Overall what he found was that each company had |
| steps. | | | | what he calls a "workforce value proposition" that |
| (2) Communication - constant communication; two-way | | | | makes clear is expected of employees and what they |
| communication; communication that explains clearly | | | | get in return - and this transcended monetary awards |
| what is happening or not happening and why, that | | | | with an emotionally committed workforce. |
| listens actively and demonstrates to people that you | | | | The key to effective employee motivation techniques |
| have thought through the impacts of the change on | | | | and how and lead them through change, really is to be |
| them, and that you are prepared to work with them to | | | | found by engaging with the people at the coal-face in |
| achieve their buy-in and commitment to the change. | | | | your organisation. |