| An employer is capable of setting the mood of the | | | | expectations are will help them to approach their work |
| staff from the moment they step through the door. | | | | with a clear guideline. If there are no misunderstandings |
| If the employer arrives at the workplace looking and | | | | from the outset then there is a good chance the work |
| feeling as though the whole world is on his/her | | | | will be of good quality and finished on time. |
| shoulders then inevitably, this will project itself on the | | | | From an employer's point of view it's important to |
| staff and create the mood for the rest of the day. | | | | know the capabilities of your staff. In order to motivate |
| Motivation starts at the top and is the responsibility of | | | | you have to be able to assess what each person is |
| the manager, employer, leader or whoever is in charge. | | | | capable of and then stretch them as far as possible. |
| In this respect your body language is the first thing to | | | | Before you start applying motivation techniques, make |
| use in motivating your staff. Remember...countenance | | | | sure you have the right approach to any given task. |
| is very important! | | | | Demonstrate your own commitment to the |
| It's important also to discuss what is required with an | | | | development of the Company. After all no-one is going |
| employee so they know what is expected of them. A | | | | to want to give their all, if they feel the person in |
| few words of encouragement can work wonders, but | | | | charge is just sitting back doing very little. |
| also making them feel part of a team is essential. | | | | Remember staff must always feel they are part of a |
| If they're doing a good job, tell them so and remember | | | | team. You are the leader and must lead by example. If |
| to say "please" and "thank you". It's surprising how | | | | you project the fact that you're interested in them, that |
| much these simple words can engender respect and | | | | you like them, you will get the best out of them. |
| motivate someone. | | | | Always be strong but fair, and face any problems with |
| Give staff who show sufficient ambition the | | | | calmness and understanding. Nothing is ever achieved |
| opportunity of advancement by offering training in | | | | by shouting or arguing, but appreciation and opportunity |
| other areas of the company. The chance to earn | | | | in a workplace can motivate people into giving of their |
| more money or an increase in their present salary for | | | | best. |
| work well done is always an incentive. | | | | Rewarding staff is often motivation enough. Rewards |
| Gift vouchers are another incentive that can be | | | | do not have to cost a lot of money. Staff could be |
| offered. A project that has been completed on time | | | | rewarded by being given an extra day off, or their |
| and to the customer's satisfaction can be rewarded | | | | picture displayed in a hall of fame of high achievers. |
| with vouchers or an electronic reward card. | | | | The bottom line is that motivated and well rewarded |
| People like to know what is expected from them. | | | | staff go on to achieve greater things for the company |
| Clearly outlining a project and stating what your | | | | and that in turn leads to greater profits. |