| Employee motivation can be quite a challenge. The | | | | have a big impact on motivation. |
| decision on how committed an employee will be | | | | Level 4: Growth |
| towards the organization, division or team, depends | | | | Employees want to have the belief that achievement |
| entirely on the individual. Therefore, the first step to | | | | is taking place. I might feel safe, get all the money I |
| employee motivation is to engage with each individual. | | | | want and feel part of the team. But if there are no |
| Find out what makes him/her tick. The purpose of this | | | | growth opportunities, I might think about leaving the |
| article is to know what to look for when you engage | | | | company. |
| with the individual. | | | | Level 5: Work/Life Harmony |
| Many leaders make the mistake of applying a single | | | | This term speaks for itself. Someone might have all |
| motivational strategy to all their employees. The fact | | | | the rewards that he/she wants, but he/she will burn |
| of the matter is that different things might motivate | | | | out sooner or later if they don't have the time to spend |
| different employees. So how do you find the right | | | | it on the other things they want. |
| formula for each employee? | | | | What Should You Do With These Drivers Of |
| The Loyalty Institute at Aon Consulting did extensive | | | | Employee Motivation? |
| research on employee commitment. They came up | | | | While all five levels are important, the key is to pinpoint |
| with the five drivers of employee motivation, also | | | | where the individuals and the workforce are not having |
| known as the performance pyramid. | | | | their needs met. Start by offering a safe, secure work |
| It works a lot like Marslow's Hierarchy of Needs where | | | | environment and equitable compensation and benefits |
| the first level of motivational needs first need be | | | | packages. This is the foundation. However, before you |
| satisfied, before a need arise in the next level. It wasn't | | | | launch those new and trendy benefits, engage with |
| intended that way. It just happened to work out like | | | | each individual and take a good, hard look at the |
| that. | | | | basics. The young smart upstart employee might not |
| The performance pyramid can provide some | | | | be as exited about that benefits program. His needs |
| wonderful guidance to know what to look for when | | | | might be to use that money to buy a new sport scar. |
| you engage with your employees. Let's have a look at | | | | The opposite might be true for the 40 something baby |
| the five levels and see how it can help you to find | | | | boomer. |
| ways to motivate employees. | | | | Some other pointers to keep in mind: |
| Level 1: Safety and Security | | | | - Be aware of the five levels of employee motivation |
| Along with a physical sense of well-being, there must | | | | when you engage with your employees. |
| be a psychological belief that the environment is free | | | | - Make your own assessment of what the needs of |
| of fear, intimidation or harassment. | | | | each individual are. |
| Level 2: Rewards | | | | - Engage with each individual. Explain the different |
| Yes, you knew it. Most people won't come to work | | | | levels and ask them where they find themselves on |
| tomorrow if they win a big lottery today. This is the | | | | the pyramid. What are his/her biggest needs? |
| perception that the organization attempts to satisfy the | | | | - Engage with bigger teams and eventually with the |
| employee's compensation and benefits needs. | | | | whole organization about these levels of employee |
| Level 3: Affiliation | | | | motivation. |
| This is a sense of belonging. It includes being "in the | | | | - Do something about it. If someone wants growth, |
| know" and being part of the team. This is also where | | | | give it to him or her. If they want work/life harmony, |
| a difference in personal and organizational values can | | | | make a plan. And Ditto for the rest of the drivers. |