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MOTIVATING EMPLOYEES

Presented by: Judith GissyPCC, LICDC, NCAC II, SAP

“© 2018 Bethesda Healthcare, Inc. All rights reserved.

Copying or reproducing this document is strictly prohibited."

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TriHealth EAP is a part of the Corporate Health division of the TriHealth Healthcare

System. We provide:

• Assessment

• Referral

• Counseling

• Crisis Intervention

• Work/life services

• Management Consultation

• Workplace Training

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MOTIVATING EMPLOYEES

• Creates the impetus for employees to motivate themselves• Answers the question: “What’s in it for us?”• Good motivation strategies is action-oriented and engages

the employee’s emotions.

• Motivation translates the vision into unified action

• Motivation consists of three main elements: direction, intensity, and persistence

• The supervisor needs to be able to persuade, influence, and encourage employees towards the company’s shared goal

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• Earning Employee Trust

• Individualizing the Approach

• Empowering Employees

• Employee Recognition

MOTIVATION STRATEGIES

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EARNING EMPLOYEE TRUST

• Trust is an essential ingredient to leadership.

• The supervisor will be perceived as the attitude and beliefs they convey to others.

• The trust-building skills are those interpersonal skills that develop a relationship with the employee, but also role model integrity.

• Trust takes time to develop, and reaches different levels.

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WORKING ON TRUST SKILLS

• The leader needs to create self-awareness through being aware of reactions and cues from others, self-evaluation, and actively seeking feedback from others

• It is important to set personal goals towards change

• It is also helpful to pursuing mentors who you view as having good trust-building and leadership skills

• What is conveyed to employees is an extension of the leader’s personality

• The best way to build trust is self-improvement, i.e. having the same integrity, drive, and motivation they want to see from their employees.

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Because

you’re an authority

figure

Because

Employees

genuinely like you

Job is

improved

because of you

Employees

are happier

because of

you

Permission

Position

Production

Personal

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NURTURING WORKPLACE RELATIONSHIPS

• Staying active and involved in the workplace

• Being familiar with the type of work the employees do

• Interacting in an informal way with employees on a regular basis

• Show an active interest in each employee’s viewpoint

• Believing in each employee’s potential

• Showing appreciation for good work, and giving any necessary criticism in private

• Being tactful and specific about things that need improving

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MOTIVATION IS BASED ON THE HIERACHY OF NEEDS

SURVIVAL NEEDS

SECURITY

SOCIAL NEEDS

SELF ESTEEM

INDEPENDENCE

SELF

ACTUAL.

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THE EMPLOYEE WHO NEEDS SECURITY

• Desires stability and predictability

• Seldom initiates

• Prefers to follow

• Seldom shares

• Is often defensive

• Prefers sameness

• Over-reacts to change

• Speak to in a calm, reassuring manner.

• Explain any changes in advance.

• Stress how change will help stability.

• Give them some choices in any change.

BEHAVIOR SEEN MOTIVATORS

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THE EMPLOYEE WHO NEEDS SOCIAL BONDING

• Wants to belong & be accepted by the team

• Good-natured, friendly

• Is well-liked, with many friends

• Rarely disagrees

• Often rambles & is indecisive when asked

• Praise frequently.

• Frequently engage in social conversation.

• Let them know they are important to the work group.

• Give them the chance to work with others.

BEHAVIOR SEEN MOTIVATORS

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THE EMPLOYEE WHO NEEDS SELF ESTEEM

• Yearns for attention

• Monopolizes dialogue

• Boasts frequently about achievements

• Exaggerates often

• Seldom shares credit with others

• Doesn’t like feedback

• Give positive feedback

• Give opportunities to show competence

• Use constructive criticism judiciously

• Let them know their job is important

• Use titles & tokens

BEHAVIOR SEEN MOTIVATORS

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THE EMPLOYEE WHO NEEDS INDEPENDENCE

• Quiet Self-confidence

• Takes their own pace

• Dislikes supervision, guidance & “control”

• Creative & inventive

• Likes to disagree

• Wants to be involved in decisions

• If possible, give them independent projects

• Empower, supervise only when necessary

• Give opportunity to have input

• Encourage education, professional growth

BEHAVIOR SEEN MOTIVATORS

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THE EMPLOYEE WHO NEEDS SELF-ACTUALIZATION

• Respects tasks and other employees

• Is candid & open

• Has a “thirst for knowledge”

• Is attracted to “noble causes”

• Keeps advancing

• Explain “why” often

• Be candid and open

• Give opportunities for challenge

• Encourage interest in self-development

• Investigate any signs of dissatisfaction

BEHAVIOR SEEN MOTIVATORS

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CREATING A CULTURE OF

OWNERSHIP AND INVOLVEMENT

•Make sure employees know the “why” of the job.•Keep employees as informed as possible regarding the company operations

•Allow for some autonomy, even in difficult decisions

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EMPOWERING EMPLOYEES

• The ultimate goal of leadership is to create more leaders

• The leader needs to foster acts of leadership through the entire system

• Empowerment is more efficient and leads to better quality

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IN CREATING EMPOWERMENT

• The supervisor doesn’t give up accountability

• Places a great deal of trust in their employees, particular that they will have good judgment regarding when to utilize the supervisor

• Decides the level of empowerment that is appropriate for the employee’s skill level and job responsibilities

• Gives employees the authority to make everyday decisions

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THE SUPERVISOR

• Offers support and guidance at an “as needed” basis• Removes barriers so people can achieve• Understands that mistakes is part of the learning process• Does have the final say in large decisions, but gathers

information from staff before making a decision

• Reviews which decisions need supervisor approval, and which can be decided by employees

• Problem-solves by asking insightful questions instead of issuing instructions

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Show a

genuine

interest in

them.

Give

them

regular

feedback.

Encourage

each

employee

to grow &

develop.

Solicit

problem-

solving

rather than

giving

answers

Reward

employees

based on

how they

perform.

Convey

positive

expectations

to them.

Give them

meaningfu

l and

challengin

g tasks.

Delegate

whenever

it is

possible.

HOW TO DEVELOP EMPLOYEES

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SUPPORTING EMPLOYEE GROWTH

• Helping identify skills gaps or training needs

• Providing referrals for any off-the-job problems

• Encouraging the development of professional goals

• Providing encouragement and building self-confidence

• Supporting people in their professional development

• Identifying training opportunities

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GIVING POSITIVE RECOGNITION

• The best advice about giving positive feedback is to do it.

• Most feedback should be regular, informal comments.

• Take advantage of “teachable moments.”

• Make certain the message is clear.

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“You’re right

about that.”

“I know

you’d know

the answer to

this one.”

“You should

know better

than that.”

“What do you

think would

help?”

“This job

takes real

skill. Just let

me handle it.”“I’m glad you

brought that

to my

attention.”

“That’s a great

question

“I know I can

always count

on you.”

“If you would

just listen to

me for once.”

“I don’t think

you’re ready

to handle this

right now.”

“I think you’d

have more

pride in your

work.”

“You can’t be

serious.”

ESTEEM BUILDERS ESTEEM BUSTERS

RECOGNIZING EMPLOYEES

• Give recognition where deserved

• Make certain it’s sincere

• Tailor recognition to what it meaningful to that person

• Decide whether to make the compliment private or public

• Don’t overlook others’ contributions, especially if the recognition is public

BY CONTINUING

TO DEVELOP LEADERSHIP SKILLS, THE

SUPERVISOR CAN CONTINUE TO BE A

CATALYST FOR

IMPROVEMENT IN THE COMPANY