With tougher projects, stringent guidelines and shorter deadlines, complexities at work are increasing by the day. Motivating employees to stay ahead and on top of their work is, therefore, more difficult now. And, to remedy the situation, there cannot be a ‘one size fits all’ stimulating programme. However, the ‘carrot’, in its modern tangible and often more intangible avatars, is still a prized motivator. Small wonder then, that while the CEOs are chasing bigger turnovers and profits, their HR managers are thinking of innovative means by which to keep the often over-stretched staff productive and ticking. Motivation is the fuel that powers performance. It also keeps employees glued to the organisation. A demotivated employee is like a termite, idly eating into the resources of the Company; in contrast, a motivated employee contributes to the growth of the Company.
Itís not always about money
The popular perception that money makes the mare go (or the world go round) is only figuratively true. Although wage hikes and promotions can be sure-shot ways to motivate more then a few, these are mainly ‘hygiene’ factors (in HR parlance) – meaning, that these incentives are missed when they are not there but are otherwise taken for granted. Transparent work policies, appreciation from peers, respect from seniors and the presence of senior managers acting as role models are often more important contributors to a highly motivated work force. Motivation cascades wonderfully from the top. That’s why it is important to hire competent and qualified leaders, who can motivate their subordinates on a regular, on-going basis. A charged-up environment created by senior managers can in fact be infectiously motivating for the junior members of the team.
Challenges at work
Experts contend that employees are more excited, happy and satisfied if they can explore challenging opportunities at work. It is important to engage people in exciting assignments and projects. I personally feel, and have experienced for years while in the corporate world, that an ‘early opportunities’ scheme serves precisely this aim – it spots and puts young, energetic high performers on a fast-track growth path. These ‘special’ employees will not wait (rightfully) for years for opportunities to fall into their laps.
Close to reality
Motivating is a long and continuous process. We take feedback regularly from our employees about their quality of work, the organisational culture, our HR policies and their work challenges. It is not about resolving issues but developing and managing long-term relationships. The organisation must strive to meet everybody’s aspirations. That should lead to employees wanting to stay in…with maybe just a few opting (or being opted) out.
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