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8090
- 1. 1 How to Motivate Gen Y (80's/ 90's) Employees 如何激励80、90后员工
- 2. 2 How would you describe Gen Y? 你会如何形容80、90后一代？
- 3. You Cannot Motivate the Employee of the 21st Century Using the Same Methods as the Industrial Revolution 你不能使用工业革命时期的激励方 式来激励21世纪的员工
- 6. The 5% of the population in China
- 7. of the UK
- 8. Your employees are a lot smarter than you think they are
- 14. According to former US Secretary of Education Richard Riley…
- 20. In the UK, 98% of 12 year-olds want “to do well at school”
- 30. It is estimated that a week‟s worth of The Times…
- 36. For students starting a three-year university degree, this means that . . .
- 37. half of what they learn in their first year of study will be outdated by the end of their studies.
- 38. 7 out of 10 teenagers have a handheld games machine
- 39. 9 out of 10 teenagers have a home computer, a mobile phone and a games console
- 40. 84% of young people play computer games at least once a fortnight
- 41. 72% of teachers never play computer games
- 45. 45 “Doing the same thing over and over again and expecting different results.” “重复做同样的事情 却期望不同的结果” Definition of Insanity 愚痴的定义
- 46. Are People Motivated by Money Only? 员工是否只会被金钱所激励？ If Not, What Else? 如果不是，那还有什么能激励销售 人员的呢？
- 47. What is Motivation? 什么是激励？ Motive + Action 动机 + 行动
- 48. Motive = (Chances of Success + Expected Payoff) - Amount of Effort 动机 = (成功概率 + 预期回报) - 所需 精力
- 49. Engaged employees are “enthused” and “in gear.” 敬业的员工“充满热情”并且“充满动力”
- 51. China has the largest % of disengaged workers 中国不敬业员工的比例最大
- 52. The Honeymooners & Hamsters 蜜月者 The Engaged 敬业的人 The Almost Engaged 比较敬业的人 The Crash & Burners 透支着 不敬业的人 17% 23% 14% 29% 18% China 中国
- 53. China: Satisfaction Drivers 中国：满意度驱动因素 Driver 驱动因素 Overall Rank 总体评分 For the Engaged 对于那些 敬业的人 For the Dis- engaged 对于那些 不敬业的 人 Career development opportunities and training 事业发展机会以及培训 1 1 1 More opportunities to do what I do best 更多的机会去做我最擅 长的事情 2 3 2 More challenging work 更多具有挑战性的工作 3 2 5
- 54. Driver 驱动因素 Overall Rank 总体评分 For the Engaged 对于那些 敬业的人 For the Dis- engaged 对于那些 不敬业的 人 Regular, specific feedback about how I„m doing 对我所做事情的表现提出有规律 的，具体的反馈 1 1 1 Development opportunities and training 创造更多机会以及培训 2 3 2 Greater clarity about what the organization needs me to do - and why 对公司/组织需要我做的事情以及 为什么有一个更加明确的/清晰的 阐述 3 2 3 China: Contribution Drivers 中国：贡献率驱动因素
- 55. China: Factors influencing plans to stay: 中国：影响留下的因素 What is the most important factor influencing your plans to stay with the organization? (Select only one.) 什么是影响你计划留在你现有公司/组织的最重要因素？ My work. I like the work that I do. 我的工作。 我喜欢我现在做的工作。 30% My career. I have significant development or advancement opportunities here. 我的事业。 我在我现在的公司/组织能够获得很明显的发展机会以及前途 24% My manager. I am committed to this person. 我的经理人。我忠实于我的经理人。 8% My organization„s mission. I believe in what we do. 我公司/组织的使命。 我相信我们所做的事情。 6% My colleagues. I have strong relationships on the job. 我的同事们。 我在工作中有很强的关系。 5% My finances. I expect a desirable salary, bonus, or stock options. 我的财务状况。 我 5% No desire for change. I am comfortable here. 没有想要改变的渴望。 我对我目前的情况感到很舒服。 8% My job conditions. I have flexible hours, a good commute, etc. 我的工作条件。我的时间很灵活等等。 9% The economy. I don„t think there are other job opportunities for me out there. 经济。我不觉得在我所在的职业领域存在着其他更好的工作机会。 4%
- 56. China: Factors influencing an impending departure 中国：影响离职的因素 My career. I don„t have opportunities to grow or advance here. 我的事业。我在现有的公司没有机会成长及获得进步 28% My desire for change. I want to try something new. 我渴望改变。我想要尝试一些新的变化。 12% My finances. I want to earn more money. 我的财务情况。 我想要赚更多的钱。 14% My job conditions. I don„t have the flexibility, commute, etc., that I need. 我的工作条件。我的工作不具备我想要的灵活性。 7% My manager. I don„t like working for him or her.我的经理人。 我不喜欢和他/她一起工作。 10% My organization„s mission. It conflicts with my personal values. 我公司/组织的使命 与我的个人价值相冲突。 3% My work. I don„t like what I do or it doesn‟t make the most of my talents. 我的工作。 我不喜欢我所做的事情或者现在的工作不能够充分发挥我的才能。 16% The economy. I think better jobs in my field are available. 经济。 我觉得在我职业领域中存在着更好的工作。 9% What is the most important factor influencing your thoughts about leaving the organization?什么是影响你离开的最重要的因素？
- 57. Effective leadership excites people to exceptional performance 有效的领导力能激发人们达到出色 的表现 Goffee & Jones
- 58. What's the biggest difference between a manager and a leader? 经理和领导最大的区别是什么？
- 59. 59 How do you measure Leadership Effectiveness? 您将如何衡量领导力的绩效？
- 60. 60 How Good Leaders can Add Value 优秀领导者是如何增加价值的 • Getting team members to go the extra mile willingly 让队员自愿地作额外的付 出（行千里而不劳者，行于无人之地也） • Inspire team members to generate more creative solutions 启发队员，使他们 能够更富有创意地解决问题 • Motivating team members to take initiative with the appropriate actions 激 励队员，使他们能够自主地采取合适的措 施与行动
- 62. 6.1 Anyone you need to excite to deliver exceptional performance 仸何你需要激发已作出卓越变现的人 •Are followers restricted to your direct reports? 你的跟随者是否尽显你的下属？ •Can your manager also be your follower? 你的上司是否能成为你的跟随者？ •Can your followers be from other parts of the organization or even outside the organization? 不同部门的人或外界的人是否也能成为你的跟随者？ Follower? 跟随者？
- 63. Followers Want Leaders to... ... 跟随者需要领导…… • Build a sense of Community 建立归属感、凝聚力 • Be Authentic 互相真诚对待 • Let them feel Significant 让对方感到重视 • Excite them 激起对方的激情与兴趣 Goffee & Jones
- 64. 64 Sun Tzu's 5 Criteria for Leadership 孙子兵法将者5律 • Intelligence and Wisdom 智 • Trust and Respect 信 • Compassion 仁 • Courage 勇 • Discipline and Control 严
- 65. 65 故合之以文，齐之以武，是谓必取 To win, use reason to unite your people, and use discipline to implement your strategies Sun Tzu
- 66. 卒未亲附而罚之则不服；不服则难用； 卒已亲附而罚不行，则不可用 All punishment and no camaderie will create dissent; All camaderie and no punishment will have poor discipline
- 67. Do You Really Want to be a Leader?你真的想当领导吗？ Why? 为什么？
- 68. 行千里而不劳者，行于无人之地也 If you can march 1,000 miles and not feel tired, you will be undefeatable
- 70. 70 What Next? 下一步该怎么做？ • What should I do more of? 我们哪方面应该多做一些？ • What should I do less of? 我们哪方面应该少做一些？ • What should I start doing? 我们该开始做什么？ • What should I stop doing? 我们该停止什么？ • What shall be my action steps now? 我的行动计划将是什么？
- 71. 71 Q&A Contact info@directions-consulting.com for more details, OR log on to: www.psycheselling.com/page4.html to get monthly updates OR http://cydj001.blogbus.com for the Chinese updates
Notes de l'éditeur
- “Engaged associates are not just committed. They are not just happy or proud. Peter – need to add something that links to the individuals goals here: They are not going to work and having fun. They go to work because it is personally rewarding. They are enthused AND “in gear,” using their talents, doing great work that has an impact on your bottom line.”敬业的员工不仅仅是忠诚，他们也不仅仅只是开心或者自豪。Peter— 需要加一些内容来联系个人目标：他们不是只是去工作和玩乐。 他们去工作是因为出于个人回报。他们充满热情并且十分具有动力，发挥他们的才能，并表现出色。
- This model describes the relationship between employees and their employers. CLICK “Your organization is working to achieve success…CLICK as defined by core values and goals. You have a strategy to get there.” CLICK “Your employees are an integral part of whether the organization is successful.”CLICK “They are on a path toward their own success, based on their personal and professional goals and work/life needs.”CLICK “Where the organization and employees intersect…along these two paths is the JOB. In this diamond, both parties need each other … you have the makings of a partnership. … and of employee engagement….CLICK “You need Maximum Contribution from your employees to achieve your goals, CLICK but people work at different levels. Not everyone is contributing fully.”CLICK“ Your employees want compensation, meaningful work, a safe work environment – I’ll call it Maximum Satisfaction. But they may not be getting as much as they want.”CLICK “Within this diamond lie all of your employees… CLICK CLICK CLICK Where do you want them to be?CLICK “….That is right. The top part of the diamond is where employees have the highest levels of contribution and satisfaction. This is full engagement.Engagement levels are not static.Individuals move around the engagement framework – you can’t assume the engaged will stay that way….
- When we analyzed the data by geographic region, we found that China actually has the greatest percentage of disengaged workers…
- Satisfaction drivers are similar as other regions – although More challenging work is in the top 3.满意度驱动因素与其他的地区相类似 — 但是更多具有挑战性的工作占据前三的位置。
- Respondents in China depart a bit from the global trend here – “more resources did not make the top 3”….Feedback, development and clarity of priorities did.来自中国的受访者与全球的总体趋势有一些不同— “更多资源并不在前三位”…反馈，机会的创造以及清楚的阐述名列前三。
- Creating career opportunities and making sure people have meaningful work would improve that even further.提供职业机会以及确保员工做有意义的工作（对员工继续在公司任职以及员工的敬业度提升）具有十分大的影响。