1.
Motivating & Engaging Employees
Kyle Couch
Spectrum Organizational Development

2.
Two Aspects of Human Capital
Engagement
Motivation

3.
Two Aspects of Human Capital
Motivation
Individual
Intrinsic vs. Extrinsic
Want to vs. Have to
Engagement



Community
 Connection
I Belong or I Don’t


Organizational Performance

4.
Know the Range

5.
Do you feel that your employer knows
how to motivate you?
25%
18%
Agree
Somewhat
Slightly
Not at All
16%
41%

6.
Key Motivators

7.
Motivation

Motivation is not a one-size-fits-all solution

8.
Discretionary Effort
Performance
Want to Do
Curve
Have to Do
Curve
Minimum
Requirements
Time

9.
Discretionary Effort (and a Bucket)

10.
Discretionary Effort
Perks
Irks
Monetary
Discretionary
Effort

11.
People Are Different
Trailblazers
45%
Workhorses
23%
Heavyweights
12%
Gen-Yers
11%
Explorers
9%

12.
Trailblazers

Want to make an impact on people and
leave their mark on the world in general.
Altruism, customer
orientation, inspiration, achievement, socia
l contact, identity and
purpose, learning, creativity, contribution/le
gacy and fun and enjoyment


13.
Workhorses

Are dedicated to getting the job done
and getting it done well.
Achievement, stability, financial
reward, structure and order, recognition
and appreciation, power and status.


14.
Heavyweights


Can be an unstoppable force when given
the right incentive and pushed
in the right direction.
Achievement, responsibility, active/highpressure work
environment, power,
status, and
contribution/legacy.

15.
Gen-Yers

Want to do what they love
and love what they do.
Inspiration, social contact, financial
reward, recognition and
appreciation, creativity, power, status, mob
ility, contribution/legacy and fun and
enjoyment.


16.
Explorers

Want to experience everything
the job world has to offer.
Learning, change and variety, jobhopping, creativity, independence, power,
mobility and contribution/legacy.


17.
Engagement

18.
The Reality

19.
By the Numbers
84% of highly engaged employees
believe they can …
POSITIVELY IMPACT THE QUALITY OF THEIR
ORGANIZATION’S PRODUCTS
compared with only 31% of the disengaged.

20.
By the Numbers
72% of highly engaged employees
believe they can …
POSITIVELY AFFECT CUSTOMER
SERVICE
versus 27% of the disengaged.

21.
North American Perspective

22.
Engagement’s Effect on KPI’s

23.
Worth the Effort?
When organizations successfully engage
their customers and their
employees,
they experience a
240%
boost in performance-related
business outcomes.

24.
Best In Class Approach
Strategy &
Leadership
Accountability &
Performance
Communication
& Knowledge
Learning &
Development

25.
Fostering Engagement
Being
Engaged
Being
Enabled
Feeling
Energized

26.
Fostering Engagement
Traditional Engagement
Enablement
Energy
Belief in company goals
and objectives
Freedom from obstacles
to success at work
Ability to maintain energy
at work
Emotional Connection
Availability of resources
to perform well
Supportive social
environment
Willingness to give extra
effort to support success
Ability to meet work
challenges effectively
Feelings of
enthusiasm/accomplish
ment at work

27.
Drivers of Engagement
Leadership
Organization’s
Reputation
Supervisors
Stress, Balance
& Workload
Goals &
Objectives

28.
Leadership
Is effective at growing the business
 Shows sincere interest in
employees’ well-being
 Behaves consistently with the
organization’s core values
Earns employees’ trust and confidence



29.
Stress, Balance & Workload
Manageable stress levels at work
 A healthy balance between work
and personal life
 Enough employees in the group
to do the job right
 Flexible work arrangements


30.
Goals & Objectives
The organization’s business goals
 Steps they need to take to reach those
goals
 How their job contributes to achieving
goals


31.
Supervisors
Assign tasks suited to employees’ skills
 Act in ways consistent with their words
Coach employees to improve performance
 Treat employees with respect



32.
Organization’s Reputation

Highly regarded by the general public
 Displays honesty and integrity
in business activities

33.
Maximizing Human Capital
Mastery
Membership
Meaning

34.
Mastery
Even in the most seemingly routine
areas, when people are given difficult
problems
to tackle, with appropriate
and tools and support, they can do things
faster,
smarter, and better.


35.
Membership

Community solidarity comes from allowing
the whole person to surface, which means
going beyond superficial conformity to
know what else people care about.

36.
Meaning
Clarity about how your products or
services can improve the world provides
guideposts for employees’ priorities and
decisions.
