Workforce Management – are you a “legacy motivator”?
Monday 12 July 2010
Human resource is any high street or shopping centre’s most valuable asset and seems to me to be consistently undervalued. By nurturing and developing it, it can become a valuable asset and competitive differentiator.
Highly motivated staff perform well, enjoy their jobs, and go the extra mile for you and stick around. But what actually motivates them?
How important is money?
Daniel Pink, the Washington-based author of Drive: The Surprising Truth About What Motivates Us says “You have to pay people enough money, if you don’t it is a demotivator. But once you pay them enough – the market rate or slightly above – each extra unit of pay has very little effect.” Bonuses have “short term euphoric effect” but do little to impact on the bottom line particularly when they become the norm.
What really motivates people?
I believe that the key is to let people get on with their jobs. “Good managers give people compasses, not maps. Give them a level of discretion and they’ll make discretionary effort for you” says Phil Merrell, a director of the human resources consultancy Penna. Being listened to and creating a sense of belonging and purpose also motivates which is why people should feel like they’re making a contribution to something important.
How does motivation differ in the high street and shopping centre environment?
Motivating assembly line work (like making widgets) is different to motivating people whose job it is to serve people. Schemes that allow staff to spend a bit of their work time pursuing projects that interest them become hugely motivating (Google allows it’s staff 20%), but most businesses find this difficult. A lot of mechanisms inside “legacy” organisations are about ensuring compliance but what I believe we need isn’t compliance, it’s engagement. Freeing people up to become engaged in their own way will make them happier and more productive.
What about my role as a manager?
It is worth remembering that the number one reason people cite for leaving their jobs is their boss. As well as being understanding, I believe you should take a genuine interest in staff. As a boss, you’ve got to give some of yourself back.
Feel free to comment.
Mike.
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