Motivation Research Findings Playback What picture has been painted?

Intrinsic motivation – the business case in eBay Why the research? Our business is critically dependent on highly talented people We wanted to better understand what drives retention, as well as attraction and engagement, of top talent, particularly senior women – the findings were VERY INTERESTING! At root of engagement and retention lies personal motivation – how motivated are people to commit and stay to eBay? Why ‘intrinsic motivation’? Intrinsic motivation refers to motivation that comes from inside an individual rather than from any external or outside driver, such as money or grade (extrinsic motivation) The scientific evidence base and recent academic work points towards intrinsic motivation being key to unlocking greater commitment and performance within organisations. In a market where organisations are demanding that employees work harder for the same remuneration, tapping into intrinsic motivation could bring eBay’s people more control over their own personal commitment to work We wanted to test this hypothesis!

Our approach – themes and research design What ‘s been our approach? Our core thinking sprung from two key questions: What motivates employees at eBay? How well does the organisation meet these needs? We have explored root cause issues around motivation through research tools that we’ve developed with a motivation specialist from Surrey Business School. Through working with the WIN as a pilot group, we’ve also got insight into a third question: How well does the organisation meet the motivational needs and requirements of women in senior roles? What was our methodology? A holistic approach - both a quantitative and qualitative questionnaire used with a global audience.

Our approach – 6 Key Themes We looked at motivation holistically. Covering both: Extrinsic Motivation – the motivation we get from external factors, such as praise and / or doing something in exchange for a reward Intrinsic Motivation – the sense of enjoyment and fulfilment we get from pursuing an activity for its own right We asked people to consider what factors might be having an impact on their motivation at work, for example: Culture / beliefs / atmosphere Leaders Organisational design Relationships We created a framework of six themes to explore motivation, drawing on the latest motivation research: PURPOSE COMMUNITY AUTONOMY EXPERTISE & DEVELOPMENT PERSONAL SUSTAINABILITY REWARD

What does eBay understand by motivation? Demonstrated an intuitive insight into intrinsic motivation – most people attributed it to higher levels of personal engagement in what you are doing

Harnessing and developing skills and expertise What motivates people at eBay? In three words: Making a Difference These three drivers emerged as the biggest themes for what motivates eBay people. So it is fair to say that eBay people are intrinsically motivated to perform. Whilst extrinsic drivers such financial remuneration and package featured for some individuals, it did not emerge as a primary driver in ranked/open questions. Expertise & Development Purpose Harnessing and developing skills and expertise Autonomy Being part of something that makes a difference in the wider world Feeling that they have challenges and opportunities to personally add value and make an impact

What makes homo-ebayens tick? Energized by the eBay journey, mission and environment Committed and passionate about the product and customers Really wants to be able to make a personal impact and add value – as they see it Wants freedom to apply their skills and expertise to shape this themselves Wants to progress and take on new challenges Wants to be able to make all this work for them, given their own context The key question this raises: IF WE REALLY WANT TO UNLEASH, ENGAGE AND RETAIN OUR TALENT, HOW DO WE CLEAR THE WAY AND ENABLE THEM TO TRULY MAKE A PERSONAL DIFFERENCE? The research challenges us to consider that our motivational focus needs to undergo a more radical paradigm shift from extrinsic to intrinsic . By engaging our leaders, and developing our culture our around this shift in focus, we could more effectively address issues of attrition and the retention and engagement of talent.

Paying it forward – What next for the WIN? 1 Amongst the research findings there are two important areas for us to consider as a group: 2 In the absence of sufficient positive role models, how do we learn from this study, and our own experience, to make sure that WE address this as a community? We need to challenge ourselves around: the example we personally set how we connect and relate to others how we support and develop females leaders of the future how we demonstrate success How do WE individually exert greater control to manage work life balance without compromising on what’s important to us? We need to personally test rituals for creating better balance and, as a community, share our learning and successes to sustain progress and support others.