1. 4/00/31511251 © 2000 Business & Legal Reports, Inc. BLR’s Human Resources Training Presentations Winning Techniques for Motivating Employees

2. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Goals Recognize that motivators vary from person to person Find out what motivates your employees Employ an effective arsenal of motivational techniques to achieve peak performance from your workers Encourage employees to reach their highest potential

3. 4/00/31511251 © 2000 Business & Legal Reports, Inc. What Motivational Techniques Can Do for You Develop skilled, productive workers Encourage high-quality performance Create an effective team Help employees find greater job satisfaction Assist workers with personal growth Prepare employees for advancement Prepare your department to meet future needs

4. 4/00/31511251 © 2000 Business & Legal Reports, Inc. What Motivates Your Employees? All employees need motivation Money isn’t the only motivator Motivators vary from person to person Motivators must be tailored to meet each employee’s needs and goals

5. 4/00/31511251 © 2000 Business & Legal Reports, Inc. What Employees Want from Their Jobs Good supervision Clear goals Accurate and timely feedback Interesting work Challenges Responsibility Recognition Respect

6. 4/00/31511251 © 2000 Business & Legal Reports, Inc. What Employees Want from Their Jobs (cont.) To be informed To be listened to To be treated fairly To be given oppor- tunities for growth and advancement To have control over their own work To participate in decision-making To be a member of an efficient team

7. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Motivation Begins with Leadership Vision Direction Commitment Accessibility Trust

8. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Expectations, Goals, and Standards Maintain high expectations Set reasonable goals Establish consistent standards

9. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Involvement Participation Delegation Ownership Information

10. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Challenge Make work more interesting Expose employees to new experiences Involve workers in problem-solving Match the challenge to the worker

11. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Belonging Team building Peer pressure Support and cooperation

12. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Respect Make people feel important Treat employees as the professionals they are Get to know employees as individuals Show respect and appreciation for their work

13. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Recognition Positive feedback Public praise Money Other rewards

14. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Personal Growth and Opportunity Give employees a chance to learn new skills Encourage workers to broaden their experiences Create opportunities Prepare employees for advancement

15. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Training On the job Advanced skills Cross-training Seminars Further education

16. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Coaching Interact on a one-to-one basis Set goals together Encourage employees with positive feedback Review progress Set new goals

17. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Performance Reviews Mutual feedback Goals and expectations Problem resolution Advice and assistance Documentation

18. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Discipline Use discipline as a last resort Place the responsibility on the employee Combine discipline with positive motivators

19. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Goals Recognize that motivators vary from person to person Find out what motivates your employees Employ an effective arsenal of motivational techniques to achieve peak performance from your team Encourage employees to reach their highest potential

20. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Summary All employees need motivation to perform up to their potential Motivated employees are more productive, more cooperative, and more satisfied with their jobs A well-motivated work- force is better prepared to meet future needs Employing a combination of motivational techniques is the most effective way to stimulate quality performance Successful motivation depends on strong leadership

21. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Case Study The employee in question is bright and learns quickly. He has proven himself capable of doing the job well, but his productivity is low, he makes frequent mistakes, and shows little interest in his work. In addition, he tends to keep to himself and contributes as little as possible to the group. He says nothing at meetings and neither asks for help from anybody nor offers any to his co-workers.

22. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Case Study (cont.) When his supervisor talks to him about his performance, the employee has no comment other than to apologize and promise to do better. The supervisor has conducted a performance review with the employee, set goals for him, made sure he has had all the required training, spoken to him on numerous occasions about his poor performance, and even passed the employee over for a raise as a negative inducement to improve performance. Nothing has worked, and the supervisor is now considering terminating this employee.

23. 4/00/31511251 © 2000 Business & Legal Reports, Inc. Case Study Analysis Talk to the employee about the problem Set clear expectations Monitor performance and give positive feedback Make time for coaching sessions Provide challenges Involve the employee in the group effort