1. PUBLIC WORKS INSTITUTE MODULE IV EMPLOYEE RELATIONS MOTIVATING THE WORKFORCE Shawn D. Graff 1

2. Public Works Institute Discussion Outline Introduction Employee engagement Understanding your employees Barriers/Motivating factors Your role as a manager 2

3. Reality??? 3

4. The Goal We want our employees to: o Come to work ready and engaged o Work hard and earn their wage o Strive to provide excellent customer service o Be a part of the team o Be creative and feel empowered o Feel their work has a sense of purpose o Act as the experts in their field o Learn, grow, move up 4

5. Definitions Engaged – your good employees, peak performers, experts Not Engaged – do only what is asked, eight and skate Actively Disengaged – not just disconnected, but committed to failure. 5

6. Employees are bored 6

7. Engagement by Job Title 7 Source: Gallop Survey

8. Engagement by Generation 8 Source: http://wallstcheatesheet.com

9. Leaders and Managers The Gallop Poll finds that 10% of the population has a high level of talent for managing others 18% of current managers are a part of this group 8 out of 10 managers do not have a high skill level to motivate employees 9

10. The Generations Traditionalists – (1925-1945) ◦ Loyal ◦ Career goal is to build a lifetime career with company and leave a legacy ◦ They communicate through personal contact or formal letter ◦ Do not like change ◦ Respect authority ◦ Self worth is a motivator 10 Source: United Nations Joint Staff Pension Fund

11. The Generations Baby Boomers – (1946-1964) ◦ Live to work ◦ Build a perfect career ◦ Team oriented ◦ They communicate by telephone or in person ◦ Does not handle negative feedback well ◦ Do not respect titles ◦ Salary / Title is a motivator 11 Source: United Nations Joint Staff Pension Fund

12. The Generations Generation X– (1965-1980) ◦ Job Security ◦ Goal oriented ◦ Self reliant ◦ Build a transferable career and accomplish a variety of skills ◦ They communicate by email ◦ Does not need feedback ◦ Freedom is a motivator 12 Source : United Nations Joint Staff Pension Fund

13. The Generations Generation Y/Z– (1981-present) o Need Personal relationships o Build parallel careers, have several jobs at one time o They communicate by email/text o Needs constant feedback o Meaningful work / Personal life o Need flexibility o Tech savvy 13 Source: United Nations Joint Staff Pension Fund

14. Maslow’s Hierarchy of Needs Abraham Maslow’s 1943 paper A Theory of Human Motivation is one of the most widely discussed theories of motivation. The theory can be summarized as follows: Human beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not. Since needs are many, they are arranged in order of importance, from the basic to the complex. The person advances to the next level of needs only after the lower level need is at least minimally satisfied. The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show 14

15. Maslow’s Hierarchy of Needs 15

16. 16

17. Maslow’s 2015 Update 17

18. Leadership articulates a clear vision to all employees Communication is encouraged and influences company’s vision Direct managers have healthy relationships with employees Senior leadership demonstrate employees have an impact on their work environment Managers show employees they are valued 18 What drives employee engagement

19. What is the Problem Why is the task not getting done? oIoIs it a motivation problem? o“o“I don’t want to do it” o“o“I don’t like to do it” oIoIs it an ability problem? o“o“ I can’t do it” o“o“ I don’t know how to do it” 19

20. Barriers or Motivators Pay and Benefits Work Policies Supervisor Job Security Working Conditions Status Relationships with co-workers 20 Recognition Achievement Responsibility Promotion Growth Content of the work

21. Unwilling Participants Not all of your employees will be on board “Not just disconnected, but committed to failure” o Don’t waste too much energy on chronic complainers o Layout your expectations o Demand accountability o Weed out the employees that cause problems o Doing nothing can lower morale of your good employees o Addition by subtraction 21

22. What Role Do You Play Manager/Supervisor (tasks) a person who conducts business a person who directs a team to have control of something, such as a business, department Command, direct, control, oversee a person who exercises control or authority; specifically: one who directs or supervises workers 22 Servant/Leader (people) to be worthy of reliance or trust to give the service and respect due to comply with the commands or demands to furnish or supply with something needed or desired to answer the needs of to contribute or conduce to provide services that benefit or help

23. Play on Their Strengths Match the work to showcase their talents Assign work that they like to do Make the work interesting Encourage their opinions and ideas Empower them 23

24. Play on Their Strengths Find out what they are passionate about Challenge employees Stretch them beyond current position Encourage them Recognize accomplishments and effort Let them know what you know 24

25. Communication Have I made my expectations clear? Are my expectations reasonable and fair? Why do I think so? Have my employees received adequate training? Do they understand why it is important to do the job correctly? Do I hold them accountable for their performance? Are there appropriate and consistent consequences for non- performers? Do I recognize and reward positive behavior? Have I empowered them and removed barriers to be successful? 25

26. Class Exercise Five volunteers Plan a birthday party for Larry ◦ Theme ◦ Guests ◦ Food ◦ Entertainment ◦ Location 26

27. Questions? Shawn D. Graff City of Lee’s Summit, MO Shawn.graff@cityofls.net (816) 969-1871 27