Candies or Charcoal: What is Santa rating your engagement skills as?

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You better watch out, you better not cry
Better not pout, I’m telling you why
Santa Claus is comin’ to town
He’s making a list and checking it twice
Gonna find out who’s naughty and nice
Santa Claus is comin’ to town

(Santa Claus Is Comin’ To Town, Lonestar)

Children around the world are told all year round that if they misbehave, On Christmas day Santa will skip the candies and give them charcoal instead.When companies carry out their annual employee engagement surveys, some managers too get their lumps of charcoal. Surveys and studies comes back with the clear message that ‘People leave managers, not companies

Continue reading “Candies or Charcoal: What is Santa rating your engagement skills as?”

4 smart ways to engage with Millennials in India

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The psyche, work ethic and life choices of millennials are dissected and discussed continually by everyone from opinion columnists to psychologists to economists.

The millennial generation, whose members, born from 1980 to 2000, grew up during an unparalleled digital revolution, has a unique position in history, coming of age simultaneously with the rise of the internet, social media and all the other huge technological and communication advances we’ve seen in the past few decades.

These advances brought with them globalization, drawing the world in closer contact, and opening up new lifestyle and employment possibilities unimaginable just years before.

Because millennials grew up in an age of such progress and possibility, there is a lot of talk about how to engage them in the workforce.

By 2020, millennials are projected to make up 50 percent of the global workforce, and a whopping 75 percent by 2025.

In India for example, a country of over one billion, nearly 65 percent of the population will be of working age by 2026. This striking number of individuals will not only drive India’s progress, but also supply human capital around the world.

Companies around the globe are aiming to provide the kind of work environments that attract and motivate millennials.

Of course, not all millennials can be painted with the same brush; culture plays a huge role in motivational factors and personality.

In that case, what are some key motivators for Indian millennials?

Titles and avenues for progression

Millennials in India are ambitious and conscious of titles. Providing an organizational structure with designated roles and the opportunity for upward movement is key.

Mentor programs

Mentors make millennials feel valued and looked after by an organization. Effective mentor programs show fresh employees there is a path to promotion, and give them guidance for continued success along the way.

Skill development

Millennials have grown up in a society that is constantly reminding them of the need to stay relevant. Many do not want to stay in one role, or even one place, for too long. Offering training programs and skill development courses which allow them to multi-task and fulfill a variety of roles over time will keep them engaged.

Feedback and recognition

Communication with management is vital for millennials. They want to feel challenged and recognized, in order to feel they are an integral part of the organization, and that they are making a positive difference within the company. Give constructive criticism when improvement is needed, but make sure to equally dole out praise for a job well done.

Millennials, with all their quirks, are here to stay in a big way.

Therefore, it’s imperative to harness their collective power, understand what makes them tick, and motivate them for maximum productivity, on their terms.

Here is Sanjay Behl, CEO Raymond with his thoughts in the BusinessWorld Kwench HR Masterclass on how to engage the Millennials.

Do leave your thoughts and comments in the section below. I would love to hear your opinions on the topic.

Related Posts:

Engaging Gen-Y: The ‘Millennial’ Challenge (Part 1 – the Hero Generation)

Engaging Gen-Y: The ‘Millennial’ Challenge (Part 2 – The chasm)

Engaging Gen-Y: The ‘Millennial’ Challenge (Part 3 – The strategies)

10 Ways to Truly Appreciate Your Employees

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The first Friday of March is Employee Appreciation Day!

Great! But I have always wondered why we need to have ‘Day’s’ to do what you should be anyway be doing every single day of the year? And how is it supposed to work if you are a crabby boss all year round and host a team lunch on this one day?

Well frankly it won’t. But don’t despair: all is not lost!  Continue reading “10 Ways to Truly Appreciate Your Employees”

The one BIG idea for Employee Engagement in 2016!

Looking for one transformational idea for Employee Engagement in 2016? kfit: the Employee Health and Wellness platform from Kwench might be just what you are looking for!

I have always dreaded the last week of December. Christmas and New Year get-together and cake eating binges aside, there is always the dreaded mental review of another year gone by.

Ever since I landed up on the wrong side of 30, “Loose Weight” and “Exercise Regularly” have been on top or near top of my New Year Resolutions list and are always the items with a red cross against them in my year-end review. And somewhere along the year I would have inevitably invested in exercise gear that cost way more than I could afford, gym memberships that cost even more than the above mentioned exercise gear, and last year even a high-end water-proof watch – you know, for when I do the 25 laps in the pool. Several consecutive years of this pattern, and tens of thousands of Rupees later – I was fed up.

So I did what was seemed most obvious thing to do – I headed to the café and discussed my problem with others! (With a large latte and a chocolate donut on the side). Now what is interesting is that the story seemed to be pretty common across people I talked to. With all the stresses of just barely balancing daily work and family life, exercise and diet more often than not takes a back seat. Even drinking adequate amounts of water can be a challenge and the sugar in all the cups of coffee reflects pretty quickly on the waistline – if not worse! My colleagues at Kwench pretty much confirmed the challenges and so did a lot of our friends, family and even clients to whom we posed the question.

There is no doubt about it. The more we asked around the more it seemed that India Inc. has a serious health problem. We dug around for some data and this is what we found.

 

Employee_Health_Stats_

 

Scared?

Well that’s just one part of the problem. You see from an organizational perspective, there is a lot at stake when the wellbeing of its workforce is not quite up to the mark. Loss of productivity due to more sick days, absenteeism and worse presenteeism.

If there is so much at stake for both the employee and the employer, why don’t Workplace Wellness programs work? Research on enterprise wellness programs by Guidespark reveals the top reasons why these programs don’t achieve the required results. While ~70% of employees feel that wellness is important, less than 10% actually take full advantage of such programs. Employees don’t participate or the end results are not as expected because they are too busy with work, the programs don’t suit their lifestyle or that they are not fully aware of what is on offer. Almost half of them felt that their biggest wellness challenge was insufficient activity followed by stress and poor nutrition.

Clearly any wellness initiative that hopes to succeed in the workplace must have a solution to all if not most of these issues.

One of the really cool things of working at Kwench is that problems are not left unattended for too long. Anything that touches on Employee Engagement obviously piques our interest. And if we think we can use technology to fix that problem them it excites us to no end.

We took the problem, pondered over it, did our homework, drew the sketches, put the engineers and designers into one big room to do their magic and created kfit – a comprehensive employee health and wellness platform that leverages the magic of social, gamification and mobility to help companies raise the health quotient of their workforce. kfit uses micro interventions coupled with technology to bring about positive and long lasting behavioral change.

Excited? We sure hope so, because we are very excited about the possibilities this platform holds in transforming the health and wellness landscape of Corporate India.

If you are looking for one BIG idea for your Employee Engagement program for 2016, then look no further.

If you want us to get in touch and explain more about how kfit can help transform your company’s wellness, please send us an enquiry.

If you want to know more, here is a quick guide to why this is the one BIG Idea, that you can download and it is titled (Surprise, Surprise): The One BIG Idea for Employee Engagement in 2016!

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Oh and I am glad to say this year I won’t be putting a cross against “Loose Weight” and “Exercise Regularly” on my resolution list from Jan ’15.

2016 promises to be a whole new year – in more ways than one! Join us in changing the world – one step at a time!

PS: Reminder – Get in touch with us and we will be glad to talk about Employee Engagement Ideas for 2016!

 

Ongoing Conversations: Time to Bring Stay Interviews to the Fore

interview: /ˈɪntəvjuː/ noun
a meeting of people face to face, especially for consultation.

It is that time of the year. Annual performance appraisals are underway. The dreaded bell-curves will be created. Feedback sessions will be held with employees and then the resignations will come pouring in. And here is something that I have always found hilarious: when employees leave they are asked to attend an exit interview – or worse fill out a form – conducted by a junior employee who clearly would be just checking some boxes.

So lets see: there are multiple rounds of interviews when the employee applies to the company for a position. A single (perfunctory) round when the employee leaves. And here is ‘funny’ part – no “interviews” during her entire stint, which might run into decades! Somehow like a bad marriage the conversation just seems to dry up between the employee and her manager(s) till it really is too late.KwenchBlog_StayInterview_Banner1_

Most managers seem to be flummoxed when they get the resignation email (or instant message at times) from their team members. They seem to have no idea how the employee really felt about the work they were doing and often get upset about the resignation. Reactions range from ‘Nobody is indispensable’ to the nasty – refusing to accept the resignation, refusing to release the resource, making the exit of the employee as painful as possible citing pending projects that absolutely need to be completed.

The really smart managers avoid this situation by actively engaging their employees in a continuously ongoing conversation about their work, the organization, their engagement levels, challenges they face and everything else in between. That is, these managers conduct stay interviews regularly, get the pulse of what the employees are thinking and act on it!

First the Do-Not’s:

Do not couple with performance reviews: This is tempting and in fact many companies already do it;  but in my opinion it is not a good idea. An annual performance review in itself is an inefficient event and understandably stressful for both the employee and the manager – siince there would be a lot of ground to cover and there is bound to be differences of opinion of what did or did not happen in that time. Besides the employee is going to be focused on a single number – the rating on the bell curve and would hardly be giving honest and unbiased opinions on how they feel about work and the organization.

Do not outsource: It might be tempting to setup an online survey or tell HR to conduct the stay interviews, but that simply defeats the purpose. The primary objective of a stay interview is to determine the engagement level and immediate concerns of the team member – something that is best understood (and appreciated) by the immediate manager. Immediate supervisor(s) or someone higher up in the direct chain of command of the employee must conduct stay interviews.

Do not cherry-pick: There is no two ways about this. You have to talk to everyone in your team while doing the stay interviews. If you talk only to a select set of people – what ever be the criterion you decided, it will be perceived as discriminatory. If at this point you are wondering about how to talk to the 50 odd people reporting to you, then you have a different problem. If your span of control is more than 10, fix that first!

 

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Now the Do’s:

Do look for what “makes ‘em tick”: Talk to everyone on your team, especially the high performers and try to ascertain attributes that make them successful. If the only common thing you can find is that they are all smokers and join you in the smoker’s zone, then you might want to take a deep look inwards. Jokes apart, find out what motivates the top performers about working for the company, how do they tackle the challenges that others are not able to, etc. This information is not only helpful for you to guide the less engaged employees but also useful when deciding new hires.

The magic of engagement does depend a lot on the personality match of the employee with the organizational culture. For example if the culture is in-your-face-aggressive then hiring the most qualified introvert won’t really help.

Do use the same questions: Ask everyone you are talking to the same set of questions. Only then will you be able to determine the differences across top performers and the rest and be able to help the others engage better.

Do wrap it up quickly: Don’t extend the exercise beyond a couple of weeks at maximum. If you take a few months to get around to talking to everyone lots of things would have changed – most of which would be out of your control. The stay interviews are like a snapshot of the present and it should be done quickly enough to be a true representation of what your team is thinking.

Do close the loop: The sales professionals live by the ABC mantra – Always Be Closing. Well it applies to you too – take the feedback you receive (directly and what the collated data tells you) seriously. The zone of engagement depends on the overlap of what the organization and the employee wants, and if your insights can help increase the overlap – everyone wins! (See the figure above)

The final word: Remember, stay interviews give you an opportunity to connect with and take genuine interest in what motivates and engages your team members. If you come across as just ticking off boxes, then a golden chance would be missed. You couldn’t do much worse than having a 1-hour conversation, take notes and then do absolutely nothing.

 

 

A Pareto Curveball on Employee Performance

ID-100176404I can’t feel nothing but this chain that binds me/Lost track of how far I’ve gone/ How far I’ve gone, how high I’ve climbed/On my back’s a sixty pound stone/ On my shoulder a half mile of line (The Rising, Bruce Springsteen)

 

 

Curveball: a slow or moderately fast baseball pitch thrown with spin to make it swerve downward and usually to the left when thrown from the right hand or to the right when thrown from the left hand

The “Bell-Curve” has been the mainstay of performance ratings for a very long time now. The distribution of employee performance is forced to align with the assumption that the organization has a few high performers, a few low performers and a vast majority clustering around the ‘average’ performance level. The whole idea of trying to fit everyone on to a ‘bell-curve’ is thus based on the assumption that performance in an organization tends towards ‘average’ – and I guess you can immediately spot the inherent problem with this assumption.

No organization would like to be configured to be average; yet, everything from compensation distribution to employee engagement strategies continues to be guided by this basic rule of thumb.

Popularity or Performance?

The rather uncomfortable question that needs to be asked is what is the core driver behind the performance evaluation numbers/ranking? Increasing the rewards substantially between the top performers and the rest raises the possibility of a vast majority being disgruntled. Rewarding a few much more than the rest poses challenges for traditional notions of fairness and equality in the workplace. Not making enough distinction removes the incentive to strive for better performance – especially for the outliers.

The crux of the issue lies in the question: what portion of the employees is actually driving the business results.

In an a series of interesting studies, involving 633,263 researchers, entertainers, politicians, and athletes – researchers Ernest O’Boyle Jr. and Herman Aguinis concluded that performance follows a power law distribution more closely than a Gaussian distribution. Put in other words – a few outliers are responsible for a majority of the output.

Pareto’s rule, a popular example of power law distribution – is often referred to as the “80-20 rule” i.e. 80% of the output can be attributed to 20% of the causes. Often subjected to abuse, this ‘rule’ still remains an easy way of summing up the conclusions of the power law distribution.

This insight has interesting challenges for how HR will deal with evaluating employee performance and contribution in the future.

In a traditional setup, the typical manager grapples with one or more of following while doing an evaluation:

  • Lack of clear quantifiable goals for the employee: Goal setting, an exercise often considered a mere formality and carried out with minimal participation from the employee and the manager comes back to haunt both when its time to evaluate performance.
  • Lack of a proper understanding of ground-realities: Managers are humans and are victims of their own perceptions. In the absence of intelligent means to capture customer and peer feedback combined with the previous point of incorrect or inadequate goal, managers often have an incorrect or skewed opinion of performance – especially in large teams.
  • Directive from HR to fit team into a bell curve: Small wavelets build up into a large wave, but small bells don’t make a big bell! The basic requirement that every team must have a Gaussian distribution borders on statistical absurdity – but continues to be a popular practice.
  • Fear of (increased) attrition: The team member has been working on the customer account for most of the year. The training is time consuming and team members take almost a month to start contributing. Too low a rating might increase attrition and the manager will need to find replacements – which will again need to be trained! Putting everyone near average is much safer from the manager’s perspective.

The ‘Bell-Curve’ to some extent lets the manager play-it-safe with his evaluations. A Power-Law assumption takes away that safety-net increasing emphasis on getting the evaluations spot-on. Put another way – the Gaussian assumption lets the organization be popularity focused and dilutes engagement, while the Power-Law assumption goes to the other extreme and focuses heavily on performance – posing a major challenge to established notions of engagement.

It might seem tempting to abandon the existing (flawed) system of force fitting employee performance ratings into a Bell-Curve in favour of a Power-Law distribution, but such a move would be fraught with potential pitfalls.

 Not only must Justice be done; it must also be seen to be done.

Remember that much of employee disengagement revolves around a sense of justice and fairness. The organization should not only do but also be seen as providing the required tools and facilities for the employee to succeed at the task, the organization should able to and also be seen as being able to correctly evaluate how the employee is performing at the task and then finally the organization should and also be seen as adequately recognizing the contribution made by the employee. Stumbling on one or all of these will lead to employee disengagement sooner or later.

In the power-law distribution a vast majority of the organization will be rated as “below average” The new assumption in no way implies that an organization should be only made up of only top performers – in the long run this is impractical for organizations of any size. The useful insight that can be gleaned from the new distribution is distinguishing between the employees who are vital and those who are not. Alarming as it may sound, when taking decisions of whom to retain or promote, making this distinction becomes a critical success factor.

Performance systems that can highlight top performers serve as powerful tools in the hands of HR and leadership of companies looking to engage with their employees and establish a culture of high performance. The impact of interventions based on inputs from a power-law trend of individual performances will expectedly be far higher and more meaningful compared to traditional systems. The challenge however will be eliminate bias in the evaluation – the impact of any such bias will be disproportionately higher in a Paretian distribution, with potentially disastrous consequences – a true curveball!

Acknowledgements and References: 

Image courtesy of FreeDigitalPhotos.net

The bell curve is a myth – most people are actually underperformers, Michael Kelly, May 2012, BusinessInsider

The Best and the Rest: Revisiting the Norm of Normality of Individual Performance, HRMA Research Briefing.

Employee Alignment-Zone: “The Time Element”

The Architect – Precisely. As you are undoubtedly gathering, the anomaly is systemic, creating fluctuations in even the most simplistic equations.

 Neo – Choice. The problem is choice. (Matrix Reloaded, 2003)

On this blog and in quite a few conversations, I have pointed out the risks of overtly relying on cohorts or grouping of employees to formulate an employee engagement strategy. Using segments and cohorts to understand broad behavior and drivers of engagement is okay, but trying to engage the individual based only on those conclusions is not the best approach.

As ‘Neo’ puts it in the movie Matrix Reloaded , the ‘problem’ is Choice or to be more accurate, in this case – individuality. Every employee is an individual with her own priorities, preferences, fears and responsibilities.

ZoneOfAlignment_

Work, forms an important part of an employees life – and the emphasis I place is on ‘part’ and not on ‘important’ because that aspect is the one that often gets missed out when employee engagement strategies or initiatives are designed. As an individual with family, friends, interests, hobbies, ambitions and aspirations – responsibilities at work represent just a fraction of the things that matter to the employee.

There are a bunch of things that are important to the employee (health, financial well being, spending time with family, a social life, learning new things, new experiences) and there are things are important to the organization (employee well being, profits, playing an important role in the society, innovation).

When an employee is at work, he is operating in the intersection of these two spheres – there are things that matter to him which align with what matters to the organization. When this overlap is driven by the correct factors (alignment on the larger picture, the direction the company is taking, quality of work, the work culture etc.), there is a zone of alignment that is sustaining (and empowering).

ZoneofDisillusionment_

When what matters to the organization (as perceived by the employee) starts to drift away from what matters to the employee as an individual, this overlap reduces, the zone of alignment starts to shrink and becomes unsustainable. This is when disillusionment sets in eventually leading to Disengagement if corrective measures are not taken.

GapOfDisengagement_

Too much of something:

The logical question that follows is what when there is perfect alignment – shouldn’t that be the ideal state? To borrow (somewhat incorrectly) from that age-old adage, “Too much of anything isn’t good for you”

A situation where an individual is completely (and only) aligned with what matters for the organization makes him dysfunctional in other things that should matter to him. If the last line reminds you of the uptight, always-on-the-edge, hard driving, ranting and screaming executive, you are bang-on.

ThePuppetZone_

The other (unintended) consequence of such a situation is that individual then subsumes his discretion to what seems best for the organization. Being too focused on one aspect inevitably leads to a myopic vision of what is correct. It is the healthy balance of all aspects in ones life that helps drive a balanced approach towards challenges – both personal and at work.

A ‘super-mom’ I know uses negotiation skills learnt at work with her 1-year-old infant (works most of the time) and then takes the lessons learnt from handling the concerns of parents, her husband, siblings back to work to engage with her multi-generational team. Imagine what would happen if she tried a time-sheet driven approach with her infant or never took time out to spend time with her parents or spouse but focused only fixing “issues” at work (of which there never seems to be any dearth).

 

The Time Element:

Unlike organizations, what ‘matters’ to an individual is in a state of flux. I am not talking of value systems, or ambitions – those are (hopefully) rather fixed. I am referring to the drivers of what is a priority. Companies and Institutions have stated goals at time of creation and (usually) those drive everything they do. People on the other hand have changing preferences and changing events and these affect the overlap and consequently the alignment they have with the organization.

TheTimeElement_

If the organization stays rigid on how it interacts with the employee, then the extent of alignment is bound to change. Again an increased degree of alignment is not necessarily a good thing.

A few years ago I got chatting with a senior executive at a party. He was really good what he did, and totally disengaged. He was so efficient at what he did that the organization was reluctant to consider what his own personal aspirations were and had kept him doing the same thing for years on end. “The Gap of Disengagement” was very clear and he was looking to quit because he realized that by staying on he was damaging himself and the organization through his disengagement. I ran into him two years later in a busy airport and was surprised that he was still with the same organization in the same role. When I quizzed him, he confessed that he was still disillusioned but a personal crisis had made it impossible for him to look for other possibilities. His efficiency gave him more time at home and so he compromised his ambitions to stay on with his employer. The executive’s alignment with his employer had increased, but it was driven purely by convenience.

Smart organizations would avoid this situation by being aware of various dimensions of what drives each employee. DIY Pulse surveys are a good way; Managers who listen to their team members and do something about their concerns are even better.

A static employee engagement program is not enough neither is a “one-size-fits-all” approach. Like ‘generically designed’ antibiotics can have unexpected nasty side-effects in patients, employee engagement strategies designed for ‘masses’, ‘cohorts’ or ‘segments’ can induce the reverse effect. The pharmaceutical industry has woken up to the importance of pharmacogenomics to counter the ill effects of ‘universal-design’ for medicines – its time for HR professionals to follow suit.

Acknowledgements: 

Post title inspired by the Twilight Zone series (1958)

Impact of Role Relevance-Competence Fit on Engagement

Every hour and every day I’m learning more/The more I learn, the less I know about before/The less I know, the more I want to look around/Digging deep for clues on higher ground (Higher Ground, UB40)

In my post yesterday I talked about the ABC Drivers of Intrinsic Motivation. (Achievement, Belief and Camaraderie). A sense of achievement is something you derive by, among other things, being in the job/role that is right for you and then being very good at it.

The 2×2 grid (yes, blame it on the B-school stint) below shows how where you lie on the Role-Relevance and Role-Competency axes will determine your sense of achievement.

RRRC_Matrix_Relevance:Low, Competence:Low – Disengaged Employee: If an employee is in the third quadrant i.e he is placed in a role that he doesn’t like and also does not have the skills to perform then he is effectively being setup for failure and will be highly disengaged as he has little motivation to do a good job. If an employee finds himself in this situation then it is a failure of the organization and specially his immediate supervisors more than his own.

Relevance:Low, Competence:High – Efficient Employee: If an employee finds that he has a role that he doesn’t like but is good at then he is efficient at his job but is not engaged. He will do assigned tasks well and deliver on time, but will not be motivated to put in discretionary effort. Good managers can make a difference by listening and understanding what truly motivates their team members and finding a way to move them from Q1 to Q2 or Q3

Relevance:High, Competence:Low – Motivated Employee: When an employee is in a role or team which he wants to be in but is not trained for then he is motivated (but not competent). By providing the right training and support, employees who are in this quadrant can be easily moved into the ideal situation – into Q2.

Relevance:High, Competence:High – Engaged Employee: This is when employees are motivated to give their best to the job. They are in a role they want to be in and have the required training and competence to deliver results. When employees are in this quadrant, their sense of achievement is the maximum.

 Companies on the 2013 list of Fortune 100 Best Companies to Work for, offered 66.5 hours of training annually for salaried employees, with around 70% of those hours devoted to employees’ current roles and nearly 40% focused on growth and development.

Organizations that are not bound by rigid hierarchies and siloed org-structures have the flexibility to, better engage their employees by investing in training and having the opportunity to move them to roles they prefer. These are exactly the kind of facts that a good Employee Engagement Survey should throw up.

RRRC-Transition_

It is not a coincidence that a majority of the top rated employers also have the highest investments in learning. These organizations know that investing in engaging employees with the right role and competency fit, also prevents a ‘brain-drain.’ Employees in all age-groups and roles need continuous support to expand their skills. Investing in skills and knowledge training, of employees communicates a sense of commitment by the organizations in the future of its employees and goes a long way towards fostering a sense of achievement.

The ABC drivers of Intrinsic Motivation

ABCDriversEngagement_

Yes, ‘n’ how many years can some people exist/Before they’re allowed to be free?/Yes, ‘n’ how many times can a man turn his head/Pretending he just doesn’t see?/The answer, my friend, is blowin’ in the wind/The answer is blowin’ in the wind. (Blowing in the Wind, Bob Dylan)

When we talk about Employee Engagement, the discussion is essentially about motivation. Engagement is in fact, at some level a consequence of Motivation – a sort of end state if you may.

When I meet senior executives in organizations, a common lament is that ‘quality’ talent is so difficult to find. And if it’s a group of executives, then you can be assured a passionate discussion on a broken education system, exorbitant pay packages offered by rival companies, attraction to go abroad etc. will ensue

I usually try to bring up the topic of motivation and get them to talk about it. It works sometimes, but sadly more often than not – it gets pooh-poohed. One (very smart) executive recently told me bluntly – ‘ the very act of accepting the job offer represents motivation to work here. Why should we need to keep providing additional motivation? Nobody was motivating me with badges and games all these years!’

The lady had a point. Her conclusion was erroneous but her premise was not totally incorrect.

Accepting the job offer represents the first step in a journey with the organization (and with everything else that comes as a part of the deal – managers, peers and the organizational culture.) When the job offer is taken up, chances are you have crossed the hygiene hurdle of adequate compensation, so I am not considering that in my discussion for the moment.

The paycheck only comes around once a month, but the employee has to deal with the effect of organizational culture, his peers and his managers every single minute that he is at work (and sometimes even when he is away).

In my opinion, there are three questions every executive should try to answer honestly

  • What intrinsic motivations can this candidate have to work with me?
  • What intrinsic motivations can this candidate have to work with my team?
  • What intrinsic motivations can this candidate have to work in my organization?

Note that I ask you think about the ‘intrinsic’ motivation. Compensation, Job role, Profile, Designation, Bonus is extrinsic motivations.. Focus on understanding the intrinsic motivations.

Take a few minutes and answer the three questions before reading further. Chances are when you answer each of these questions candidly; you will already know why you are not attracting top talent.

The ABC Drivers:

From all the literature I have pored over and the people (team members, managers and leaders) I have talked to, three main drivers of intrinsic motivation stand out – and I call them the ABC drivers of Intrinsic Motivation.

A: Achievement – A sense of accomplishment is a major driver for motivation for anyone who gets up in the morning and goes to work- taking time away from family and battling traffic. Its human nature – If you don’t have a constant sense of achievement, an idea of how you are contributing to the larger ‘story’, your engagement levels crash. Then you are doing ‘something’ with no clue ‘why’ you are doing it (a very common comment I hear!). Managers and leaders who want the best out of their team have a duty to set the context, explain how the tasks are contributing to a larger whole, give constant and constructive feedback and help provide a sense of accomplishment. If any of these pieces are missing, the engagement picture will remain incomplete for the employee.

At some level, your answer to Question 1 as a Manager should address this aspect. If you are a manger who is successful in providing your team members with a sense of achievement, they will always want to work with you!

B: Belief – Employees are highly motivated when they believe that the organization enforces a level playing field. They are motivated when they know that they have the authority to take a decision to solve issues. They are motivated when they know favoritism has no role in decisions taken, when team members are not promoted for being a ‘smoking buddy’ of the manager and when the organization stands behind the employee for doing the ‘right’ thing. A belief that the organization really cares about its stated mission and its employees really does wonders for employee motivation.

This driver should appear in your answer to Question 3 on why should someone want to work for your organization.

C: Camaraderie – Would you want to go to work in an organization where secrecy rules the roost? People in such organizations are afraid to share any information or to collaborate on projects because compensation and career progression depends on information asymmetry. Favoritism, Secrecy, Coteries, Mistrust drives a general feeling of apathy among the employees and engagement levels will be abysmally low. All the bonuses in the world can’t fix this problem.

A sense of camaraderie and teamwork is critical for driving engagement. Employees look forward to work when they get to work along side peers who support and empower them to achieve organizational goals.

This driver should appear in why people would want to work in your team. What kind of team-culture do you have? Do team members support each other? As a manager, do you pave the way for your teams to leverage everyone’s strength or do you ‘divide and rule’?

 

In Conclusion: If you want to increase employee engagement in your organization, then as managers and leaders – at some point, you will need to ponder over these three questions and see how aligned you are towards enabling the ABC intrinsic drivers among employees. And note that, these are in a way the only things that you need to do, but these should underpin all your thoughts, actions and efforts – otherwise everything you do will ring hollow in the long term.

The Impact of A$s*@!#% on Organizational Performance

AbusiveBoss_The Indian media is at present abuzz with discussions around the ‘Rohtak sisters’. That video, of two fragile looking girls lashing out at men who tried to harass them on a bus (while other passengers just sat there watching them) – got me thinking about the effect of another kind of harassment – workplace bullying.

At some point or the other, we have all had to put up with unpleasant people at the workplace – The kinds who seem to get away with anything because they are ‘rainmakers’ or perceived as ‘too powerful.’ Workplace bullying unlike the pedestrian kind seen on the streets comes in various shades and some of the forms take on a garb of sophistication that makes it very difficult for the victim to attribute as bullying. The term ‘workplace bullying’ often conjures up mental images of a manager who is ranting and screaming or of snide and tangential remarks directed at women in the workplace. These are but just a part of what constitutes workplace bullying and it is by no means limited to Type A aggressive ambitious men (who are incorrectly portrayed as always being extremely aggressive) playing a winner-takes-all game.

‘It is terrifying’

In a study that revealed some startling insights, psychologists at the University of Surrey compared personality profiles of high-level executives with those of criminal psychiatric patients and found that three of the eleven personality disorders were actually more common in the executives.

The executives seemed to be prone to the following three maladies:

  1. Histronic Personality Disorder: People who suffer from this disorder demonstrate a pattern of excessive attention seeking. They tend to show superficial charm, insincerity, and egocentricity and often indulge in manipulative behavior.
  2. Narcissistic Personality Disorder: People suffering from this type of personality disorder are excessively preoccupied with power, prestige and vanity. They are seen to have an exaggerated sense of self-importance and have a strong need for constant admiration.
  3. Obsessive-Compulsive Personality Disorder: These are executives who are overtly focused on perfection. They tend to come across as extremely devoted to their work and tend to be rigid and stubborn with dictatorial tendencies.

In his book Corporate Psychopaths: Organizational Destroyers, Clive Boddy identifies two types of bullying in the workplace:

  1. Predatory Bullies: These are people who enjoy tormenting others just because they can – they are no better than their roadside variants. (The ones that gang up on a soft-spoken member of the team, the ones who pass snide remarks at women in the workplace, the manager who gives a team-member lower rating for no particular reason)
  2. Instrumental Bullies: These are the smart ones. Their bullying is always to further their own goals. More often than not these bullies are narcissists.

Narcissists in the workplace usually resort to indirect (and sophisticated) bullying. Typical tactics include withholding information, leaving team members out of the loop, getting others to keep doing work below their competence level, gossiping and putting down others behind their back.

‘They walk among us’

In his book “The No Asshole Rule” (and the inspiration for the post’s title), Robert Sutton lists down twelve everyday actions that he feels Assholes use:

  1. Personal Insults
  2. Invading one’s ‘personal territory’
  3. Uninvited physical contact
  4. Threats and Intimidation: Verbal and Non-Verbal
  5. ‘Sarcastic Jokes’ and ‘Teasing’ used as insult delivery systems
  6. Flaming e-mails
  7. (IM) Status slaps intended to humiliate others
  8. ‘Status Degradation’ rituals
  9. Rude Interruptions
  10. Two-faced Attacks
  11. Dirty Looks
  12. Treating people as if they were invisible/Ignoring people.

Everyone who has been in a high-pressure situation at work has demonstrated one of more of these behaviours at some point or the other. Sutton points out that psychologists make a distinction between ‘states’ (fleeting feelings/actions) and ‘traits’ (enduring characteristics).

Surveys and research has shown that workplace bullying is not isolated or restriced to a few unlucky ones. In her dissertation titled ‘Workplace Bullying: Aggressive Behaviour and its Effect on Job Satisfaction and Productivity’, presented by Judith Lynn she says:

“The data in this study found that 75% of participants reported witnessing mistreatment of coworkers sometime throughout their careers, 47% have been bullied during their career…”

 

The (real) impact on Organizations (that put up with A&$*@!#%)

In the past companies (read top management) used to often look the other way when people reported about badly behaved superiors. There are several reasons why this happened. Maybe (and this is often the reason) the intolerable executive was delivering numbers or maybe he was the rainmaker and leadership felt they couldn’t afford to loose him. Sometimes the person is the leader and the culture then percolates down to lower levels of the company.

In his book Sutton gives the example of Linda Wachner, former CEO of Warnaco who would ‘dress down’ her senior executives and made them feel ‘knee-high’. To make matters worse former employees allege that the attacks were ‘personal rather than professional and not infrequently laced with crude references to sex, race or ethnicity’. He also talks about ‘Chainsaw’ Al Dunlap, former CEO of Sunbeam who is described as ‘like a dog barking at you for hours…He just yelled, ranted, and raved. He was condescending, belligerent and disrespectful’

How engaged do you think people working for these leaders felt?

Organizations are waking up to the risks of putting up with people that are mean or ones who sideline people to further their ‘divide and rule’ strategy.

Research has shown that at the very least workplace bullying leads to increase stress among the workforce, which causes disengagement, productivity loss and even health issues. All of these have a real measurable impact on the bottom line at the end of the day. In some extreme cases, that victims display Post-Traumatic Stress Disorder (PTSD) – usually associated with severe trauma like rape or being in a conflict-zone.

That’s not all. Companies have to put with the associated costs of increased attrition – not only of the victims but even those who witness it.

Based on replacement cost of those who leave as a result of being bullied or witnessing bullying, Rayner and Keashly (2004) estimated that for an organization of 1,000 people, the cost would be $1.2 million US. This estimate did not include the cost of litigation.

The cost of workplace bullying represents a ‘Clear and Present Danger’ to responsible organizations that are looking to foster a motivating and innovative work culture. It will be nearly impossible for organizations to attract top-talent when a lot of their energy is wasted in managing the fall-out of aggressive behavior or petty-politics.

Good leaders realize this and are starting to take the ‘bull by the horn’. Work Culture is clearly defined and those who seek to undermine it are not tolerated – no matter how important they might seem to the organization. They might be critical today, but the damage they do in the long run will far outweigh any gains they provide.

‘Do you believe your manager/supervisor indulges in manipulative or divisive behavior?’ is a question that might soon start appearing in Employee Engagement Surveys.

 

In case you are interested, here are some related Tools:

You might feel that none of this applies to you (and you might be surprised). You can take the ARSE (Asshole Rating Self-Exam) here (http://electricpulp.com/guykawasaki/arse/)

If you strongly feel that your boss is the problem, then test your theory. Take the BRASS (Boss Reality Assessment Survey System) Test here (http://goodbadboss.com)

If you want to get a peek at the Financial Cost of Organizational Conflict, check out the online calculator based on the research of Dr. Dan Dana here. (http://www.mediationworks.com/dmi/toolbox.htm#tools)

 

Acknowledgements and References:

Image courtesy of FreeDigitalPhotos.net

WORKPLACE BULLYING: AGGRESSIVE BEHAVIOR AND ITS EFFECT ON JOB SATISFACTION AND PRODUCTIVITY, Dissertation, Judith Lynn Fisher-Blando http://www.Workplaceviolence911.com

The No Asshole Rule, Robert Sutton, Piatkus

Narcissism in the workplace, Wikipedia References