What Motivates Employees?
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What motivates you to go to work every morning?
What drives you to do good work every day? What motivates you to want to work for your employer every day? What are the things that your manager and your executives do that encourage you to work hard for them every day?
What motivates your staff? Do you even know? Have they ever shared with you what their motivators are? Have you ever asked them?
Not everyone is motivated in the same way, so you need to be prepared to use different tools and approaches; you need to personalize or customize the experience to the individual.
Hmmm. That sounds familiar. We talk a lot about that when we describe customer experience design.
Let’s use that same mantra (“personalize the experience”) to describe some approaches to use when we need to design the employee experience. In this case, I’m writing about designing an employee experience that moves your employees to deliver a great customer experience! How can we motivate employees to drive change within the organization that allows them to deliver the experience your customers desire?
Consider the following ideas when you want to move your employees.
The most important tool to motivate employees to act on customer feedback and insights is communication – clear, ongoing communication that supports the actions and the outcomes. You can’t act on what you don’t know or don’t understand. Share the feedback. Tell your teams what’s been uncovered in the data. Help them understand current state and future state. And help them understand the why.
Use storytelling. I’ve written about it before, but it’s a Trojan horse for learning. You can tell stories, and people will listen; they won’t even know that they’re (supposed to be) learning! Stories allow you to deliver a message in a way that engages people, inspires them, and helps them understand a desired or intended outcome as a result of a series of steps or actions taken. Tell the stories in your data.
Give employees ownership; if you provide leadership opportunities and hold employees accountable, they’ll want to engage – to act – because they feel like they own it. There’s a lot of pride in ownership, and when they understand what that means, it’s a great feeling.
Similarly, if we involve them in the change process rather than forcing actions and change on them, we make some quick allies who want to be a part of the implementation and the improvements. Educate and empower them – and then set them free to act.
Employees need to be bought into the cause and why the actions they take matter to them and for the intended audience. Why should I act on these findings? What’s in it for me? What’s in it for the customer? How does my action or inaction impact the customer?
Listen to employees. When you listen to them and not only take their feedback into consideration but also use Go to the full article.