Discovering the Secret of Incentives That Work!

Transcription

1 Discovering the Secret of Incentives That Work! Presented by: Beverly Dennis, MBA, CHAE, CHTP Associate Professor of Business Administration Alaska Pacific University HFTP Annual Convention & Trade Show Bellevue, Washington October 23, 2015

2 Discovering the Secrets of Incentives That Work: Opening Questions Can you remember an example of a reward that meant something to you and one that didn t? Can you explain the difference?

3 What Do We Know About Motivation? Maslow First Break All the Rules MBTI SDI

4 Maslow s Hierarchy of Needs Theory Self- Actualization Esteem Belonging Safety Physiological (commons, wikimedia.org)

5 Sample Maslow Considerations Will I keep my job? [Physiological & Safety] Will I still be on the same work team? [Belonging] Will I lose my title and private office? [Esteem] Will I have to stay in the same job with no hope of advancement or training? [Self-actualization]

6 What Do Employees Want? 80,000 managers in 400 companies 1,000,000 employees Findings: Good managers recognize employees as they are as individuals They do not treat everyone the same The strength of a workplace can be measured by 12 simple questions

7 12 Questions 1. Do I know what is expected of me at work? 2. Do I have the materials & equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last 7 days, have I received recognition or praise for good work? 5. Does my supervisor seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does my company make me feel like my work is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, have I talked with someone about my progress? 12. At work, have I had opportunities to learn and grow? (Buckingham & Coffman, 1999)

8 (Buckingham & Coffman, 1999)

9 12 Questions: Essential Needs They need to know what is expected of them at work They need the equipment and support to do their work right They want to know you understand their basic questions of self-worth and self-esteem by giving praise for good work and caring about their development as a person

10 Question #4 In One the last size 7 does days, not have fit all! I received recognition or praise for good work? One size does not fit all!

11 Differences in Personality The Far Side by Gary Larson

12 MBTI-Personality Type Indicator: What We Do Four Preferences in behavior Where do I draw my Energy? How do I take in Information? How do I make Decisions? How do I deal with the Outside World? Extrovert or Introvert Sensing or Intuitive Thinking or Feeling Judgmental or Perceptive (Myers Briggs Foundation, 2015)

13 Strength Deployment Inventory: What Drives Us Feelers Thinkers Do-ers (Scudder & LaCriox, 2013)

14 Motivational Value Systems Feeler People Person

15 Motivational Value Systems Thinker Independent and Logical

16 Motivational Value Systems Do-er Just Do It

17 How Do We Know Who Is Who? Observe Office areas, dress Listen Key words and phrases Ask Answers will reveal motivation

18 Visual Hallmarks: Clothes Feelers: Comfortable clothes, pretty colors, loose fits, soft fabrics. Informal or vintage Thinkers: Conservative and proper, neat, tailored, neutral colors Do-ers: Simple functional clothes, neat but not fancy. Designer labels, good fabrics

19 Visual Hallmarks: Office Area Feelers: Pictures of pets, loved ones, other people s kids. Candy to share. Flowers, knick-knacks with sentimental meanings Thinkers: Conventional, non-distracting workspace, everything in order. Backups of essential supplies. Closed door if possible Do-ers: Plaques, and other signs of achievement. Pictures of kids with trophies. Memorabilia from winning teams. Corner office

20 Verbal Hallmarks Feelers: I feel, stories about others, offers more than was asked. Wants to be liked Thinkers: I think. Deliberate, business-like speech. Sharing facts, conducting the conversation in a logical, orderly way. Do-ers: To the point. Asked and answered. May direct the interview

21 Matching Rewards to the Associate A reward to one person may be a perceived as a punishment to another!

22 Feelers Reward Personalized gifts Knowing that their help made a positive difference A party where all can enjoy their success Teddy bears, hugs, flowers Being put on committees that will see to parties and welcomes Punishment Being in a conflict ridden environment Being told their help actually hurt Having offers of help rejected Being given the job of disciplining or firing coworkers Being made to work alone

23 Thinkers Reward Being given as much time as they would like to finish projects A door on their office Electronic gadgets that help them organize Complex tasks of analysis or creating order Trust their work is without error Tasks they can do alone Quiet recognition of a job well done Punishment Being put in a position where they have no privacy Working where there are short timelines that are inflexible Not being trusted Working where resources are wasted Being asked for ball park estimates Working in emotionally charged environments

24 Reward Public recognition of success Assigned parking spaces with their name Box seats at sporting events Money (as a means of keeping score) Plaques recognizing their leadership Increased challenges Increased staff Do-ers Punishment Being put in positions of no authority Reduction of staff Having information withheld Being made to work only at highly detailed tasks that must be done slowly Tasks with unclear outcomes Anonymity

25 The Definition of Fair Feelers: Fairness makes sure everyone gets a chance Thinkers: Because it s the right thing to do Do-ers: So we can tell who wins

26 5 Questions to Ask 1. What aspects of the job are personally most important to you? 2. What are you happiest doing at work and why? 3. How do you get things done? 4. I hear you want this to happen. Why is it so important to you? 5. How should I approach you?

27 Why This Matters: Maslow Maslow said: Accountants must try to figure out some way to turning into balance sheet terms the intangible personnel values that come from improving the people of the organization Assume that everyone prefers to feel important, needed, useful and respected Assume the preference for personhood, uniqueness as a person, identity as opposed to being anonymous or interchangeable. (Maslow, 1998)

28 Revised Golden Rule Treat others as THEY would like to be treated.

29 Questions? Thank you for attending my session! Beverly Dennis, CHAE, CHTP, MBA (907)