"I pay them, what else do they want?"
-- Motivating Employees to do their Best

by Rhonda Abrams

And check below for Nine Steps to Developing a Motivated Workforce

You give your employees a job and a paycheck, shouldn't that be enough? In fact, shouldn't they be grateful, when other people are being "downsized" right and left?

Actually, it may be enough if all you want is a workforce of employees who show up, do the minimum amount of work, and look to change jobs the first chance they get. But if you want something more, you better rethink your attitude.Especially in a small business, where you can't afford to waste resources, and where every employee is likely to represent your company to customers, suppliers, distributors. If you waste the intelligence, energy, or skills of employees, it's just like throwing money out the window. So motivating your employees is an important part of your job as owner or manager.

In devising a program of motivation and reward (for adequate and appropriate rewards are an integral part of motivation), it's useful to keep in mind the concept of a "hierarchy" of needs, as proposed by psychologist Abraham Maslow. People first worry about basic needs: especially survival and safety. They then look to satisfy more complicated needs: social -- the need to be loved, to be part of a group; esteem needs -- to feel worthy and respected; and self-actualization needs -- to do work they like and meet inner-driven goals.

Employees in workplaces where they do not feel safe, either physically or financially, have a hard time concentrating on tasks. Every workplace should be physically safe, but financial security is a hard thing to offer. What you can offer is information, communication, and an attitude that shows you are committed to your work force. I know of a small company that unexpectedly springs layoffs on employees whenever orders dip. As a result, all employees actively dislike the owners and have an attitude of "they don't care about me, why should I care about them?" Better communication, earlier notification of down times, and a willingness to explore other ways to cut corners besides layoffs, would send a much different message.

The Magic Formula
The surest way to get the most from employees is by treating each of them with respect. Your attitude towards the people you hire goes a long way in determining their attitude about the job. The next step is to create a workplace emphasizing teamwork, with a sense of inclusion and empowerment for all. Allow your employees to think about how to solve problems, not just carry out a specific task. To do so, they'll need sufficient information, motivation, and a sense they won't be "punished" if they make an honest mistake. And finally, you need a thoughtful program of recognition, awards, and rewards so that employees know that when they do a good job, it pays off.

9 Steps to Developing a Motivated Workforce

Hire Well:
Only big companies can afford to reject applicants because they're "overqualified"; you need the most qualified person you can for every position. If an employee is smart and capable, even for a job in the mailroom, they'll help your business grow. Look for the ability to learn quickly, common sense, good work habits, willingness to take on any job, as much as for specific skills. Resist the temptation to hire someone you don't think can perform solely because you're in a hurry or tired of the hiring process; you'll be creating a "no win" situation for both of you.

Train:
It's hard to take time away from your own work to train someone else, especially in a small business, but you'll save far more time in the long run. Ideally, train after regular work hours or on weekends when you can give the new employee your undivided attention. Of course, pay your employee for training time. In a small business, employees should be able to pitch in on just about any job, so don't just train for specific tasks, instead teach them about the whole business and emphasize problem solving. And keep the training up: send employees to seminars and classes to improve their skills.

Communicate:
Perhaps the biggest mistake companies make is the failure to share information. Let employees know what's going on. Have short, frequent meetings, maybe only ten minutes at the beginning of the day and share both bad and good news. A recent study by the accounting firm Coopers & Lybrand showed that 60% of all fast growth companies share key operating and financial information with employees.

Put things in context:
Three men are working in a rock quarry. A passerby asks each of them what they're doing. The first one stops and grunts: "Digging up stones." The second one stops and says, "Feeding my family." The third one continues working and replies, "Building a cathedral." People who share a common vision work harder. Share your vision and enthusiasm. Motivate by example and inclusion, not by motivational posters put up on the wall.

Empower:
Give your employees the authority to make certain decisions. Nothing is worse for morale, or for the bottom line, than an employee who is only allowed to follow narrow rules. Most employees will learn how to do their job better than you can teach them. Let them use their brains, not just their backs.

Evaluate
You can't expect employees to improve if you don't give them constructive, regular feedback. Employees are better able to meet your needs if you let them know when they do well and how they could have done better. Give specific suggestions, don't just complain. And always give negative comments in private, never in front of other workers.

Acknowledge:
The least productive sentence an employer can use is "I don't need to thank employees; if they do their job well, they get to keep their jobs, which is thanks enough." We all need to be thanked and recognized. Find opportunities to get the staff together to acknowledge jobs well done. Give small acknowledgements: plaques, certificates, T-shirts to acknowledge achievement as well as financial rewards.

Reward:
Pay people decently, reward them when successful, and give them as much sense of security as you can. Find ways to reward employees both for individual achievement and for group achievement. If an employee has done an exceptional job, but the company's finances are hurting, start a "reward savings account" so they know they'll get the financial benefit when things get better.

Be Fair:
The most unmotivating thing about a workplace is when a boss has "favorites" or picks on someone. Employees generally know who is working hard and who isn't. Make your acknowledgements and rewards appropriate to the work done or attempted, regardless of who performed it.

Copyright Rhonda M. Abrams 1995. All rights reserved.

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