Learn about the impact of engagement on your organisation and how to create an engaging work environment. Recognise the impact of generational differences and leadership on motivation.

1. Motivating & Engaging
Employees
Presented by
Marion Stone
www.cornerstoneconnections.co.za 1

2. Agenda
1. What is motivation?
2. The impact of motivation on your
business
3. What motivates people?
4. Creating a motivational environment
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3. Section 1
WHAT IS MOTIVATION?
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4. Engagement vs.
Motivation
“Engagement is the willingness and ability to
contribute to company success, the extent to
which employees put discretionary effort into
their work, in the form of extra time,
brainpower and energy.”
Towers Perrin, 2007
www.cornerstoneconnections.co.za 4

5. Engaged Disengaged
Brims with enthusiasm, Often absent (even when
contributes ideas, is they are at work). They are
optimistic about the disconnected and often
company and its future, is pessimistic about change
seldom absent from work, and new ideas. They have
typically stays with the high rates of absenteeism
organisation longer and is and tend to negatively
among the organisation’s influence those around
most valuable ambassadors. them, including potential
customers and new hires.
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6. Section 2
THE IMPACT OF MOTIVATION ON
YOUR BUSINESS
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7. Is lack of motivation a
problem…?
• Poor morale
• Staff Turnover
• Cost (recruitment, training)
• Loss of skills
• Loss of productivity
• Impact on customer relationships
• Impact on brand

8. Cost of Turnover
Cost of replacing an employee and getting
them contributing at 100% = 1 to 3 times
their annual salary
Average Employee on R120 000 annual salary
Cost of Turnover = R120 000 x 1.5
= R180 000
Multiply this by the number of employees you
lost!
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9. The Economics of
Engagement
Deloitte 2011
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10. The Economics of
Engagement
10

11. The Economics of
Engagement
Gallup 2005
11

12. Section 3
WHAT MOTIVATES PEOPLE?
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13. Research 1940’s -
Maslow
13

14. Research 1960’s –
Hertzberg
14

15. Herzberg Explained
MOTIVATION
Satisfaction No Satisfaction (Dissatisfaction)
HYGIENE FACTORS
No Dissatisfaction Dissatisfaction
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16. Research 2000’s –
Daniel Pink
• Autonomy
– Desire to be self-directed
• Mastery
– Challenge
• Purpose
– Make a contribution
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17. Research 2000’s –
Daniel Pink
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18. Research 2000’s –
Engagement Drivers
• Career Where am I going?
• Congruence Do my values align? (Employer of Choice)
• Community Is it socially rewarding?
• Compensation Am I fairly rewarded and recognised?
• Coping How am I supported?
• Content Do I enjoy what I do (meaningful work)?
The Talent Powered Organisation, Peter Cheese
www.cornerstoneconnections.co.za 18

19. Motivators - Deloitte
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20. ‘Generations’
GROUP BORN CURRENT CHARACTERISTICS
STATUS
“Baby Boomers” 1945 – late 60’s High knowledge Idealism, optimism, rebellion,
(post war) (40ish – 63 years and experience personal gratification, excellence,
old) and heading for performance, Hippies to Yuppies
retirement
Generation X Late 60’s to late 70’s Solid experience Global awareness, diversity,
(30 – 40 years old) and occupying emergence of women into the
middle to senior work place, used to change,
management techno literate, informal,
individualist, corporate
scepticism, entrepreneurial
Generation Y 1980’s + Studying, entering High self esteem, street smart,
(under 30 years old) the job market and networkers, media overloaded,
developing values driven, techno savvy,
experience global citizens, cooperative
learning
Post Apartheid 1994 + At school Growing up in post apartheid SA
Generation (under 16 years old) in a period of growth, change and
greater opportunity
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21. Generational
Motivators
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22. Understand what
motivates your staff
• Attitudes to work have shifted significantly
in the last 50 years. Understanding these
shifts is vital in understanding how to
motivate and retain employees
Employee Organisation
Needs Needs

23. Section 4
CREATING A MOTIVATIONAL
ENVIRONMENT
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24. Overall Approach
• Understand the needs of employees
• Develop a strategy to address your findings
• Review your existing human resource tools
for engagement capability e.g. Recruitment,
job descriptions, performance management
• Make line managers responsible for
engagement (and make sure managers
are engaged!)

25. Research 2000’s –
Daniel Pink
• Autonomy
– Desire to be self-directed
• Mastery
– Challenge
• Purpose
– Make a contribution
www.cornerstoneconnections.co.za 25

26. Research 2000’s –
Engagement Drivers
• Career Where am I going?
• Congruence Do my values align? (Employer of Choice)
• Community Is it socially rewarding?
• Compensation Am I fairly rewarded and recognised?
• Coping How am I supported?
• Content Do I enjoy what I do (meaningful work)?
The Talent Powered Organisation, Peter Cheese
www.cornerstoneconnections.co.za 26

27. High Engagement
Practices
Motivator Need Process
Autonomy (self directed) Clear responsibilities Job descriptions
Managers who enable not Manager skills (delegation)
micromanage
Mastery(challenge)/ Clear performance standards Performance management &
experience success (as output not activity) feedback
Keep score of performance Manager skills (feedback,
Right people in the job coaching)
Recruitment
Purpose (contribution)/ Strategic link (how the job Strategic link
congruence/ meaningful contributes to the Job descriptions
work organisation’s success) Broaden responsibilities and
Enjoyable jobs play to strengths
Right people in the job Manager skills (real & regular
communication about the
business)
Recruitment
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28. High Engagement
Practices
Motivator Need Process
Career Opportunities to learn Internal promotions
and grow Career paths
Broadening of responsibilities
Training (to equip employees to handle
the job - not only technical skills!)
Community (socially A constructive and Appropriate social events
rewarding) and Coping rewarding work Performance management (reasonable
(supported) environment goals, feedback)
Employee health and wellness
management
Manager skills (coaching & delegation)
Compensation (rewarded Fair pay Salary surveys
and recognised) Appropriate recognition Benefits review e.g. consider flexible
benefits
Recognition schemes e.g. days off,
employee of the month
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29. Cornerstone Connections
• Cornerstone Connections was born out of
a desire to enable organisations to
achieve their goals by unlocking the
motivation & performance of their
employees.
• The focus of Cornerstone since 2006 has been on
supporting small & mid sized organisations in the
greater Cape Town area with a focus on technical
industries
• Cornerstone Connections is the umbrella under which
Marion Stone offers performance consulting,
organisational development and facilitated workshops

30. Client History
• Vital Health Foods – Food Manufacturing
• Elex Khanyisa – Electrical testing
• Mazars – Accountants
• Netcare – Healthcare
• Pesto Princess – Food Manufacturing
• Bergstan – Consulting Engineers

31. What next?
• Ask me for details of my ½ day ‘Strategic
Assessment’ sessions
• Visit my website for more information & resources
www.cornerstoneconnections.co.za
• Sign up for an informative, free monthly
newsletter on my homepage or by leaving me your
card.
• Connect with me via my LinkedIn profile
www.cornerstoneconnections.co.za 31