This document discusses measuring and improving employee morale and motivation. It provides examples of top companies for employee morale in 2014. Gallup poll findings show that only 33% of employees are actively engaged at work, while 49% are disengaged and 18% are actively disengaged. Actively disengaged employees can damage companies. The document discusses using surveys to measure morale and why measurement can fail. It also discusses the differences between motivation, which is individual, and morale, which relates to a group environment. Improving morale is linked to the work environment, while motivation is linked to individual performance.

1. Measuring and Improving
Employee Morale
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2. 2014 Best Companies
• Google!
• SAS!
• The Boston Consulting group!
• Edward Jones!
• Quicken Loans
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3. Working at
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4. Working at
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5. Gallup poll findings!
33% Actively Engaged
49% Disengaged
18% ActivelyDisengaged
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6. Active disengagement
“actively disengaged employees are
more or less out to damage their
company. They monopolize
managers’ time; have more on-the-job
accidents; account for more
quality defects; contribute to
‘shrinkage,’ as theft is called; are
sicker; miss more days; and quit at a
higher rate than engaged employees
do. Whatever the engaged do —
such as solving problems, innovating,
and creating new customers — the
actively disengaged try to undo.”
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7. Consultancy project
15% of your workforce have been identified as
being actively disengaged - how will you turn it
around
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8. Measurement
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9. Design a survey to measure morale?
design your survey based on interviews with people in the
room
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10. Why does
measurement fail?
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11. Data linked to the
important!
!
Senior managers
actively seek and
action data!
!
Obsessed with
employee insights!
80
20
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12. Gallup's Q12 Survey. !
The 12 questions are (rated on a scale from 1 to 5): !
1. Do I know what is expected of me at work? !
2. Do I have the materials and equipment that I need in order 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 seven days, have I received recognition or praise for doing good work? !
5. Does my supervisor, or someone at work, 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 the mission or purpose of my company make me feel that my job is
important? !
9. Are my coworkers committed to doing quality work? !
10. Do I have a best friend at work? !
11. In the past six months, has someone at work talked to me about my progress? !
12. This past year, have I had opportunities at work to learn and grow? !
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13. A New Model
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14. 14
Would recommend to a friend?
Extremely
unlikely
Extremely
likely Neutral
10 9 8 7 6 5 4 3 2 1 0
Promoter Passive Detractor
Growth=Promoters-Detractors

15. Extremely
unlikely
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Extremely
likely Neutral
10 9 8 7 6 5 4 3 2 1 0
Promoter Passive Detractor
NPS - A panacea or overstated?
Exercise 4 - page 27

16. NPS -Its Detractors •Not the only measure
•Lacks Differentiation
•Fails to predict
•Not enough on its own
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17. “If your surveys need to be anonymous,
you don’t need a survey - you already
know the answer”
Peter Block the empowered manager 17

18. Exercise: How are morale
and motivation different
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19. Motivation = individual!
Morale = Group!
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20. Motivation linked to performance!
Improved Morale linked to environment!
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21. The role of the leader!
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22. Primary Embedding Mechanisms
Secondary Articulation and
Reinforcement Mechanisms
What leaders pay attention to,
measure, and control on a regular
basis.
Organization design and structure
How leaders react to critical incidents
and organizational crises.
Organizational systems and procedures
Observed criteria by which leaders
allocate scarce resources.
Organizational rites and rituals
Deliberate role modeling, teaching, and
coaching
Design of physical space, facades, and
buildings
Observed criteria by which leaders
allocate rewards and status.
Stories, legends, and myths about
people and events.
Observed criteria by which leaders
recruit, select, promote, retire, and
excommunicate organizational
members.
Formal statements of organizational
philosophy, values, and creed.
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23. Health warning?
The control of motivation is only
understood to a limited extent. There
are many different approaches of
motivation training, but many of these
are considered pseudoscientific by
critics. To understand how to control
motivation it is first necessary to
understand why many people lack
motivation.
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24. Outward signs
of de-motivation?

25. 25
Lack of confidence!
Worry!
Negative opinions!
A feeling of no future here!
Feeling unimportant!
Not knowing what is going on!
False recognition!
Lack of training!

26. Richard Denny’s laws of
motivation
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1 You have to be motivated to motivate
2 Everybody has a motivational fuse
3 Motivation requires a goal
4 Challenge only motivates if you can win
5 Seeing ourselves progressing motivates us
6 Motivation requires recognition
7 Participation motivates
8 Group belonging motivates
9 Motivation, once established, never lasts as the
environment keeps changing