• http://twitter.com/shellyrecruits Shelly Recruits

    Interesting. I love reading articles like this one and the immediate feeling I get that is akin to discovering relativity isn’t just a theory or time travel is a reality. Looking through a different lens is sometimes a very GOOD thing!

  • http://blog.globoforce.com Derek Irvine, Globoforce

    Interesting article. I do agree people respond to changing “habits” more easily. The question becomes, how do you encourage them to do so? How do you make it meaningful (important to them) for them to do so?

    Within a company, I would argue the “habits” you most want people to develop in their daily work are those that contribute to company achieving it’s objectives, whatever those may be. Most companies have identified what the needed habits or behaviors are that contribute to achieving those objectives. In such an environment, the best way is encourage desired behaviors is through strategic employee recognition of precisely those behaviors.

    How do you do that? Create a strategic employee recognition program in which you structure your recognition and rewards program such that:
    1) Every recognition given is linked tightly (and with a detailed message about how and why) to a company value demonstrated. “Ann, great job on the MacGuffin project. The way you rallied everyone from multiple parts of the organization to pull together a comprehensive, detailed response embodies what we mean by ‘Teamwork.’ I’m sure your efforts will be the linchpin to our winning this business.”
    2) Such recognition is given frequently — it doesn’t do Ann any good to be reminded of her achievement a year later in her performance review or at the annual banquet if she barely remembers the MacGuffin project. If your goal is to encourage frequent repetition of such actions — make it memorable in the moment!
    3) Such recognition is given to 80-90% of employees, not just the top 10% of elite — Far more than your top 10% are working hard every day to deliver the results you need. You must encourage all of them to repeat the actions and behaviors you’ve defined as necessary for success.

    I write much more about this approach in our book Winning with a Culture of Recognition, outlining the steps to create such a program and sharing case studies of success achieved. http://www.recognitionculture.com

  • Joel_drotts

    I am not sure I would use the word behavior, as children and animals exhibit behaviors. However, as I am interested in the motivation an employer can offer employees, I have to agree with the points made by the other commenter. He hints at and gives proper examples of the key issue, what tools are available to the employer to hire, train, and retain employees and ensure a sense of rewards to promote productiveness. Sales, assumes fixes itself by-way of percentage of sales profits. The more they sell, the more they earn, the more the firm earns, and everyone wins.

    One can use the 1974 ERISA ACT, to create an employee stock ownership plan. Branch bonuses for profitable branches would instill team work amongst those at a branch. I’m realizing as I write this, this question is specific to every form and job. Is it a trucker, electrician, lawyer, or lower management you seek to motivate. Money and competitive or even higher than competitive salary works. I am aware this is unpopular and not what CEO’s with bottom line. However, if your employees are happy, paid by the hour, they will appreciate their jobs. I understand the giving titles such as assistant management or so forth, compliments, and the other three motivation tools. However, I wonder how far can an employer dangle the carrots, without giving the bunny on the treadmill a bite now and again.

    Here in lies efficiency theory. Business should always balance the many factors, be aware of it’s mission (what it seeks to get done, and by whom), balance these out to effectively be profitable and get from your staff/employees the desired aforementioned retention, productivity, loyalty, and a satisfied worker. If it’s known your firm takes care of it’s own, your employees will take care of the company which employs them.