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Introduction

 

Back to basics this month with a review of Employee motivation. HR comes under scrutiny as we consider their motivation too. Finally our Great Leader is a striking figure on the international scene, with a strong message.

 

We welcome your contributions, please contact us with your ideas. Contribution@motivationmatters.co.uk

 

 

I am reluctant to hold up religious leaders as Great Leaders. You may be offended by the promotion of one belief over another.

 

However Reverend Tutu appeals to me through his humanity, albeit part of his religion, but notexclusive tohis religion.

 

There can be little doubt that he, with Nelson Mandela and others, has so far saved South Africa from a bloody revolution. His key contribution for me is his work with the Truth and Reconciliation Committee.

 

Please read the article and see why.

 

 

 

 

Do you drive a car? You have to put petrol or diesel in a car to make it go. If you buy higher octane petrol you get better performance, a few more miles to the gallon.

 

What happens if you skip the regular maintenance? Before long the car is reluctant to start, loses some of its pep and, generally, become reluctant to move fast at all.

 

What if people were cars? Fuel would be the salary and maintenance would be motivation management.

 

Just like a car, if you ignore motivation then the person will eventually stop, no matter how much salary you pour into them!

 

 

Ah but some people are naturally motivated I hear you say. Yes, there are different models just like cars. Family cars, sports cars and 4x4s all have their special abilities and do better or worse depending on the circumstances. People are the same. But everyone stops eventually no matter how well matched they are to the circumstances if their motivation is not managed properly.

 

What is this “motivation” thing anyway?

 

Motivation at work is about a managed, sustainable environment that demands excellent performance.

 

In brief, work is a social function and motivation is about human contact.

 

Such as:

Also it helps if the organisation is:

Creating the right motivating environment is a big task. Knowing where you are now allows you to plan the change process to the brighter future. When you have your car serviced the service record is updated so you know when the next service is due.

 

 

The review of the current environment must include the management hierarchy. Management methodology has a significant bearing on the environment of people working below them.

 

You can now establish your organisation’s current motivational state through ourAudit.

 

The Audit, a self-completion questionnaire, provides enough information to produce an analysis of your situation, a recommendation for improvement and a proposal.

 

You will need at least four hours to complete the Audit and our fee is £100 + VAT.

 

To enquire about the Audit call 01787 378851 or email from here audit@motivationmatters.co.uk

 

 

People amaze when motivation matters.

 

 

 

 

It may seem odd to consider how the people in HR departments feel about their work. They should be the people who are always positive, can always explain the strange workings of the organisation and put a positive spin on everything.

 

But they are people too! They are subject to the same feelings as the rest of us.

 

A survey by Personnel Today in the US found that 26% of respondents would not pick an HR career a second time. In fact just 60% said they would choose the same career.

 

The biggest factor (44%) in their career choice was the desire to work with people. The more HR becomes “handling regulations” the less the people content of the job.

 

Conflict resolution is a key people HR activity. Highly charged emotional disagreements are difficult to handle. Elements of post-traumatic stress can build up if the HR staff are not well looked after themselves.

 

There is increasing pressure to “support the business”. This may not always lead to a “fair” resolution of conflict but a legally correct decision beneficial to the organisation.

 

 

The government’s ability to introduce new legislation seems boundless. We now have biannual introductions of laws, regulations and codes that often bear directly on an organisation’s procedures, policies and processes.

 

The legislation sometimes produces perverse results. The Age Discrimination legislation at introduction created the need to comply but the Courts had not had time to establish case law. The only safe way for an organisation to act was to ensure that custom and practice was for everyone to retire at the “usual” ages. People who were happily working post-retirement age were suddenly asked to leave to avoid arguments on precedent! This is a frustrating working environment for the HR professional.

 

 

Today line managers are taking up many of the traditional HR roles, which is good in theory but needs good practice. This reduces the need for a day to day HR resource. Indeed there is a move to outsource HR functions completely.

 

Of course we should not assume that the title “HR manager” ensures the holder is fully equipped with all the pertinent motivational skills! HR people can suffer along with the rest of us!

 

 

There are complaints from HR that they are not central to the organisation’s strategy. The regulatory regime may cause HR to oppose plans to improve performance, similar to the way that Health & Safety requirements sometimes do.

 

 

So is HR about to become an outsourced function and be a cost on the organisation. Or could it deliver genuine, strategically vital benefits?

 

 

My current thinking is we need to put the “human resources” back into HR and think about what those humans should be doing. HR has an opportunity to bring across the board performance improvements to the organisation by changing the general “willingness to work” of the staff.

 

 

HR should take on the strategic role of creating the best culture in the organisation: a culture that makes everyone work harder, more effectively and smarter.

 

If HR does not sponsor these improvements, Operations or the CEO may ask why not!

 

Clearly there are many changes going on. It is a difficult time to be in HR.

 

You can help by introducing performance enhancing improvements. Be the solution.

 

People make the difference when motivation matters.

 

Call us now on 01787 378851 or email strategichr@motivationmatters.co.uk

 

 

 

Do you believe people's performancecould be improved?

 

Do you think people could be happier if they achieved superior performance?

 

Do you think your organisation would benefit if your people gave superior performance?

 

Do you think it is your job to start the improvement process?

 

Will you contact us now for a no-risk discussion?

 

01787 378851 or performance1@motivationmatters.co.uk

 

 

 

We hope you enjoyed this Perform.

 

Do you have a great story to tell about inspiring people to great achievements? We will be delighted to publish it here!

 

Please contact us now with your ideas. The story is the important thing, let us worry about the grammar!

 

 

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