Here’s what motivates employees the most: Managers should evaluate their behavior first

How are motivational systems changing in organizations? Are annual interviews an outdated tradition or an effective tool? What motivational measures in organizations are already taken for granted in the press release, ISM professor, Devbridge Director of People and Organization Development, dr. Raimonda Alonderienė and Manager of the ISM Executive School Leadership Module, founder of Alisa Management Laboratory dr. Alisa Miniotaitė.

An annual motivational interview is not enough

Dr. R. Alonderienė emphasizes that regular conversations between the manager and his employee can help to feel the employee, his attitude towards the organization and the team. According to her, the mistake is made by those who still follow the rule of talking to an employee only once a year, because this practice can only bring minimal results.

“It is necessary to maintain constant contact with the employee, establish an individual connection, organize face-to-face meetings. These individual interviews with managers and employees lasting between 0.5 and 1 hours should be conducted on a regular basis. It is recommended to speak with newcomers at least once a week. With the longest, once every two weeks.

Some practical tips for organizing individual interviews with a team member. Schedule and send an invitation on your calendar in advance for all appointments ahead. Don’t cancel, it is better to move the conversation if unforeseen circumstances occur. Don’t just talk about work. Ask how the person looks on the team, in the organization, in the current position. If the questions are over, don’t be afraid to experiment. Ask: “If we change places, what would you ask me?”, “What is a good question for you in individual conversations?” And so on.

I agree that annual interviews matter, but if we don’t have regular one-on-one interviews and we try to put everything into one interview a year, it’s better not to have them at all, ”says the expert.

Dr. A. Miniotaitė adds that annual motivational interviews are criticized for their inherent formality, high cost of time and money, inefficiency, and even demotivating effect. Now it is noticeable that motivational interviews have changed and companies organize more and more interviews before and after projects.

The annual interview is not a place for negotiations

According to dr. During A. Miniotaitė’s annual motivational interview, they talk about what the employee did during the year, how he felt at the company, how he sees himself in the future and other important topics. However, the annual interview should not become a place where salary negotiations take place.

“An important rule is that the annual interviews do not talk about salary, because otherwise the interview turns into negotiations, when the employee tries to show how well he works, and the manager is forced to show that not everything went so well” says A Miniotaitė.

It is not only the salary that motivates

According to R. Alonderienė, employees are not only motivated by financial instruments. It is important to look at each employee individually – to understand what they care about, what they lack, and what incentives would work.

“When it comes to a pandemic situation, three things become especially relevant to people: physical and psychological health and contact with the team. One of the many things that we offer to employees and see that it pays off is the psychological counseling and sports training not only for employees but also for family members. Managers, on the other hand, also get more creative in keeping in touch in teams. Invite informal long-distance coffee conversations, occasional members of other teams if circumstances allow, conducts individual conversations, meets outdoors remotely, organizes non-traditional team events after work such as game nights, remote wine tasting club, etc. ”Says R. Alonderienė.

Dr. A. Miniotaitė points out that the motivation of the youngest representatives of the labor market is influenced by the organizational culture. Potential employees pay attention to how the organization has worked so far, whether it is growing, what its relationships are, what product is being developed, etc.

“The merchandise package is more or less the same everywhere. Employees know that if they are competent, they will earn that money everywhere. Then the question arises of where I work. The culture of the organization, the internationality, the product is they become interesting and are probably a bit related to perspective and perhaps meaning ”, says Dr. A. Miniotaitė.

The manager’s job is not to motivate

“We must recognize that motivation is a competence and it is the responsibility of each one of us to be motivated. If I am not motivated, this problem needs to be addressed. So the manager maybe a lot and does not need to do. Sometimes it is more important not to motivate a person, but not to motivate him, ”says Dr. A. Miniotaitė.

According to her, demotivation of employees can arise for various reasons: non-payment of salary when such opportunities exist, undisclosed attention, bad feedback, various conflicts, lack of goals, etc. The role of the manager, according to A. Miniotaitė, ensuring that there is less, listen to those around you and respond in a timely manner.