Core Motivating Factors for Your Employee


Core Motivating Factors for Your Employee

March 26, 2019

It’s really the factors which stir our fundamental goals which truly inspire us, such as improved autonomy, getting new skills, being able to express ourselves – and all the other factors which are outlined below.

The workforce of Japan is superbly loyal to their employers. It’s not uncommon for a worker to remain with the same company for their whole lifetime – a phenomenon commonly called as ‘shushin koyo’, or ‘lifetime employment’. However, this attitude is progressively on the decline. As global uncertainty increases, companies cannot necessarily rely on the intangible idea of loyalty alone, and will need to look for other reasons. Of course there are still many people who consider pay to be the prime means of motivation, but if we’re completely honest with ourselves, pay can only motivate us so much. 

How driven would you feel getting a six figure salary working in a job where you are worked to the point of enervation every day in a decrepit office, bounded by people who dislike you, reporting into a manager that doesn’t spend any time, effort or appreciation in you? Money is not the be-all and end-all. With that in mind, here are some other ways by which you can inspire your staff.

It’s not sufficient just to send employees off on training courses though. What’s even more encouraging for most staffs is being shown that there are more rungs on the career ladder that they can climb to within your business. According to a latest research, only 42 per cent of women and 58 per cent of men feel as though they have the opportunity in their current role to promote themselves and communicate their ambitions. Similarly, more than half the people (54 per cent) cited the wish to face new challenges as a key reason for their departure from an organization, while nearly the same percentage (48 per cent) shown a lack of evolution as the cause.

All of these grievances can be simply fixed by openly enunciating a plan of progression for employees. Make sure to have (ideally at least twice a year) regular meetings during which discuss the employee’s goals and their promotion prospects within the business. If their promotion ambitions can’t currently be realized then giving that employee increased sovereignty or say within the business could be a reasonable settlement. That real sense of effort being pleased with broader prospects, whether it’s a promotion within the same department, another area of the business, or working in a new role in another country completely, will fuel the motivational drive.

By upgrading or enhancing your employees’ skills, you’re displaying them both that they matter to the business, and also that there is a scope for development within their role. What’s more encouraging than being reinvigorated and sustained to become a better version of you? The employee will well appreciate, and be more enthused by, a sensible and well-considered plan of training for them. Do not worry if your business/department has no budget for learning and development – many don’t – there should be abundantly of free and relevant networking events and sessions your staff can attend, you just need to look around.

Employees must be recognized and rewarded equally for all of their contributions and achievements. However you can do more than just the minimum of remunerating someone for their efforts, and issuing the occasional pat on the back. Acknowledgement comes in many forms, and it’s largely up to you and your good people management skills how well you execute it. Some employees would be greatly stirred by a formal recognition in front of other coworkers, such as a certificate or a team lunch, while others would prefer some extra praise and insight from yourself. What’s certain is that we all get a kick out of being acknowledged for a job well done.

Staff should also feel as though they have room and license to voice their opinions and ideas where required, without fear of being ignored or pulled rank on. Welcome feedback from your team wherever possible, and instill in them the feeling that their views matter to you and the business. It’s also important that your team is allowed to express themselves within their work, and that they aren’t forced to doing things in a restrictive, recycled way that you or the business has imposed upon them. Some reformist businesses operate a ‘flexi-hours’ strategy by allowing their employees to pick their own working hours. 

Creating a workplace that people enjoy being in and feel inspired by is another way of sustaining the motivational thrill – although that doesn’t mean blowing the budget on hiring interior decorators or buying the most lavish espresso machine. Why not ask your team to come up with proposals for ways to improve the workplace environment, agree a wish-list, and then action at least some of these tangible, collective rewards when a precise target is reached? A sense of bond and belongingness is also a sub-category of ‘work environment’ which serves as the most influential solution to absenteeism and clashes within the workplace. By nurturing your best and brightest and giving them the skills they require to further their careers, companies can keep the smiles on employees’ faces, while preventing a talent drain that could hurt them vastly in years to come.