It was an honor to be included in Dr. Bob Nelson's new book "1001 Ways to Engage Employees". I shared a case study with Dr Bob which showcased how we used the SCARF methodology to enhance a major technology company's performance management strategy.
Managing employee performance has moved from annual write ups to high touch, systematic career development. The example I shared with Dr Bob was effective for two reasons:
- The process was simple
- The employee was afforded a range of performance objectives to stack rank in order to help their manager better understand their motivation
Failure in performance-based systems occurs when too much user input is required or when employees are forced to conform to initiatives that don't align with their personal career goals.
Behavioral Modeling starts with a menu of 5 Intrinsic Motivators:
We can structure a motivation path around rewards (carrots) or certifications (sticks) but employees would rather be inspired by an element of intrigue.
Some work for money. Others enjoy the glory of winning. Allowing a choice scales to all corners of Behavioral Economics.
If your employee were to stack rank the 5 intrinsic motivators listed above would you help them exercise strengths without a demand to prioritize that which does not intrigue them?
Technology rules but accessibility can be an issue. Over-worked, communication fatigued employees are called upon to access multiple sites to understand the internal programs available to them. If it takes 30 minutes, 12 sites and an Ethernet cable to access a program portal, odds are said program will be under-adopted.
Buyers in the HCM space face a logic bending hurdle:
Sun-setting legacy technology involves 12 months, 2 FTE's and a significant loss in opportunity cost.
Therefore, vendors in the space are allowed to lack ingenuity without repercussion.
You don't have to overhaul legacy systems to enhance program access. There are elements of performance management than can be written on a napkin.
Trust and Transparency drive Employee Engagement. Giving employees choice for career path empowers them and provides a guide for development.
Revisiting the Engagement Ecosystem
If you had to take 12 e-learning courses to be rewarded $50, would you do it?
If the knowledge afforded in the learning path is beneficial to your career development, won't the attainment of knowledge present applicable reward?
Do you need to be paid to thank your peers?
If you knew recognizing an overworked, underpaid member of your support team would put a smile of his/her face, would that not be incentive enough to encourage their effort?
If you complete a project on time and under budget would you prefer a gift card or a week off?
Happiness driven by profession is a myth. People are inspired by opportunity to advance which heightens their engagement in their work which inspires them to work harder which presents greater achievement which gives their work purpose. A rush of dopamine fills the brain on the way to the train on a Friday after a successful week. Those seeking to enhance their success carry said dopamine in their brain on a Monday morning as well.
The amount of money one makes does not drive engagement, it sets expectations.
Purpose-driven work that is consistently challenging is the only path to true success.
1. Allow employees to chose their path to success
2. Make programs easy to access and operate
3. Reward fairly
4. Create new challenges
Don't Forget to Remember,