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Motivating People

Motivating People

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Categories:Types, Business/Law
Published by: Ponsethu on Aug 27, 2011
Copyright:Attribution Non-commercial


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Motivating people: Getting beyondmoney 
The economic slump offers business leaders a chance to moreeffectively reward talented employees by emphasizing nonfinancialmotivators rather than bonuses.
Martin Dewhurst, Matthew Guthridge, and Elizabeth Mohr
Companies around the world
are cutting back their nancial-incentive programs, butfew have used other ways of inspiring talent. We think they should. Numerous studies
have concluded that for people with satisfactory salaries, some nonnancial motivatorsare more effective than extra cash in building long-term employee engagement in mostsectors, job functions, and business contexts. Many nancial rewards mainly generateshort-term boosts of energy, which can have damaging unintended consequences. Indeed,the economic crisis, with its imperative to reduce costs and to balance short- and long-term performance effectively, gives business leaders a great opportunity to reassess thecombination of nancial and nonnancial incentives that will serve their companies bestthrough and beyond the downturn.
 A recent
 McKinsey Quarterly
underscores the opportunity. The respondents view three noncash motivators—praise from immediate managers, leadership attention (forexample, one-on-one conversations), and a chance to lead projects or task forces—as noless or even more effective motivators than the three highest-rated nancial incentives:cash bonuses, increased base pay, and stock or stock options (exhibit). The survey’s topthree nonnancial motivators play critical roles in making employees feel that theircompanies value them, take their well-being seriously, and strive to create opportunitiesfor career growth. These themes recur constantly in most studies on ways to motivate andengage employees.
John Gibbons,
 Employee Engagement: A Review of Current Research and Its Implications
, Conference Board, 2006.
 McKinsey Quarterly
conducted the survey in June 2009 and received responses from 1,047 executives, managers, andemployees around the world. More than a quarter of the respondents were corporate directors or CEOs or other C-levelexecutives. The sample represents all regions and most sectors.
It’s not aboutthe money
Performance-based cash bonuses60Increase in base pay52Stock or stock options35Praise and commendation fromimmediate manager67Opportunities to lead projects ortask forces6263
% of respondentsanswering ‘extremely’ or ‘veryeffective’
Financial incentivesFrequent use,
% of respondentsanswering ‘always’ or ‘most of the time’687124635441
Nonfinancial incentives
Source: June 2009 McKinsey global survey of 1,047 executives, managers, and employees from a range of sectors
 Attention from leaders
There couldn’t be a better time to reinforce more cost-effective approaches. Money’straditional role as the dominant motivator is under pressure from declining corporaterevenues, sagging stock markets, and increasing scrutiny by regulators, activistshareholders, and the general public. Our in-depth interviews with HR directors suggestthat many companies have cut remuneration costs by 15 percent or more. What’s more, employee motivation is sagging throughout the world—morale has fallenat almost half of all companies, according to another McKinsey survey 
—at a time when businesses need engaged leaders and other employees willing to go above and beyondexpectations. Organizations face the challenge of retaining talented people amid morale-sapping layoffs that tend to increase voluntary turnover over the medium term. Often, topperformers are the rst to go. Strong talent management is critical to recruit new onesfrom, for example, the nancial sector, who have been laid off from their employers or feeldisenchanted with them. Yet while 70 percent of organizations have adjusted their reward-and-motivation programsduring the past 12 months or plan to do so, relatively few have gone beyond the directmanagement of costs. Two-thirds of the executives we surveyed cited cost reductionsas one of the top three reasons for the changes; 27 percent made changes to increaseemployee motivation; and only 9 percent had the goal of attracting new talent. Regionaldifferences were striking. Forty-ve percent of the respondents in developing markets, where economies have proved more robust, cited employee motivation as a key reason formodifying incentives, compared with only 19 percent in the United States and WesternEurope, where the crisis hit hardest.Even though overall reliance on nancial incentives fell over the past 12 months, anumber of companies curtailed their use of nonnancial ones as well. Thirteen percentof the survey respondents report that managers praise their subordinates less often, 20percent that opportunities to lead projects or task forces are scarcer, and 26 percent thatleadership attention to motivate talent is less forthcoming. Why haven’t many organizations made more use of cost-effective nonnancial motivatorsat a time when cash is hard to nd? One reason may be that many executives hesitateto challenge the traditional managerial wisdom: money is what really counts. Whileexecutives themselves may be equally inuenced by other things, they still think that bonuses are the dominant incentive for most people. “Managers see motivation in termsof the size of the compensation,” explained an HR director from the nancial-servicesindustry.
“Economic Conditions Snapshot, June 2009: McKinsey Global Survey Results,” mckinseyquarterly.com, June 2009.

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