Managers need to know what drives their employees. Do you?

For starters, if you put people in jobs where they can meet their individual needs while doing
the work that’s important to the organization, you’ll have employees who are more motivated to
perform at their best.

Managers have to make work a place where employees feel good about themselves. When
your employees come to work, they can’t turn off their human side, in other words, their human
nature. Employees’ needs don’t shift when they walk through the workplace door. To get
people to perform at high levels, you must plug into their human side, or their human nature,
affirm them, and help them meet their own needs.

Start by paying attention. Watch people doing their jobs.

What gets them excited?
What turns them on?
What turns them off?
Encourage employees to try out their own methods, provided those methods are compatible
with effectively getting the job done.

Next, send out an employee survey about attitudes in the workplace and ask for
suggestions for improvements. Once you get this feedback, don’t ignore the results. Use the
findings to make changes that will improve everyone’s working conditions, including yours.

Mangers can take to help their employees meet their inner desires. That will drive them to
do their best work and find greater motivation in the process.
Here are 3 main ways to go about doing this more effectively:
1.Appreciate everyone’s uniqueness:
By acknowledging to your staff that everyone is unique, you will be demonstrating that you
honor and appreciate the individual talents and differences all employees bring to the
organization. And who knows, you might even uncover a diamond in the rough.
- Give employees development and advancement opportunities.
When you help people to grow and develop, the outcome is a winning trifecta: Knowledge
workers find fulfillment, the customer experience is magnified, and the business thrives in
rapidly changing economies.
When employees grow, their productive capacity increases. When their productive capacity
increases, the capacity of the organization increases.
2.Brainstorm for greater fulfillment:
One great way to brainstorm band, thereby, motivate workers is to set up employee focus
groups. By doing this you will begin to discover what employees would like to get from their
work. Ask employees to brainstorm ways to make work more fulfilling. Then don’t forget to
take action and move forward with ideas and suggestions. When you receive employee ideas
that are not appropriate, always explain why and hold out for reconsideration at a later time.
3.Assume that meaningful purpose is important to people:
Always assume that things like personal growth and recognition, creativity, and meaningful
purpose are as important to your workers as they are to you. Ask employees to describe their
ideal job and what they like or don’t like about their work and then use what you learn to make
work more fulfilling.

Give employees plenty of autonomy:

Best-selling author and former tech executive Seth Godin said: "Leadership is the art of giving
people a platform for spreading ideas that work." What that means is people in charge of people
must empower them to think on their own. After hiring the right people with the right skills for
the job, and setting clear goals and expectations with deadlines and benchmarks, the next and
highest priority is to give your people entrepreneurial rights; let them make decisions and own
their work, and let them determine how to move forward. In other words, let them use their
God-given brains! As you provide your tribe with more autonomy, you'll notice an increase in
intrinsic motivation, trust, and loyalty to the company.

Create a feedback culture.

According to Officevibe, the leader in employee engagement software that puts out amazing
content, their real-time report on the "State of Employee Engagement" revealed that:
 65 % of employees said they wanted more feedback.
 27 percent of employees say that the feedback they receive helps them to work better.
There is a state in the report that is "culture of feedback in your organization where everyone is
helping everyone get better". That means having more frequent one-on-ones, scheduling more
weekly planning sessions, and providing more daily check-ins where regular feedback can be
released in every direction so things are constantly improving.
CASE STUDY:
Example for Assume that meaningful purpose is important to people: “Meghan’s story:
She successfully helped her new colleague find importance and meaningful purpose in their
work.”
Meghan works in janitorial services at a major hospital, and she takes great pride in her work.
One day, she pairs up with a new team member to show him the correct way to clean rooms.
However, he seems ambivalent about his new job, and about the importance of following strict
cleaning procedures. So, Meghan explains why their team's job is one of the most important in
the hospital. When they do thorough work, there are fewer germs in the operating and patient
rooms. Their diligence reduces the number of secondary infections, which, in turn, helps keep
patients healthier. Potentially, their work could save lives.

CASE STUDY 2: “Sanofi’s strategy: Conduct surveys with company employees to consult
employees' opinions and wishes, to ensure that employees still maintain performance in social
distance.”
The Human Resources department of Sanofi and Shopee both have their own strategies to
increase employee cohesion, ensuring that employees remain productive during the period of
social gap. Sharing with us, Ms. Thien Phuong said that Sanofi's employee engagement
strategies in this period revolved around the criterion "considering employees as customers".
Instead of coming up with strategies on its own, Sanofi's Human Resources department
conducted a number of surveys with company employees to be able to consult the employees'
opinions and wishes, thereby building the strategy. mount match. Every Monday, the staff in
Sanofi will have a performance "Coffee - Milk Tea Qua Zoom" where you spend 30 minutes
each session to be able to drink coffee, milk tea and talk together. about work, about life stories
in the past week. At the same time, Sanofi also organized the program "Tra Afternoon FM" - an
interactive radio program so that the HR department could answer the staff's questions about the
COVID-19 epidemic along with music repertoire., singing songs so that employees can feel
comfortable, relax and temporarily forget the panic and worry about the pandemic.

“Ultimately, we’re talking about redefining the

relationship between boss and subordinate.” —Jack
Welch, Former CEO, General Electric