One of the autumn’s surveys predicted that one in four employees in their 30s would be looking for a new job before Christmas. Whether it turns out to be true or not, it is an expression of a dynamic labor market, where it is important to do your part to keep ambitious employees.
One in four employees in their 30s would be looking for a new job before Christmas. The survey, carried out by Epinion for Deloitte, predicted that one in four workers in their 30s would be looking for a new job before Christmas.
This means that it is more important than ever to keep your employees motivated. Creating motivation is an area that is a source of constant challenge for the vast majority of managers, because employees’ knowledge, skills, and commitment are important parameters for companies today.
CREATE MOTIVATION
The vast majority of employment relationships start with the employee being motivated and optimistic, and only after a while does morale begin to decline. Therefore, motivation is about maintaining and continuing enthusiasm.
Achievement: The employee must feel proud of his work and results. In addition, the employee must be presented with an open dialogue about career opportunities and wishes for this.
Fairness: The employee must be respected and treated fairly in terms of pay, employee benefits, and job security.
Recognition: The employee must have a fruitful and supportive relationship with his boss and with his colleagues.
WHAT MOTIVATES?
As a manager, it is a good idea to first become aware of what motivates. According to a global survey conducted by The Network and the Boston Consulting Group among 200,000 graduates, recognition, the relationship with the boss and colleagues take first, second and third place, respectively, among conditions that create job satisfaction – and therefore motivation.
RECOGNITION MOTIVATES
Therefore, the key to successful motivation is recognition of the employee’s competencies. The employees need to feel competent, experience self-determination and be in relation to others so that they feel they belong. These are all needs that you as an employer should stimulate when trying to motivate your employees.
If the needs can be stimulated by the company, the management team, and the colleagues, there is a much greater probability that the employees will stay.
HOW TO KEEP YOUR EMPLOYEES:
Be a good example of the behavior and commitment you want your employees to display. As a leader, you are automatically a role model where actions and words must match.
Be conscious of not demanding more from your employees than you yourself are willing to put into the workplace. If you ask them to work overtime, do it yourself too, so they feel that you are lifting as a team.
Use humor and a positive attitude to create good energy. It can have a decisive effect on your employees’ workplace, whether you show up tired and grumpy or fresh and happy. Think about how you yourself are affected by the good or bad mood of others.
Set clear goals for your employees – and remember to tell them about them. The vast majority need to know in which direction they should move and why. Offer employees career opportunities and listen to their wishes about them.
Listen to your employees’ ideas. Test those who can create value for the company, so your employees feel that the company is interested in their contribution as a whole – and not just in their presence 8-16.
Of course, you must not discriminate against your employees on the basis of gender, ethnicity, or religious affiliation. But a carrot for the employees who perform best is both fair and in order, he points out. At home, our standards are meritocratic. You get benefits and promotions based on ability and effort, and we see that as fair. Conversely, nepotism is unacceptable. Even in family-owned companies, placing family members in senior positions is often frowned upon. It is completely different in a country like Italy. There is almost a tradition here for top directors to give jobs to family and friends. And that is accepted. It is obvious that you cannot lead with a kind of one-size-fits-all, and certainly not in knowledge companies. They also say that to treat people the same, you have to treat them differently. Both employees and managers come up with ideas and norms about what is right and reasonable. If you as a leader break those norms, it will be perceived negatively and create uncertainty.