Monetary gain ceases to be the only motivator in an employee?s life; a supportive workplace with an ecosystem that provides individuals with the opportunity to innovate and add value to the output holds more significance if people are fairly compensated
Nandita Gurjar
Think of the last time you felt really charged up about work, and what made you feel that way. I?ll bet it wasn?t money.
I am not suggesting for a moment that money doesn?t matter. It does, but only up to a point. There?s enough academic and empirical evidence to show that once people are paid enough?and let?s take that to mean, are compensated fairly and to the extent that they can maintain a certain standard of living?money is no longer the motivator it is made out to be. Bestselling author, Daniel Pink makes this point very convincingly in his talks on employee motivation in which he says that while higher financial reward elicits better performance of mechanical tasks, it actually worsens the performance of jobs with even the slightest cognitive content.
Actually, motivation works in inscrutable ways and often contradicts the laws of expected behaviour. How else would you explain why workers earning a fixed salary put in more hours than those on an hourly wage? Or why unpaid volunteers in a cause are so enthusiastic about showing up at work? So, if it?s not money, then what do people get their buzz from? My short answer: supportive workplace, purposeful work.
If I had to name just one thing that inspires employees to raise their game, it?s finding meaning in what they do. What makes an ordinary job meaningful? One, when it serves the larger interests of significant others, such as customers, influencers, or even communities. Two, when it adds value to the people doing it, by enabling them to polish their skills, acquire new knowledge, make a contribution or?I kid you not?even find their own identities. If you knew that what you did between nine and five made a real difference in the real world?what greater high is there?
I have seen this play out over and over again within Infosys. Some of our coolest innovations have come from the team in charge of a green initiative we launched a few years ago to develop new ideas in sustainability that we could replicate within the organisation and share with the rest of the world. What sets them apart is that they believe?down to the last person?that they are working to create a better world. The results speak for themselves: international recognition and a business that more than pays for itself. Or our programmes like Spark and Campus Connect which require employees completing a busy week to come on weekends and be part of the influence of creating a better community.
Over the years, I have heard many colleagues and acquaintances talk wistfully about phases in their career when they were on top of things, operating at peak productivity. It?s amazing how similar their stories are. Finally, all these accounts boil down to one thing: that they had a platform to showcase their abilities as well as take them to the next level. Don?t be misled by the word ?platform? and all its Google X connotations of ?out there? ideas and a secret facility; often, it?s just a matter of giving an employee the space to do his or her own thing and getting out of the way. Self-direction is one of the most powerful motivators in the workplace.
Let?s take that thought forward. A leading expert in workforce management says that the simplest way to motivate employees is to ask them how they would like to be motivated, and let their answers guide your approach. Find out what makes them tick (Baby Boomers want respect, Gen Y craves technology); what aspects of the job put them off; and what they?d like to see more (or less) of in the workplace. This is quite intuitive really, because it?s exactly what businesses are doing with their customers?learning about individual expectations in order to personalise their offerings.
These conversations are a good starting point to create an atmosphere of openness and mutual respect. Build on that by showing trust and being upfront, no matter what. When people see that there?s no hidden agenda, they feel secure, respected, happier. Happiness precedes motivation. It always has.
I can say from experience that sometimes all that it takes to motivate someone is a willing ear. When you listen, really listen, to your team members talking about their challenges, you?ve already won them over. The corollary to that is that you also need to talk right. A common complaint among disgruntled teams is that they only hear from their managers when they do something wrong. Don?t underestimate the influence of positive feedback?a kind word, a pat on the back, and public recognition?can not only enthuse teams to work harder and better but also teach them to take fair criticism in the right spirit.
Where?s money in all of this? But, here?s the irony. While pretty much everyone agrees that the ?higher incentive equals better performance? theory is flawed, most organisations continue to practice it on all employees, not just those performing routine, repetitive tasks. And this is inexplicable, because motivated employees create more productive organisations, generate smarter ideas and keep customers happier. There?s also a point of view, which says that when organisations care only about profit (no prizes for guessing their approach to employee motivation), devoid of purpose, they could end up very ordinary.
So again?money is important but guys/gals don?t sell yourself cheap. Life is not about a compromise. You should aim for getting that job which thrills you everyday and does not make you ask what you are doing here (OK maybe on somedays) A chance to create value, personal growth, recognition of effort and a supportive workplace? these trump financial incentives any day. Save the carrot and stick approach for horses!
The writer is senior vice-president and Group Head of HR at Infosys