Talent Management – Are Annual Appraisal Results a Good Indication of the Employee’s Ability to Do Higher Level of Work?

By Lois Moncrief

Problem: Companies want to retain their best employees and prepare them for future top jobs in the company. It costs money and is a long term commitment to train and mentor these “high potential” employees. Therefore, companies are looking for ways to make the “first cuts” to limit the group to the most likely to succeed. Some companies use the results of employee annual appraisals to decide who is included in the first cut.

Using Annual Appraisals to Decide First Cuts

Some recent findings (Source: “How to Hang on to Your High Potentials”, Harvard Business Review, October 2011 p. 76) indicate that annual appraisals can be used to make the first cut in deciding who is considered a high potential.

On the surface this would seem to be a good starting point.

However, ability to do one’s current job well is not necessarily an indication that one can do a different, higher level job well.

In addition, the following variables could add to the difficulty of using the annual appraisals to decide that first cut:

• Do all possible high potentials have the same manager
  evaluating them using the same performance standards for each?

• Do all possible high potentials have the same job
  description and the same performance standards?

• Are the performance standards of possible candidates
  “subjective” (frequently vague with plenty of room for management
  subjectivity) or “objective” (numbers that are hard to discpute?

• Is each manager truly objective and fair or does
  he/she allow his/her biases and preconceptions to influence his/her
  evaluations of each employee?

Using annual appraisals as one of the factors used to determine a first cut may be of some value. However, I would take this a step further rather than relying so heavily on the annual appraisals.

Note: USA Today Snapshot on September 27, 2011 “Are annual performance reviews an accurate appraisal for employee’s work?   61% say “Yes”;  39% say “No”

Source: Globoforce/Society for Human Resource Management survey of 700 human resource managers

Another Valuable Factor for Consideration

Here is my suggestion for another valuable factor for determination of first cut:

Give special short term assignments such as projects and leading teams to all qualifying candidates.

Give all interested and qualified candidates temporary assignments where they are leading teams on short term projects lasting 1-4 months. This gives each qualified candidate the opportunity to demonstrate his/her ability to perform at the higher level of work and demonstrate his ability to lead others.

Each qualified candidate should be give the same amount of time and the same level of project difficulty.

At the end of this period, all candidates can be evaluated by a team of managers on how well each of them did on their assignments.  In addition blind surveys could be given to team members to evaluate the Team Leader’s effectiveness in leading the team and successfully completing the project.

Candidates who miss the cut should be counseled on areas for improvement and given opportunities for training in those areas and encouraged to try again later.

This process can be repeated if deciding managers would like to ensure that their selections for further training and mentoring are really the best candidates.

Advantages of Using My Suggestion for Another Factor for Determination of First Cut:

1. All qualified candidates may participate. Each should be given a short term individual project and also a short term team project that they can lead.

2. The short term projects of higher level work gives each candidate an equal opportunity to show what each of them are capable of doing. (Remember: keep the time the same and the level of difficulty the same in as much as possible).

3. Candidates select or weed themselves out by their performance on these short term projects that match closely the level of work they would be doing at these higher levels of future top jobs.

4. Other employees see who rises to the top through their own efforts and skills.

5. Each candidate sees how he compares to other candidates.

6. Giving all qualified candidates an opportunity to participate will lessen complaints and dissatisfaction with the process.

7. Candidates who miss the cut have reason and direction to continue working on their own career development and stay with the company.

Conclusion:

Adding performance on short term individual and team leader projects that are at the higher level of difficulty comparable to future top jobs gives decision makers a better look at the candidates and what they are capable of achieving in order to decide who makes the first cut and who doesn’t.  This should result in saving organization money and time spent training the first cut group by ensuring the best candidates have been selected.

If you would like more ideas on Career Development for your top performers, critical skill employees and high potentials, get your copy of Module 6 – Career Development now.

Click here for more information.

Copyright (c) 2011 Lois Moncrief  All Rights Reserved

In USA Today on July 21, 2011 was a full page ad by US Airways Pilot’s Association. The following is based on that ad.  The ad recounted an event on June 16, 2011 when a US Airways Captain with 30 years of experience kept her flight from departing at night for a flight over the Atlantic Ocean. Her reason for stopping the flight was a bulky power component that had been failing and might continue to fail and that failure could have eliminated all electrical power on the plane’s trans-Atlantic flight.

Despite her concerns, she was pressured by management to fly the plane over the Atlantic Ocean that night. When she refused, she was escorted out of the airport by US Airway’s security. Her crew was threatened with arrest if they did not cooperate.

Before she left the airplane, two other US Airways Pilots also refused to fly the plane that night. After she left the airplane, three more US Airway Pilots refused to fly the plane.

The pilots were right. The power unit was faulty. It was replaced and then the plane was safely flown that night over the Atlantic Ocean.

The point is management initially decided to override their experts’ opinions which could have resulted in an expensive loss (the plane) and many lives of crew and passengers.

They changed their decision after 6 pilots refused to fly the plane that night before repairs were made.

Management then allowed the repairs to be made before the plane was flown over the Atlantic Ocean that night.

BP – Deepwater Horizon Drilling Platform Explosion in the Gulf of Mexico on April 20, 2010

Pierre Towns on 06/21/10  in his article “A Tragic Example of How the Lack of Employee Empowerment Extinguished 11 Lives”  recounts how that tragedy could have been avoided. The below is recounted from that article.

Jason Anderson was an expert and experienced tool pusher for Trans Ocean, the drilling contractor for BP on the Deepwater Horizon drilling platform. His wife, Shelly Anderson told Lisa Myers of NBC how in his last rotation home,  he was very worried about “getting everything in order”, he had his will drawn up, etc. He was concerned that something bad was going to happen.

After returning to the drilling platform he called his wife several times to tell her they were being pressured from higher up to do things that weren’t the way Jason thought they should be done. It involved a safety issue.  Higher management wanted to finish the well faster and were not using the best procedures. Jason Anderson died in the explosion that occurred shortly after that.

BP management did not listen to its experts like Jason Anderson and the result was great cost  (19 billion dollars and counting), the loss of 11 lives, and damage to the ecosystem.

Source of Cost: http://www.insurancejournal.com/news/national/2011/03/30/192306.htm

Challenger Space Shuttle Disaster on January 28, 1986

After many delays, Challenger was supposed to lift off on January 28, 1986. It was a very cold morning for Florida (31 degrees F). Morton Thiokol engineers were concerned about the effects of the low temperatures on the “resilence” of the rubber O rings that sealed the joints of the Shuttle’s Solid Rocket Boosters (SRBs) forcing the hot high pressure gases out the nozzle in the rear end of each rocket. If these O-rings failed it would destroy the orbiter and its crew. NASA personnel thought that the second O-ring in the pair would seal. However, these were Criticality 1 components and as pointed out by Astronaut Sally Ride in questioning NASA managers before the Rogers Commission, it was forbidden to rely on a backup for a Criticality 1 component.

Source: http://en.wikipedia.org/wiki/Space_Shuttle_Challenger_disaster

Management decided to override their experts and go ahead with the launch. The cost to replace the Challenger Space Shuttle by building Space Shuttle Endeavor was $1.7 billion dollars.

Source: http://www.nasa.gov/centers/kennedy/about/information/shuttle_faq.html

The cost of the human lives is priceless.

Employees Can Be The Experts Who Can Prevent Embarrassing, Expensive, and Tragic Disasters

Management needs to empower employees to speak up about safety concerns and then management needs to seriously consider these employee concerns in their decision making. If your employee(s) is(are) truly the expert(s) then allow him(them) to have a very big part in the decision making.

Probably your workplace does not involve expensive situations like those cited above. However, you could have situations that still could be costly and embarrassing if operations went wrong.

Do you empower your employees?

To learn more about empowering employees, check out Module 8 – Empower Your Employees to Excel.

Copyright 2011 Lois Moncrief All Rights Reserved

Would you hire a senior citizen?

Would you encourage a senior worker to stay if he worked for you?

Maybe you should.

Winston Churchill reached 65 years old and “his career was still regarded as a bit of a failure.”  It would have been easy for him to have retired then and for a company he may have worked for to encourage him to retire.

Instead he was elected Prime Minister of Britain. He led his country during World War II, made great speeches that made him famous, and “topped the polls of the greatest Britons ever.”  (Source: Hiring Grandpa, The Economist, April 9 – 16 , 2011.

At a time when the number of people over the age of 65 is increasing and the number of available younger workers is decreasing, some companies are deciding to hire older workers.

“B&Q, a British DIY retailer, has been recruiting older workers since the 1980′s, after a pilot project showed that having more of them around:

• Reason # 1 - Improved customer services
• Reason # 2 – Improved sales
• Reason # 3 – Reduced staff turnover
• Reason # 4 – Reduced absenteeism.”

( Source: Hiring Grandpa, The Economist, April 9 – 16, 2011.

Reduced absenteeism!

Reduced staff turnover!

Improved customer service!

Improved sales!

Seems there may be some advantages to hiring older workers.

More Advantages to Hiring Older Workers –

Reason # 5 – they are more engaged than workers who are 39 years old or less!

As reported in Workforce Management, July 2011, Special Report – Employee Engagement, page 28 by Garry Kranz from a LeadershipIQ engagement survey of 102,322 employees and managers across 130 organizations:

“Workers 39 years old and younger are the most disengaged, while workers 60-69 are the most engaged.”

Even workers 70-79 years old are more highly engaged than workers 39 years old and younger.

There is an average of 25% more highly engaged workers in age groups over 40 years old compared to younger workers.

As companies gear up in the new uncertain economy, older workers make sense for all of the above reasons in this uncertain economy.

Here Are More Reasons -

Reason # 6 – If you do not want to make a long term commitment by hiring a younger worker, hire an older worker who is probably only looking at working for 5 -10 years and not looking for a pension and  may already be covered by medicare.

My own personal thoughts on why older workers may be more engaged  include the following in addition to the above reasons:

• Reason # 7 – They do not have small children at home that need their attention and can be a distraction.

• Reason # 8 – They are more settled.

• Reason # 9 – They are part of the generation with a strong work ethic that places a high value on working hard and doing a good job.

And the greatest reason of all – Reason # 10 – many have expertise, specialized knowledge, experience, and skill sets that would be very valuable to most organizations.

Want proven ways to attract “top performers” and “critical skill” employees? Get your copy of Module 15

Copyright 2011 Lois Moncrief All Rights Reserved

By Lois Moncrief

Here are 5 ways managers deal with employee performance problems.  Which do you choose?

1.  The Best

The best employee managers are proactive about preventing problems from occurring. They realize “an ounce of prevention is worth a pound of cure.” (Ben Franklin was right!)

These managers are admired by their peers for they seem to have no stress or problems in dealing with employees.  They appear to effortlessly have good performance from their staff so they move easily to higher paying jobs.

2. Ostrich Approach

These managers think the way to deal with employee performance problems is to bury their heads in the sand, pay no attention to the problem, and hope it will solve itself.

This strategy almost never works.  If the problem does goes away it is almost always for a reason that is not related to anything the manager did.

What usually happens is the problem that was once small becomes much larger instead of going away. Now the manager is forced into being reactive or retreating into further silence and inactivity hoping that if he ignores the problem then others will also.

3. The Blame Game -

There are managers who think it is not their problem at all. Employees are born motivated or not and there is nothing they, as managers, can do to change that.  They fail to understand that if they can’t positively impact the work of their departments then why are they needed?  Their departments would probably do as well or better without them.

4. Think They Possess the Immunity Idol –

Some managers think they will not be held responsible for employees who are not motivated and don’t work. They can blame it on the employee and they think that their friendship with the boss protects them from any negative consequences.

This approach can work for a while but sooner or later they may find it backfires.  Things come home to roost.  Bosses need someone to blame also and when shareholders are unhappy or upper management is unhappy then the manager could be the first one to be in the spotlight of examination if it is their department that is not producing – better the manager’s head than his boss’  head.

5. Is There a Problem. Denial is King. (The Emperor’s New Clothes Approach)

Some managers think the best approach is denial. They want everyone to believe everything is find despite reports to the contrary. They may even offer lame excuses but do nothing.  They have convinced themselves but not others that there is imply no problem.

You Have a Choice About Your Future

“Proactive” is always better than “reactive” or “passive” when dealing with employee performance problems.

Choosing to be proactive is easier, less stressful, less time consuming, and less work to “do it right the first time” rather than dealing with the consequences of having to clean up the mess that is caused by:

• Ignoring the problem so that it has time to grow into a big problem.
• Playing the Blame Game and doing nothing to correct the situation.
• Denial – claiming there is no problem. Acknowledging a problem is the first step to solving it.
• Expecting immunity from consequences based on friendship with the boss can backfire.

It is Your Choice and Your Future

Why not look like a wise manager who has a department that is “thriving” not just “surviving”?  Your success is tied to the success of your group.

You are the captain of your fate.  Your future is in your hands.  Choose wisely.

To resolve employee performance problems, get your copy of Module 13

Copyright (c) 2010  Lois Moncrief  All Rights Reserved

By Lois Moncrief

Performance appraisals give managers an excellent opportunity to engage employees, enhance employee motivation, and turbo charge employee performance.

Here are 7 Steps to take for better results:

1. Establish Performance Standards that are SMART (specific, measurable, attainable, relevant, and time bound).

Meet with your employee at the beginning of the evaluation period to go over the standards for the coming year.  Ensure that your employee understands the criteria that will be used for his evaluation.  Allow your employee to make comments and suggestions. When an employee is allowed to participate in the process and the standards, he will have more “buy in”.

2. Progress Reviews Should Be Done Monthly or at Least Quarterly.

This can be a monthly report on progress on all performance standards submitted by the employee and reviewed and approved by the manager. A meeting to discuss the progress review is recommended.

You, as the manager, taking the time for a meeting and giving feedback puts the employee on notice that this is important to you and that you are holding  him accountable to the standards.

Take the time to be sure you know what the employee has really accomplished. Ask for proof in the form of copies and reports. Verify the progress independently even if it is just spot checks.

Place any employee who falls short in one or more elements on a 90 day Performance Improvement Plan before the end of the evaluation period.

When an employee knows he is being held accountable, the responsibility for his success or failure is truly his.

3. Focus on “Accomplishments” not “Activities”.

Being “busy” is  not the same as being “productive”.

If you are using competency based performance evaluations be sure to not evaluate the skill or competency such as “adaptable” but the accomplishment that resulted from the use of the skill – how being adaptable produced results for the company bottom line.

4. Evaluate Fairly and Objectively.

Do not use subjective performance standards that are “moving targets” that you can change at whim depending upon how you have predetermined the employee should be evaluated. (Don’t laugh.  It happens.)

Do not use “absolute” standards. Do not use “always” or “never”. No one has perfect performance that is an absolute.  Example: Never makes a mistake. Always arrives on time.

There needs to be an”acceptable range” with an opportunity to “exceed” and a possibility of “not meeting”.

Employees lose motivation when they can see a “no win”.

5. No Bad Surprises!

Never allow there to be any bad surprises in the final annual performance evaluation.  All employees should already have a good idea where they stand before they receive the final evaluation.

If you have had progress reviews with employees, mentored them as needed, used SMART goals, and allowed opportunities to bring performance up to meets (including a performance improvement plan) then each employee is truly responsible for his outcome.  His evaluation should not be a surprise to him.

This should avoid a situation for a surprised and angry employee to take desperate and retaliatory action.

6. Deal with Failure in a Timely Manner.

If an employee is unable to meet the standards after you have regularly reviewed his progress with him, mentored him, and placed him on a performance improvement plan then it is time to demote, transfer to a lower job he can do, or fire him.

Taking the necessary action helps all employees to be motivated when they see there are consequences for non-performance.

7. Reward Your Stars Well.

It is important to reward those who have done well. Recognize their accomplishments. This will encourage more outstanding work from them and send a message to others that it pays to perform well.

For more proven techniques to improve employee performance and appraisals, get your copy of Module 11 today.

Copyright (c) 2010 Lois Moncrief   All Rights Reserved

By Lois Moncrief

Most managers motivate employees by going through the school of hard knocks – the hard way- hit and miss tactics that cost the managers a lot of wasted time toward their goals of success.

Very few managers have mentors – let alone mentors who understand how to motivate employees to get great results.

There are a few seminars out there on motivating employees but usually these are taught by people who have little or no actual experience managing and motivating employees.

It is easy to understand why many managers are not able to engage and motivate more employees successfully.

Large % of Non-Engaged and Disengaged Employees

That is why there are  such large percentages of non-engaged and disengaged employees in workforces around the world.

In one prominent global study the average percent or engaged and moderately engaged employees was found to be 33%. The rest of the average staff (67%) consisted of non-engaged and disengaged employees who were not contributing their fair share of work.

Non-engaged employees are those who lack enthusiasm – who go through the motions but are not involved. Non-engaged employees are the day dreamers – thinking of other things – making mistakes – not getting their work done – doing mainly “activities” and not “accomplishments”.

Disengaged employees do as little as possible to keep their jobs and frequently cost a company a lot in lost profits.

The United States has an average of only 21% highly engaged employees but still ranks third in the world for % of highly engaged employees (Source: Towers-Perrin Global Workforce Study  Executive Report).

How to Get Promotions

Promotions come when managers show they can successfully handle their current resources (i.e. employees) and responsibilities. It is then that upper management sees these managers as prime candidates for promotions to jobs to manage more resources and responsibilities.

Having more engaged and motivated employees would show a manager is handling his current resources well and would mean more group productivity and higher group performance.  That success would lead to more opportunities for promotions for the manager.

Managers who have problems with employee engagement and motivation will be less successful and the “also ran” managers who do not receive the promotions.

What is your success with motivating employees?

Here are 5 Signs of Trouble with Employee Motivation:

1. Do you have a high rate of non-engaged and disengaged employees?

2. Are you finding it difficult to motivate employees?

3. Did the last annual report confirm that your group is under performing and you are wondering what to do to correct the situation?

4. Do you think you have to “push” your employees along rather than your employees wanting to follow you and do their best?

5. Have you been passed over at least once for a promotion?

If you answered “yes” to one or more of the above, then you need to look at how you are engaging and motivating employees. Making positive changes will bring you more success and that next promotion.

Copyright (c) 2010 Lois Moncrief All Rights Reserved

By Lois Moncrief

Managers sometimes forget that part of their jobs is not just simply meeting the bottom line for the company but also getting the most out of their employees while ensuring that their employees don’t have problems that interfere with getting their work done.

As a manager, one of the things you may not be currently aware of is that you may have employees who are calling out for help without actually reaching out to anyone.  You need to be aware of these “cries for help” so you can proactively deal with them before your employees get frustrated and start losing their motivation.

It is no secret that managers can positively impact employee motivation and managers can also negatively impact employee motivation.  These “cries for help” give you the opportunity to step in and positively enhance employee motivation.

Here are Some Signs Your Employees Need Your Help:

• Do employees complain about working conditions?
• Do employees complain about needing things to get their work done?
• Do employees seem frustrated with procedures that slow them down?
• Are there one or two employees whom all the other employees complain about?
• Do employees make a lot of the same mistakes?

If you answered “yes” to one or more of the above signs then it is time to re-evaluate how you are dealing with issues when employees need your help.

Do you work to expedite solutions for your staff so problems get resolved quickly or are you pare of the reason problems do not get resolved?

Are you making it easier for your group to do their work or are you a wall to progress?

Managers play an important part in keeping their employees motivated so that the department can be successful.

What part do you play?

Copyright (c) 2010 Lois Moncrief  All Rights Reserved

1. Employees come either naturally motivate or they are not motivated. It is not “all of nothing”. However motivated most employees come to a job, most can be molded into better motivated employees.

2. It is the manager’s fault if employees are not motivated. The manager shares the responsibility for employee motivation. The manager plays an important part but not the only part.

3. It is the employee’s fault if employees are not motivated. The employee has part of the responsibility of being motivated but there are other facts that can affect employee motivation. Some factors can de-motivate employees.

4.  Every employee can be motivated. Most employees can be motivated to do better.

5. Every manager naturally knows how to motivate every employee.  Managers and employees are complex individuals. Managers do not naturally know how to motivate each and every employee.

6. It is a “one size fits all” in employee motivation. All employees can be motivated the same way.  This is simply not true. Different employees respond best to different employee motivators.

7. Money (in the form of raises, cash awards, and promotions) is required to keep employees motivated. Money is not the “perpetual employee motivation” machine.  Other factors can actually work better than money.  That does not mean to never use money for employee motivation. It does mean to not totally rely on money to motivate employees.

8. Fear is the best workplace motivator and employees who fear their boss will be the best motivated. Fear only works for short term and unusual circumstances. Overall, it is a poor workplace motivator that should not be used.

9. The desire to see the company be successful is the biggest factor driving employee motivation. While it is in the best interests of employees that the company they work for is successful, it is not the biggest factor driving employee motivation.

10. Feeling “valued” has nothing to do with an employee’s willingness to work harder and better. Feeling valued can be a significant factor in motivating employees.

11. Efforts to increase each employee’s motivation can only last for a short time at best. There are ways to motivate employees at a deep level which can have an impact that is lasting.

Copyright (c) 2010   Lois Moncrief   All Rights Reserved

Good managers are good at getting employees to do their work.  Leaders are good at inspiring employees to do more willingly. The two can be a great combination.

To make use of that combination, here are 7 Powerful Leadership Skills for Managers That  Increase Employee Motivation and Job Satisfaction

1. Set a Good Example – this covers so much ground – be honest, be fair, be respectful and expect respect back. Put in an honest day’s work yourself.  Don’t just talk the talk – walk the walk.  Leadership by example is very powerful.

2. Performance Standards – have reasonable expectations of your employees and communicate those expectations clearly and award appropriately. Make sure you create a performance evaluation system that gives employees the opportunity to create a win for themselves by working hard and smart to exceed your expectations and a win for you (with increased productivity, etc.) . If you only have subjective elements that are moving targets and only you know and decide at a whim what meets, exceeds, or fails then you take away your employees’ motivation to do well.

3. Hold  Your Employees Accountable – Make sure there are consequences appropriate to the situation – if you tolerate poor performance and/or poor behavior (without dealing with it in a timely manner) you create a very bad situation that only gets worse with time.  It is a real employee motivation killer. Your good employees will have no reason to go the extra mile especially if they have to do it to make up for someone who is coasting, getting away with it, and being paid the same amount of money.  Others will decide that they might as well stop or slow down working as there are no consequences.  This situation is difficult to turn around.

4. Do Reward Those Who Do Well In Their Jobs – if you want the performance to repeat, then recognize and award it! This is a powerful employee motivator.

5. Keep Your Employees Informed and Share Your Vision With Them – have regular meetings to keep them informed and show them what you see for the future of the company.  Give them opportunities to have input also. Having input into decisions creates buy in and a sense of ownership for employees.  They will be more willing to put forth extra effort in their work when you form a “partnership” with employees and they move from “what’s in it for me?” to “what’s in it for us?”

6. Keep an Open Door Policy – Make it “safe” for your employees to come into your office and share whatever they want in confidence and then really listen to them. You will be surprised how much you will learn about your workplace that will help you become a better manager.  I am not talking about encouraging gossip.  I am talking about an honest exchange of information intended to improve workplace conditions.  The input you receive will show you ways to improve employee motivation and employee morale when you understand the problems that are holding your employees back.

7. Don’t Let the Workplace be Ruled by Politics and the Good Old Boys – There are few things more de-motivating to the majority of your employees than this.  This is poison to one of the strongest employee motivators – career development.  All employees want to think that they can develop skills and acquire knowledge and work hard to give themselves a” fair” chance at a better future with the company.  You take that away when you give promotions to “friends” rather than the most qualified.

The High Five

If you are a good leader, in addition to being a good manager, everything will go better. You and your organization will reap the benefits -

1. employee motivation will be high

2. employee morale will be high

3. employee performance will be high

4. employee retention will be high

5. employee job satisfaction will be high

You will have the high five!

Promotions for You!

All of this ensures that your own career will have more and more success for when you show that you can handle your current resources and responsibilities well – then higher management will have every reason to give you more responsibilities and resources to handle and that means promotions for you!

Copyright (c) 2010  Lois Moncrief  All Rights Reserved

In the January-February Issue of Harvard Business Review (HBR), there is an article called 10 Breakthrough Ideas for 2010. One of those breakthrough ideas is labelled, “What Really Motivates Workers – understanding the power of progress”.

The article talks about a survey of knowledge workers.  Knowledge Workers are defined by Wikipedia as “someone who is valued for their ability to interpret information within a specific subject area.”  The examples Wikipedia gives are teachers, lawyers, architects, physicians, nurses, engineers, and scientists. 12,000 Knowledge Workers participated in the survey by emailing in daily their “diaries” of their work that day and their thoughts about the workday.

One of the Strongest Motivators
Progress was the winner in these diaries as the strongest motivator.  According to HBR,     ” On days when workers have a sense they’re making headway in their jobs, or when they receive support that helps them overcome obstacles, their emotions are most positive and their drive to succeed is at its peak.  On days when they feel they are spinning their wheels or encountering roadblocks to meaningful accomplishment, their moods and motivation are lowest.”

It would be a leap of faith to say this motivator of progress for knowledge workers would also be the strongest motivator for all workers.

Putting that concern aside, I would like to point out that HBR talks about some factors that can work against this motivator.  These factors that can work against this strong motivator are part of that list of 2 dozen de-motivators I have been telling you about. Two of these are:  resources are not available to get the job done and management changing directions and goals too frequently.

This brings us back to while you are trying to motivate your employees be sure you are no inadvertently also demotivating them.  That tug of war does exist in many workplaces and impedes “progress”.

Copyright ©2009 – 2010  Lois Moncrief   Globebic LLC  All Rights Reserved