Motivating Beyond Money by Rus & Slater

Author:Rus & Slater
Language: eng
Format: epub
Tags: performance, good people, good performer, money, motivation, management, performance management, what they want, productivity
ISBN: 9781781660171
Publisher: Andrews UK Limited 2011
Published: 2011-04-27T00:00:00+00:00

Make people feel as secure as possible : Job security is important, especially in the current economic climate. In reality no one can guarantee job security any more, but even if you can’t control decisions to lay people off you can try to have influence with the decision makers.

There is much reliable statistical evidence that shows that organizations seldom actually reap the expected business benefits of redundancy programmes, so be prepared to fight your corner if the knives come out for your team: more to the point, make sure your people know that you will do your utmost to protect their jobs.

The phrase “job security” is a bit of a misnomer; when people talk about job security what they really mean in income security. Most of us would not object to losing our job if we were offered an alternative; in fact most of dream of giving up our job if we won the lottery and in most people that wouldn’t have to be the £21 million rollover, just ‘payoff the mortgage and give me £30k a year and I’m outta here!’

This was recognized by organizations such as BT in the 80s and 90s when they needed to cut their headcount dramatically; they offered early retirement to people over 50 with enhanced pensions (rather than make compulsory redundancies) They had far more people apply than they could afford to lose!

In the event that it looks as if someone somewhere is going to axe members of your team look at alternatives; remember we are talking about your good performers, not ‘cutting-dead-wood’. Try to find ways to continuing to ‘employ’ these people, either as contractors, casual staff, piece-workers or part-timers. This keeps their expertise and wins more loyalty than just a P45.

Recent actions in both the public and private sectors suggest that staff would rather take a pay cut than see redundancies being made. Staff at organizations as diverse as Toyota (car manufacturer), JCB (plant manufacturer), Thomson Airways (leisure airline), Leggett’s Transport (haulage) and Bartle Bogle Hegarty (an advertising agency) have all voted to take a pay cut rather than see headcount cuts. I’m not suggesting here that managers take advantage of this but recognize that in the worst case scenario you will get more out of your good performers by offering them an element of engagement, involvement and consultation even over such an emotive subject as their job security!

What is important to consider in relation to this aspect is the question of performance in relation to job security. You may have to be prepared to ‘sacrifice’ people who are not performing well in order to safeguard the future of the organization and of the good performers. This should not be done through a redundancy program as decisions will be based on individual performance rather than organizational design….but that is a whole different subject.

Pay people “good” wages : OK, here is the contentious bit…what constitutes a ‘good’ wage? And how do people know that their wages are, in fact, good?

First let’s look

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