The motivating factor

At the extreme end of dysfunctional workplaces is the office of Dilbert, that well-known comic-strip satire about a work culture gone horrendously bad. Evil bosses, harebrained HR policies and underpaid and overworked staff make up the bulk of the punchlines. It’s funny, but only because the majority of workplaces have come so far from what was a much more common experience in 1989 when Dilbert first hit US newspapers.

Unlike those comic characters, employees today have evolved from that “whatever the boss says, goes” attitude to enlightened individuals ready and prepared to voice their needs. Employers too have come a long way, and recognise the need to treat their staff as assets, actively motivating them to give their best for the organisation.

What makes your staff tick?

It is vital to understand what makes staff happy so that their needs, as well as those of the organisation, can be met. Ben Chew, Regional Business Manager of TBC HR Consulting, Singapore says motivation is the “greatest” challenge facing employers in Singapore. “Many organisations assume that all people are motivated by the same things, but they are (actually) motivated by a whole range of factors.”

Geraldine Fraser, HR Director of consumer brands developer Diageo Asia Pacific says the organisation works hard to challenge its staff, and keep them in touch with its softer side. “Aside from the standard benefits, one of the most important factors in keeping staff motivated is to provide them with opportunities to experience the values of the company, and to see how their work makes a tangible difference to our performance,” she says.

“We hold regular team building events and functions which encourage creativity and allow our colleagues to understand core company values through participation.

“Part of this is our corporate social responsibility programme, in which we actively encourage colleagues to support charitable causes.”

Tailored training

Kate O’ Shea, Director for Impact Asia Singapore, a public relations firm, agrees that training and team building exercises are important for staff motivation, but organisations get even more value when they can tailor these programmes according to individual staff members. “We like to focus on each individual and put together a training programme to develop their personal strengths and focus on areas that might need developing,” she tells HRM.

She adds that the right kind of mentoring and nurturing is important for employees, but says many companies do not invest the time or resources for it, even though it would “reap rewards in terms of loyalty, motivation, and development.” As part of its regular training schedule, Impact Asia staff in Singapore take units and programmes in the company’s Hong Kong headquarters.

Feeling valuable

Rank-and-file employees may not be involved in the daily running of their organisations, but they still need to feel their contributions are important. Chew says empowerment, and the feeling that decisions are valued can be a key differentiator when it comes to staff motivation.

It’s something Impact Asia has found particularly effective in Singapore. “We encourage all team members from all levels to be part of our growing business which as a result, has led to the most junior employees’ presenting new business leads to the agency,” O’Shea says.

Employers who keep a transparent policy coupled with open communication are appreciated by staff, and especially during a time of upheaval. During the recent world financial crisis, companies were forced to make hard decisions including salary cuts and reducing staff numbers. Employers who had open discussions with their staff to assure them about their jobs most likely had a lower attrition rate and managed to keep their good staff (even after the crisis) compared to those that did not.

 “One of the primary factors in maintaining employee satisfaction is providing strong leadership, especially in times of uncertainty. Strong leadership saw Diageo return to growth in the second half of 2010,” Fraser says. Furthermore, Diageo management keeps daily communications with its staff via avenues from emails to public media comments.

O’ Shea emphasises that open discussions are necessary and should be non-hierarchical. “Involving the team with decisions which effect their day-to-day is much more empowering than having someone else’s thrust upon you,” she says. Impact Asia conducts formal twice yearly reviews while informal sessions are done throughout the year to keep note of staff progress.

Work-life balance

“Cultivating a culture of flexibility” is also important for staff motivation, Chew says. As more and more employees lean toward a good work-life balance, it has become increasingly clear that both employees and employers are more interested in the end-results more than the location of where the work is being completed.

He advises that staff should be allowed varying working hours, telecommuting options or options where “they can split their time between office and working from home”.

Several organisations are already employing these policies. O’Shea recalls shutting the office to go for a pedicure session with her staff after a busy week. Though it is slightly amusing to hear, she maintains that “sometimes it’s the little things that matter and make a difference.”