Valuable Employees

1. Retaining & Motivating Valuable Employees Presented to: The University of Nebraska at Kearney Presented by: Kim Thomsen, M.S.E. Education Consultant Agenda Why Good Employee’s Leave Characteristics of Effective Leaders What Employee’s Want from Their Jobs. Motivation: Whose Job is it Anyway? Guidelines for Motivating Valuable Staff Why do companies lose employee’s? ____________________ ___________________ ____________________ ___________________ The #1 Reason why good employee’s leave? ___________________________

2. Your Relationship with employees is key to their satisfaction and decisions to stay or leave. • One study found that 50% of work satisfaction is determined by the relationship a worker has with his or her immediate boss. • Interviews conducted by the Saratoga Institute with 20,000 workers who had just left an employer revealed that the supervisor’s behavior was the main reason people quit. • A 25 year long Gallup study based on interviews with 12 million workers at 7,000 companies also found that the relationship with a manager largely determines the length of an employee’s stay. • Research by the Corporate Leadership Council found that a high quality manager is of standout importance in attracting and retaining key talent. • “So what? Everyone is Replaceable.” • Consider the following. . . • The labor pool is shrinking. By the year 2008 it is estimated that the US will have a six-million-person shortage. The year 2040 - 40 million people short! • Of 1.8 million government workers, one-half will be eligible for retirement within the next few years. • There are 61 countries that are at or below zero population growth, resulting in rapidly aging societies and shrinking workforces. • No matter what the economy talented people are scarce and will continue to be scarce. “Love’em or Lose’em Getting Good People to Stay”, Beverly Kaye and Sharon Jordan-Evans Think of a Supervisor or Manager who you would say was effective.What characteristics or behaviors did (s)he possess that made him/her effective? _________________________ _________________________ _________________________ _________________________ _________________________ _________________________ _________________________ _________________________

3. What Do Employees Want From Their Jobs? Your Rating Group Rating Employee Ratings Difference of 1 & 3 Difference of 2 & 3 High Wages Job Security Promotion in the Company Good Working Conditions Interesting Work Personal Loyalty of Supervisor Tactful Discipline Full Appreciation of Work Done To Be Listened To Feeling of Being in on Things Totals How much do you know about what your employees want from their job? To find out, individually rate the ten items below from “1” (being most important to your employees) to “10” (being least important to your employees). Then, in your designated team,discuss and rate the items in the “group” column.

4. Motivation Definition of motivation Motivation = __________________ + __________________ Motivational Rewards 1. Intrinsic Rewards 2. Extrinsic Rewards Motivational Needs 1. Primary Needs 2. Secondary Needs Self- actuali- zation Needs Self-esteem Needs Social Needs Safety Needs Physiological Needs Maslow’s Hierarchy of Needs Motivation: It Starts with YOU! • Highly Motivated Supervisors • Are easy to talk to even under pressure • Try to see the merit in others ideas • Try to help people understand objectives and goals • Encourage people to reach out in new directions • Try to correct mistakes and prevent them in the future • Expect superior performance and give credit for it • Take mistakes in stride and learn from them • Poorly Motivated Supervisors • Can only be talked to at certain times • Think their ideas are the best • Let people figure out for themselves what the objectives are • Think new directions are to risky and discourage people • Try to find out who caused the mistake • Expect an adequate job and do not say much about it • Allow little room for mistakes

5. always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never always almost usually some- seldom almost never always times never 13. I try to perform better than my coworkers. 3. I seek an active role in the leadership of a group. 11. I express my disagreements with others openly. 8. I prefer to do my own work and let others do theirs. 10. I try to avoid any added responsibilities on my job. 9. I find myself organizing and directing the activity of others. 4. I try very hard to improve on my past performance at work. 15. I strive to be “in command” when I am working in a group. 5. I pay a good deal of attention to the feelings of others at work. 2. When I have a choice, I try to work in a group instead of by myself. 6. I avoid trying to influence those around me to see things my way. 7. I take moderate risks and stick my neck out to get ahead at work. 12. I strive to gain more control over the events around me at work. 14. I find myself talking to those around me about non-business related matters. Instructions: Below are fifteen listed statements that describe things people do or try on their jobs. Please place a check in the box to the word that best describes your own behavior when you are at work. Remember: there are no right or wrong answers. Please answer all questions frankly. 1. I do my best when my job assignments are fairly difficult. Manifest Needs Questionnaire (MNQ)

6. Scoring Step 1: Questions 6,8,10, & 11: Give a value of 1-2-3-4-5-6-7- in that order for the descriptions checked under each question. Mark the score to the left of the question number. Step 2: All other questions: Score 7-6-5-4-3-2-1- in that order for the descriptions checked under each question. Mark the score to the left of the question number. Step 3: Fill in the blank spaces below with the scores for each of the fifteen questions, Achievement items: 1._____ 4._____ 7. _____ 10._____ 13._____ TOTAL:_____ Affiliation items: 2._____ 5._____ 8._____ 11._____ 14._____ TOTAL:_____ Power items: 3._____ 6._____ 9._____ 12._____ 15._____ TOTAL:_____ Your score for each of the three needs will range from 5 to 35, but more likely your score will be somewhere between 15 and 30. Break into groups based on the results of your manifest needs questionnaire and discuss ways in which you like to be motivated?

7. Motivational Needs Characteristics 1. Need for Affiliation Characteristics • need for close, interpersonal relationships with other people • want approval, belonging, and friendship • feel a strong need to be accepted and to feel part of the group • enjoy jobs that offer many interactions with people • have a sincere interest in the feelings of others • tend to avoid conflict and criticism • have better attendance records than those with low affiliation needs • perform well when personal support is tied to performance • are most effective when placed in groups with cooperative spirit • tend to take greater risks when making decisions in groups • people tend to like high-affiliators because they promote good feelings • research has linked high-affiliation needs with good health 2. Need for Power Characteristics • enjoy jobs where authority and power rest within their position • they strive to be leaders • enjoy speaking out assertively • love to coach, influence, teach, or encourage others to achieve • attempt to influence by making suggestions and giving their evaluations • typically verbally fluent, often talkative, sometimes argumentative • sacrifice their own self-interest for the company • have a strong sense of justice or equity • are less defensive and more willing to seek expert advice when necessary • tend to be superior performers and have above-average attendance records • are rated by others as having good leadership abilities 3. Need for Achievement Characteristics • enjoy juggling various activities at once • hardworking and energetic, determined and productive • persistence is their trademark • intrinsically driven • well organized • clear in their goals • hold high expectations for themselves as well as others • know what must be done to attain success • confidence in their ability makes them unafraid to try new things • they accept constructive criticism well and use it to learn how to avoid future mistakes and to help insure their success

8. Guidelines for Motivating Staff from A to Z “Love’em or Lose’em Getting Good People to Stay”, Beverly Kaye and Sharon Jordan-Evans, 2001 Ask “What Keeps you?” ______________________________________________________________________________________________________________________________________________________________________________ Buck It stops Here. “Who’s in charge of keeping staff?” ______________________________________________________________________________________________________________________________________________________________________________ Careers Support Growth. “Are you building their future or are you in the way?” ______________________________________________________________________________________________________________________________________________________________________________ Dignity Show Respect. “Do they know you respect them?” ______________________________________________________________________________________________________________________________________________________________________________ Enrich Energize the Job. “Do your people have to leave to find growth and challenge?” ______________________________________________________________________________________________________________________________________________________________________________ Family Get Friendly “Do you make your employees choose between work and family life?” ______________________________________________________________________________________________________________________________________________________________________________

9. Goals Expand Options “Are there other career paths besides UP?” ______________________________________________________________________________________________________________________________________________________________________________ Hire Get the Right Fit “Are you hiring the right attitude?” ______________________________________________________________________________________________________________________________________________________________________________ Information Share it. “Do you have it? Do you hoard it?” ______________________________________________________________________________________________________________________________________________________________________________ Jerk Don’t be one. “How do you know if your staff thinks you are a jerk?” ______________________________________________________________________________________________________________________________________________________________________________ Link Create Connections. “How can you build connections in your group so that people will want to stay?” ______________________________________________________________________________________________________________________________________________________________________________ Mentor Be one. “Are they learning from you?” ______________________________________________________________________________________________________________________________________________________________________________ Numbers Run them. “What would it cost to lose a good employee?” ______________________________________________________________________________________________________________________________________________________________________________

10. Opportunities Create them. “Will they find them inside or outside?” ___________________________________________________________________________________________________________________________________________________________________________________________________ Passion Encourage it “How can you help them find work they love without leaving their job?” ______________________________________________________________________________________________________________________________________________________________________________ Question Reconsider the rules “Are all the rules critical? Will you keep the rules or the people?” ______________________________________________________________________________________________________________________________________________________________________________ Reward Provide Recognition “Which matters more: praise or pay?” ______________________________________________________________________________________________________________________________________________________________________________ Space Give it “Are your people on a short leash? How can you give them more space?” ______________________________________________________________________________________________________________________________________________________________________________ Truth Tell it “The truth hurts-or does it?” ______________________________________________________________________________________________________________________________________________________________________________

11. Understand Listen Deeper “Are you really listening to them?” ______________________________________________________________________________________________________________________________________________________________________________ Values Define and Align “How can you incorporate your employee’s values into their work?” ______________________________________________________________________________________________________________________________________________________________________________ Wellness Sustain It “How can you help your staff stay healthy and energized?” ______________________________________________________________________________________________________________________________________________________________________________ X-ers & other Generations Handle with Care “What motivates you might not motivate them. How can you keep them?” ______________________________________________________________________________________________________________________________________________________________________________ Yield Power Down “How can you give up power to improve relationships with your staff?” ______________________________________________________________________________________________________________________________________________________________________________ Zenith Strive for the Best “Are you trying to make the best work team possible? ______________________________________________________________________________________________________________________________________________________________________________

12. Please indicate the rating that best reflects your overall evaluation of this seminar: Excellent Good Fair Poor Seminar Evaluation Seminar Title: Retaining & Motivating Seminar Date:June 5, 2003 Company & Location: UNK Facilitator: Kim Thomsen • Seminar Content: • Material easily understood: • 10 9 8 7 6 5 4 3 2 1 • Strongly Agree Neutral Strongly Disagree • Handouts, visual aids, and/or activities supported the subject: • 10 9 8 7 6 5 4 3 2 1 • Strongly Agree Neutral Strongly Disagree • Material has the potential to benefit personal or professional life: • 10 9 8 7 6 5 4 3 2 1 • Strongly Agree Neutral Strongly Disagree • One thing I will apply from this seminar is: • Facilitator: • Speaker was enthusiastic and interested in the topic: • 10 9 8 7 6 5 4 3 2 1 • Strongly Agree Neutral Strongly Disagree • Speaker was knowledgeable on subject matter: • 10 9 8 7 6 5 4 3 2 1 • Strongly Agree Neutral Strongly Disagree • Speaker used effective presentation skills (eye contact, facial expression, vocal projection, smile, etc.) • 10 9 8 7 6 5 4 3 2 1 • Strongly Agree Neutral Strongly Disagree • Speaker was well organized: • 10 9 8 7 6 5 4 3 2 1 • Strongly Agree Neutral Strongly Disagree Comments/Suggestions: _____________________________________________________________________________________________________________________________________________________ _____________________________________________________________________________________ If you would like to request additional information on the seminar topic, or would like to speak with an EAP counselor, please call 402-354-8000 or 1-800-666-8606.