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University of Colorado Boulder Guide to Motivating Employees Developed by the D

University of Colorado Boulder Guide to Motivating Employees Developed by the Department of Human Resources Updated July 2012 University of Colorado Boulder Guide to Motivating Employees Table of Contents I. Introduction 4 I. Introduction......................................................................................................................4 II. Elements of a Successful Motivation Program.............................................................6 1. General Principles of Motivating Employees.....................................................6 2. Employee Involvement .....................................................................................7 3. Business Literacy ...............................................................................................7 5. Work-life Initiatives............................................................................................8 III. Practices to Inspire Motivation in Your Work Unit..................................................9 1. Say “Thank You”.............................................................................................9 2. Get to Know Employees..................................................................................9 3. Developing an Alternate Work Schedule for Your Unit.................................9 4. Upward Feedback .........................................................................................10 5. LSI and OCI Organizational Inventories..........................................................10 6. Nominate Staff..................................................................................................10 7. Create Your Own Departmental Awards Program...........................................11 8. Encourage Staff Participation on Campus........................................................11 9. Creative Recognition Ideas...............................................................................11 IV. Great Tools to Get You Started!...............................................................................13 1. Developing a Departmental Recognition Program: Steps..............................13 3. Motivation Survey: How to Find Out What Employees Want.....................14 4. Motivation Ideas to Enhance the Work Environment....................................14 V. Practices to Build Motivation for Individuals...........................................................14 2. Create a Successful Business Literacy Training Program ............................15 3. Department Mentoring Program....................................................................16 4. Course Offerings by Organizational and Employee Development ...............16 5. University Perspective Program.......................................................................17 6. Interest Testing..................................................................................................17 7. Faculty and Staff Assistance Program (FSAP) ................................................17 VI. What You Can and Can’t Do: Policies, Procedures and Guidelines at the University of Colorado.......................................................................................................19 1. Administrative Policy Statement (APS)...........................................................19 2. The Procurement Service Center (PSC) Procedural Statement: Recognition and Training............................................................................................................19 3. Administrative Leave........................................................................................19 4. Spot Awards ....................................................................................................19 5. How to Enter Cash Awards in PeopleSoft HRMS ..........................................19 6. Taxability of Incentive Awards .......................................................................20 7. Donations as the Source for Incentive Rewards...............................................20 2 University of Colorado Boulder Guide to Motivating Employees VII. FAQ’s..........................................................................................................................21 VIII. Bibliography/Reading List......................................................................................23 Developing a Departmental Recognition Program.........................................................25 Appendix B: Employee Motivation Survey....................................................................27 Appendix C: Awards Available at CU-Boulder.............................................................29 3 University of Colorado Boulder Guide to Motivating Employees I. Introduction The Guide to Motivating Employees is intended to provide effective ideas and tools for supporting employee motivation. Campus supervisors and managers are working hard to create and maintain a positive work environment among staff, while also facing budget and management challenges. The guide: • Offers concrete ideas to enhance morale and performance – many of which can be implemented readily, with little or no cost to the department. • Summarizes current research on employee involvement and motivation, offering fresh ideas on how to retain and recognize staff using motivational programs and concepts. • Includes policy information on what is and is not allowable, under the fiscal and administrative guidelines at CU-Boulder. • Includes practices to help motivate individual employees and/or a whole work unit. A Motivation Survey can help you find out what employees value, in terms of personal interests and incentives and annual awards programs. A sample motivation survey is available on the Human Resources website. Why Motivate Employees? A successful organization can generally trace its success to motivated employees. A look at the synonyms for the word ‘motivated’ such as induce, move, provoke, prompt, and cause, shows that without motivation at some level, nothing really gets started. However, motivating people can be difficult; there are no magic formulas or programs to motivate individuals. Motivation is also personal. While one employee may appreciate time off, the next may enjoy new challenges. The basic rule is to discover what your employees want and create a way to give it to them or encourage them to earn it. Following this principle should motivate your employees and allow them to become engaged in the success of the campus and your department. In 2006, and again in 2012, classified and exempt professional staff on the Boulder campus participated in an Employee Engagement Survey. Through this process, the campus has been able to identify what it is doing well and where it can improve. Results and key trends from the surveys are highlighted below.  In 2012, 90% of employees saw their job as vital to the overall purpose of the University, an increase from 88% in 2006.  In 2006, 80% of employees were willing to go above and beyond their normal work duties. In 2012, this number increased to nearly 89%.  From 2006 to 2012, the percentage of employees who believe they are utilizing their talents increased by 9% (75% overall).  Currently, 72% of employees would recommend a friend to work here (an increase from 60% in 2006). 4 University of Colorado Boulder Guide to Motivating Employees  Employees with a shorter length of service (under two years) have been consistently more positive and optimistic about the work environment. It is vital that campus capture and build on this optimism While employee opinions have improved in regards to recognition programs and rewarding employees, the 2012 survey highlighted that this is still a key area to focus on improving. Our hope is that this guide will help you start recognizing those individuals who are willing to go above and beyond to make the campus and your department a better place. By effectively recognizing employees, you can help support, develop and retain great employees who have chosen to work for the University of Colorado Boulder. Without recognizing and motivating employees in ways that are meaningful to them there is a risk that you will lose them. In their bestselling book on employee retention, Love ‘Em or Lose ‘Em, Beverly Kaye and Sharon Jordan-Evans ranked the top reasons employees remain where they are: 1. Career growth, learning, and development 2. Exciting and challenging work 3. Meaningful work, making a difference and a contribution 4. Great people 5. Being part of a team 6. Good boss 7. Recognition for work well done 8. Fun on the job 9. Autonomy, sense of control over my work 10. Flexibility, for example, in work hours and dress code 11. Fair pay and benefits 12. Inspiring leadership 13. Pride in the organization, its mission, and quality of product 14. Great work environment 15. Location 16. Job security 17. Family-friendly employer 18. Cutting-edge technology This list provides a hint of what matters to employees, which is a key point in employee motivation. How would answers from employees in your unit match or differ from this list? Find out what matters to them by asking – one on one, in a group, or using the sample Motivation Survey. Then use principles and ideas from the HR Guide to customize an approach to motivating your staff, based on what you learn. 5 University of Colorado Boulder Guide to Motivating Employees II. Elements of a Successful Motivation Program 1. General Principles of Motivating Employees In a recent research study, personal congratulations by managers of employees who do a good job were ranked first from 67 potential incentives evaluated. Second was a personal note for good performance – written by the manager. Simple approaches provide some of the most effective strategies for motivating staff. Other fundamentals include: • Know your staff. Ask what they value and what motivates them. • Give feedback. Specific, on-the-spot praise is good! “Praise in public/criticize in private” demonstrates respect and achieves results. • Partner with staff in achieving their goals. Ask employees about their career goals and offer related assignments whenever possible. • Educate employees about the “business” of the department and the university. Such learning can be fulfilling for employees, and can make them more valuable assets. • Keep employees informed and involved with the big picture at the university and within the department. Seeing how his/her role serves the greater mission increases his/her feeling of connectedness at work. • Use rewards that have mutual benefit, such as skill training and professional development. • Use monetary rewards sparingly, and always in conjunction with feedback, personal recognition, etc. Effective motivation enhances the employee’s intrinsic sense of accomplishment, contribution, involvement, and satisfaction. Rewards that facilitate this usually relate to the mission and values of the organization. (Self Actualization and Self Esteem are the Highest Order of Incentive, F. Hudetz: http://bat8.inria.fr/~lang/hotlist/free/licence/papers/reward/hudetz.html.) Motivators linked to our mission at CU-Boulder might include: • Education / professional development • Release time to attend classes and/or training sessions • Release time to volunteer or participate in campus events • Career advancement opportunities • Career counseling • A culture of open communication • Mentoring Together with verbalized appreciation, these opportunities say loud and clear to employees, “Your contribution is highly valued, and your quality of life matters to the university.” Some may be surprised to learn that monetary rewards often do not produce long-term performance and productivity results. In fact, some research shows that reward programs which solely emphasize cash incentives can actually “de-motivate” staff, by changing the employee’s focus from his/her inner sense of accomplishment and contribution to 6 University of Colorado Boulder Guide to Motivating Employees attaining the “carrot” of the incentive award. (Dump the Cash, Load on the Praise, B. Nelson) 2. Employee Involvement Supervisors can help employees broaden their perspective by regularly discussing strategic issues, and by supporting involvement in campus organizations, committees, and training programs such as the University Perspective Program . With a broadened viewpoint, the employee better realizes how his/her job supports the uploads/Management/ motivation-guide.pdf