How does one in a management today motivate his or her workforce? This is one of the challenges and opportunities facing leaders today. In today’s growing multi-generational workforce, some say that the younger generation is not loyal or that the older workers are not engaged.
Today’s organizations are in constant flux and having to adapt and change. Yet 66% of change efforts fail. Getting the workforce on board with the organizational changes and ensuring they are motivated has become an ever increasing challenge.
In the TED Talk, The Puzzle of Motivation, Dan Pink highlights that research tells us that what motivates workers is purpose, mastery, and autonomy. Purpose, to do something bigger than us. Mastery, to continue to learn irrespective of age. Last, autonomy, to not be micromanaged.
The Ted Talk, 2030 Workforce Crisis, highlighted a study of over 200,000 asking the participants of the study what they were looking for in their next employer. The number one answer was appreciation. A simple thank you. This was followed by relationships with colleagues, relationships with supervisor, and work-life balance. Pay was number eight.
It has been found that 62% of workers are not engaged and do not trust management. This has been cited as leading to a $7 trillion productivity loss. In addition 71% of managers are struggling with stress and burnout, and 40% have considered stepping down. 72% of Gen Z are preferring not to step into management, now called “Conscious Unbossing.”
Pushing people to multitask and integrate their work and life makes it increasingly difficult. Minimizing remote or hybrid work when 56% prefer this and 58% would take a pay cut to work this way creates challenges.
When workplaces are not healthy, it leads to a lack of sleep and unhealthy eating habits among their workforce. Today’s leaders have a bigger impact on their workers’ mental health than their doctors. Stress has been highlighted as causing $500 billion in losses for organizations.
Highlights
- Managers face challenges motivating today’s multigenerational, disengaged workforce.
- Research shows workers value purpose, mastery, autonomy and appreciation.
- Leaders should prioritize employee well-being for increased productivity.
How can managers motivate today’s workforce?
1. For starters, take a look in the mirror. As one in a managerial capacity, from senior executive to front-line leader, how are you doing? Are you taking care of yourself? In a leadership role, you are in the spotlight. Your workforce is watching what you say and do.
2. Today’s workforce is looking for purpose, happiness, psychological safety, appreciation, and to be listened to by their leaders. Assess how you’re perceived by your workforce. Are you focusing on them?
3. Look to companies that keep coming up on the “Great Places to Work” list year after year. It turns out that these organizations experience 8.5x greater revenue per employee. These have bottom-line implications.
4. Acknowledge that happier employees tends to be less sick, absent, more loyal, productive, and engaged. This is not just touchy-feely stuff. This is about humans remaining healthy so they can continue to contribute and live a healthy life. Your workers will spend 90,000 hours of their adult life at work.
Bottom line, in the growing era of AI, a more human intelligent (HI) organization will continue to gain a competitive advantage. Start with you, by taking care of yourself. Now focus on the workforce who when they feel cared for and psychologically safe are motivated.
ABOUT THE AUTHOR
Edwin Mourin᷁o – Ruiz, Ph.D.
Dr. Edwin Mouriño is an Air Force veteran, author, Human Capital, and DEI practitioner and speaker. As a human capital practitioner, Dr. Mouriño’s focus has been on helping leaders and organizations help themselves. He is an experienced professional with many years of leading and/or supporting key elements of organizational change projects. Dr. Mouriño is an Air Force veteran who began his career in Diversity Equity and Inclusion (DEI) as a graduate of the DOD-Defense Equal Opportunity & Management Institute (DEOMI) and has also been a speaker.
He brings broad industry experience that includes Fortune 100 companies. He is the founder and president of Human Intelligent (HI) Workplace, an organization focused on helping leaders help themselves through leadership, team development, and executive coaching. He has been and continues to serve as a college professor. He is also a Senior Fellow with the Conference Board on the DEI and Leadership Steering Committees.
He has extensive experience and thought leadership on Human Capital issues and supported organizational change efforts through Leadership Development, DEI, Executive Coaching, Team Development, Executive Retreats, Personality Assessments, and Organizational Change. He has spoken at numerous professional venues and written numerous articles on human capital trends impacting organizations, specifically addressing DE, and is the author and co-editor of several books.
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