This blog post’s theme is staffing, but I’m not talking about HR or recruitment; instead, I’m focusing on our motivations.
Isn’t it great to keep the right people to sit on your bus with you once you’ve found them? Maslow’s hierarchy of needs, a motivational theory based on individual needs, may be familiar to you. When applied to the workplace, these can assist us in determining how satisfied our employees are, what motivates them to succeed, and, eventually, what may cause them to seek employment elsewhere.
We all have basic physiological requirements that must be addressed in order for us to survive. Food, water, warmth, and rest are biological necessary for us to survive. We may start thinking about our safety needs once these have been addressed; we want to feel safe and secure with a roof over our heads and a job that provides financial stability. After our basic needs are met our attention turns to our psychological needs. Humans are social beings so it should come as no surprise that Love and belongingness are the next set of needs to be addressed. Relationships are important in this situation, whether they are with family, friends, or colleagues; they confirm who we are and make us feel connected and a part of the group. In the workplace, our desire to feel trusted and accepted reflects our want to belong.
The two forms of esteem demands are self-esteem – think of dignity, achievement, mastery, and independence – and the desire for repute or respect from others, which gives us emotions of prestige and status.
Self-actualization needs are still at the top of Maslow’s hierarchy, and they stem from a drive to attain or exceed our potential, as well as a desire for personal progress and development. For each of us, these will be unique.
So, you’re undoubtedly wondering how this may be applied to the workplace and how it can assist you in managing your employees. For many of us, motivation is the driving force behind change; if we’re unhappy with our job, for example, we’ll use it as a springboard to find a new one. A new employee starting a new work will expect their sentiments of belonging and esteem to be met, and as an employer, your involvement is critical in this regard. You must ensure that the onboarding process assists them in rapidly and effectively integrating into the team so that they have a sense of belonging and do not decide to leave at the end of their probationary period. Employees that are promoted from within should do the same; you want them to settle in fast so they aren’t enticed to leave.
The following phase, known as self-actualization, is even more crucial because it assures that your employees stay with you. Retaining your high-quality employees will help your company achieve its objectives, but each employee must be satisfied with their work in order for this to happen. As an employer, your responsibility is to provide opportunities for your employees to improve, such as promotion opportunities, a work-related external course, and the ability to express themselves; these incentives are extremely personal.
So, if you have a salesperson with a passion for creativity, how can you channel that enthusiasm so that a) they feel fulfilled and hence driven to stay, and b) the company prospers? Other members of the sales team may be motivated by financial incentives, such as a bonus or incentive scheme. It’s equally critical that you address your personal self-actualization needs as a business owner. It’s possible that you’d like to leave work early once a month to play golf. As a result, you’ll need to recognise this need and devise a strategy to meet it.
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