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The Four Vs of Employee Motivation: Velocity, Visibility, Value, and Valor

A recent Gallup poll revealed that only 30 percent of employees are actively engaged at work, and 18 percent are actually actively disengaged. Disengaged and distracted employees cost businesses money as they ‘sleepwalk’ through their workday, bringing little energy or passion to the table. Making matters worse, actively disengaged employees are more than unhappy at work—they act out their unhappiness by undermining what their engaged colleagues accomplish on a daily basis. For businesses that want to continually innovate and grow, engaged employees who work with passion and feel a profound connection to their company are required.

According to Gallup’s 2013 State of the American Workplace report, “engagement makes a difference to the bottom line,” which can have an impact on productivity, profitability, customer service, turnover, and absenteeism. Incentivizing can also make a big difference, according to a study by the International Society of Performance Improvement. The study showed a 27 percent performance increase when an incentive was offered for persistence toward a company goal.

Not all encouragement, engagement and incentive programs are created equal, however. It’s important to utilize whichever approach is best for driving your desired action. By 2001, the Incentive Federation’s biannual study found prepaid cards to be the most popular rewards for employees, consumers, and partners (dealers), but there’s more to an incentive program than just finding the right reward. Try sticking with the 4 Vs of employee engagement when you implement an employee recognition and motivation program.


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About the Author

David Jones currently serves as the Chief Executive Officer of CardLab, a pioneer in the prepaid industry. The first to offer businesses the ability to customize a Visa Incentive Card with a company logo, the Dallas based company was founded in 2004. Visa Incentive Card is issued by The Bancorp Bank pursuant to a license from Visa U.S.A. Inc. and may be used wherever Visa debit cards are accepted. The Bancorp Bank; Member FDIC.

Talent Management Best Practice 4 – Know Your Artificial Employment Retainers

golden handcuffsEvery manager should seek to know the stay/leave propensity of his or her subordinates and certainly that of top performers. While true knowledge of others’ intentions is unknowable and unpredictable opportunities arise, there are artificial retention mechanisms and observable signs that together suggest an individual’s inclination. Recognizing these signs and factoring them into an assessment of employee loss risk is important to a manager’s ability to retain top talent.


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About the Author

Nathan Ives, StrategyDriven Principal is a StrategyDriven Principal and Host of the StrategyDriven Podcast. For over twenty years, he has served as trusted advisor to executives and managers at dozens of Fortune 500 and smaller companies in the areas of management effectiveness, organizational development, and process improvement. To read Nathan’s complete biography, click here.

Fire the Slugs! And Other Great, No-Nonsense Ways to Retain Your Best People

StrategyDriven Organizational Accountability ArticleThere isn’t an organization anywhere that doesn’t have a problem with some type of personnel turnover problems. Depending on the study you look at, the impact of turnover ranges from three months of salary for a low level employee who leaves to as high as 400 percent of the annual salary of an upper-level person who leaves.

It’s doesn’t have to be all bad. There’s good turnover and bad turnover.

Firing a non-performer is good turnover. When a top performer leaves to go elsewhere and leaves your organization with a huge void, that’s bad turnover. It can affect the performance of the whole organization.

If you are going to maximize your organization’s performance you have to make a conscious, binding top-down management decision and commitment to develop a no nonsense approach to retention. The following are several must-do actions items for retaining the high-value human assets you’ve worked so hard to acquire:

  1. Start at the top! Assess your supervisory and management team! Seventy percent of the people say that the worst thing about their job is the boss. Find out what’s wrong and fix it! Identify the prima donnas and micromanaging control freaks, the whiners, complainers, and blamers. Get them basic supervisory training and improve their performance continuously. If you are the boss, take ownership!
  2. Clean Up the House! Identify the non-performers. Identify the poor managers and supervisors. If they do not respond to training and show significant improvement, remove them from an influential role and replace them with someone that does what is truly desired and required for the role and position they are in.
  3. Manage Visibly! Get out of the ivory tower. Begin each day by walking around. Stroll around the floor several times a day. Meet the customers, talk with employees, visit with the supervisors, greet the vendors, help the delivery trucks load and unload. Get out of your office. Let people know you are there and that you care. The point here is that you set lead by example. If they like you they are less likely to leave you. Visibility drives retention.
  4. Care About Your People! If you don’t really care about your people, your business is doomed. Caring is the reason why people stay. Get to know your people. Learn what each person likes and enjoys. Listen to them and learn about their interests, families, and hobbies. Protect your people from harm and from others in your organization. People are loyal to those who care about them and care for them.
  5. Keep your door open 80% of the time. Let your people know you are accessible to them. Avoid telling people to make an appointment or come back later. Make sure the time you do spend with your people is quality time.
  6. Focus on Employee Assistance Actively. Sit down with the other managers in your organization and identify the problems that are faced by people in your workforce. Develop innovative ideas and deploy specific new plans to provide employees with more flexibility in their work, support for their common needs, and help for dealing with personal issues that impact their life.
  7. Treat Everyone with Respect Always! Every leader and manager and supervisor must set the standard that respectful behavior and sincere open appreciation are expected with no exceptions! Investigate and take immediate action for all non-respectful behavior incidents. Have the managers and supervisors bring food to be shared on a regular basis! Break bread with your people regularly instead of forcing people to eat baloney.
  8. Ask Your People What They Want! Sit down with your people and ask them what they want out of their work. Identify what they want to grow, to develop greater control, autonomy and responsibility for the work they do for you. Help them achieve these goals specifically and incrementally. Meaningful engagement in their own future drives commitment and loyalty.
  9. Tell Your People What You Want of Them! Be specific and be clear but make sure you explain what you expect of them. Give them the tools, support and the time they need to get the work done. If they do not meet your expectations, bring them in and talk with them and find out what it will take to get them on track.
  10. Fire the Slugs. Hold your people accountable for their performance. If they don’t solve the problem, then terminate them with respect and dignity. Your good performers will love you.

About the Author

Jeff Kortes is known as the ‘No Nonsense Guy.’ He is the President of Human Asset Management LLC, a human resource consulting firm specializing in executive search and leadership training. He has trained hundreds of first-line supervisors, managers, and executives during his career. His approach to training is no-nonsense, and practical.

Jeff is also a member of the National Speakers Association and a regular speaker on the topics of retention, recruiting and leadership. For more information, visit www.SlugProofYourTeam.com.

StrategyDriven Leadership Conversation Episode 4b – Relational Leadership: Attracting and Retaining Top Talent, part 2 of 2

StrategyDriven Leadership Conversations focus on the values and behaviors characteristic of highly effective leaders. Complimenting the StrategyDriven Management & Leadership articles, these conversations examine the real world challenges managers face every day that are not easily solved with a new or redesigned process and instead demand the application of soft leadership skills to achieve a positive outcome.

Episode 4b – Relational Leadership: Attracting and Retaining Top Talent, part 2 of 2 explores how to attract talented personnel and reduce the undesired attrition of top employees through development of a positive, reinforcing workplace environment where people feel they are valued and have the opportunity to grow.

Additional Information

Complimenting the outstanding insights Frank shares in this edition of the StrategyDriven Leadership Conversation podcast are those he shared in a three-part series on Employee Retention:

Final Request…

StrategyDriven Leadership Conversation PodcastThe strength in our community grows with the additional insights brought by our expanding member base. Please consider rating us and sharing your perspectives regarding the StrategyDriven Leadership Conversation podcast on iTunes by clicking here. Sharing your thoughts improves our ranking and helps us attract new listeners which, in turn, helps us grow our community.

Thank you again for listening to the StrategyDriven Leadership Conversation!


About the Author

Frank McIntosh is author of The Relational Leader (Course Technology PTR, Cengage Learning 2010). During his 36 year career, Frank has worked with many of the most recognized companies and executives in the world. He has provided consulting services for peers across the country and helped initiate Junior Achievement programs in Ireland, the Ivory Coast, Oman, the United Arab Emirates, Bahrain, and Uzbekistan. Frank was inducted into the Delaware Business Leaders Hall of Fame in October 2008, one of 38 individuals so honored and the first not-for-profit executive to receive this distinction in Delaware’s 300 year business history. To read Frank’s complete biography, click here.

For more information regarding this subject, visit Frank McIntosh at his website www.FJMcIntosh.com.

StrategyDriven Leadership Conversation Episode 4a – Relational Leadership: Attracting and Retaining Top Talent, part 1 of 2

StrategyDriven Leadership Conversations focus on the values and behaviors characteristic of highly effective leaders. Complimenting the StrategyDriven Management & Leadership articles, these conversations examine the real world challenges managers face every day that are not easily solved with a new or redesigned process and instead demand the application of soft leadership skills to achieve a positive outcome.

Episode 4a – Relational Leadership: Attracting and Retaining Top Talent, part 1 of 2 explores how to attract talented personnel and reduce the undesired attrition of top employees through development of a positive, reinforcing workplace environment where people feel they are valued and have the opportunity to grow.

Additional Information

Complimenting the outstanding insights Frank shares in this edition of the StrategyDriven Leadership Conversation podcast are those he shared in a three-part series on Employee Retention:

Final Request…

StrategyDriven Leadership Conversation PodcastThe strength in our community grows with the additional insights brought by our expanding member base. Please consider rating us and sharing your perspectives regarding the StrategyDriven Leadership Conversation podcast on iTunes by clicking here. Sharing your thoughts improves our ranking and helps us attract new listeners which, in turn, helps us grow our community.

Thank you again for listening to the StrategyDriven Leadership Conversation!


About the Author

Frank McIntosh is author of The Relational Leader (Course Technology PTR, Cengage Learning 2010). During his 36 year career, Frank has worked with many of the most recognized companies and executives in the world. He has provided consulting services for peers across the country and helped initiate Junior Achievement programs in Ireland, the Ivory Coast, Oman, the United Arab Emirates, Bahrain, and Uzbekistan. Frank was inducted into the Delaware Business Leaders Hall of Fame in October 2008, one of 38 individuals so honored and the first not-for-profit executive to receive this distinction in Delaware’s 300 year business history. To read Frank’s complete biography, click here.

For more information regarding this subject, visit Frank McIntosh at his website www.FJMcIntosh.com.