If salary increases actually do improve employee morale, you would expect to see performance and productivity go up in line with the increases, wouldn’t you? Mmm. Well, you probably know the answer to that one.

Frederick Hertzberg took a look at the factors that bring job satisfaction and dis-satisfaction. He identifies two sets or groups of factors that affected employee motivation, and called them hygiene factors and motivators. Hygiene factors included things like working conditions, pay, status and security. When these are poor, work is dis-satisfying, said Hertzberg. When they are acceptable, work is not dis-satisfying. Adding more hygiene factors does not increase employee motivation.

However, the motivators are things that influence employee satisfaction based on the fulfilment of intrinsic, or higher-level, needs. These needs include opportunities for growth, recognition, achievement, and the quality of the work itself. Motivators, says Hertzberg, improve worker satisfaction and motivation much more than hygiene factors alone ever could.

Top performance employees want to be appreciated for the quality of the work done and recognised for the efforts and abilities that they show. It’s only the poor performers who think that extra pay will produce actual motivation. Actually, I believe the extra pay only attempts to make up for the poor opportunities or the boring work they have to continually carry out. It mutes the pain for a while, until the effect wears off and the money loses its meaning.

So our second myth is “Employees are Motivated by Salary Increases”

If you have increased salaries recently and expected an improvement in performance or productivity and it didn’t materialise, Hertzberg explains why.

Increased pay will never deal with intrinsic motivation. Recognising what specifically motivates people working for you, and tapping into their motivational instincts, are the only ways that you are going to get to the real essence of what makes people turn themselves on at work.

Thanks again

Sean

Wow, I just went slightly deaf with all the positive responses! But, of course, you know the current economic situation and you’re lucky to still be in a job, aren’t you? Well, yes, but how does it feel to be paid less than what you think you’re worth? Is it worth the hassle and risk of asking?

It’s important to think through a number of issues and have lots of information when you do pluck up enough courage to make your request. Ask these questions to help you prepare for any negotiations on salary:

• How is your company doing in the current economic climate?
• Is this the right time to ask for a pay increase?
• How have you been performing and what evidence have you for backing up your request?
• What is the typical salary range for a job like yours?
• What’s the best way to make the request?

So, firstly, decide what would be the best time to ask for the rise. Naturally, this would seem to be during the performance review process with your boss. But if this hasn’t been for some time, or any rise you previously had is lost in the mists of time, think about whether you deserve this discussion sooner rather than later.

Then, make plans to meet up. This has to be a more formal meeting than your usual ones with the boss, as the subject matter is one of great importance to you and them. Link it in with performance measurements and career plans.

Write down your contributions to the company and how they have benefited from having you there. Keep a file of your achievements regularly. You’ll need to build a business case for why the company should increase your pay. Document why you should be rewarded. Keep track of measurable results from your actions, e.g. increased sales, quality improvement, decreased staff turnover, etc. Be absolutely clear on why you deserve this increase.

Know what you are worth in the marketplace. Most companies conduct external and internal salary surveys to compare salaries industry-wide and geographically-spread. Such information is widely available on sites such as www.jobsite.co.uk/career/advice/negotiate.html and www.salarysearch.co.uk . Have a word with your HR department to discuss what your type of job pays in your industry and local companies.

Talk win/win with your boss. You want them to consider this as a benefit to the company as well as to you. Show how everyone has benefited from what you’ve done in the past 6/12/18 months, or whatever, and list your accomplishments in a way that shows those benefits. Show how you are going to build on those results in the next time period. Describe your goals in ways that will support the company’s and your boss’s goals, and how you will continue to make a difference.

Then, ask for the amount you are looking for in monetary or percentage terms that you know you deserve and why.

Listen to the response. Consider the reasons for what they are saying. Remember, this is a negotiation with them, so summarise your position and make sure you understand their position too. If you do meet some objections, make sure you are prepared to explain why you still think you deserve the raise.

If the answer is ‘No’, then prepare to ask what you need to do in order to earn one. What else do they expect you to do? Write it down and make it very specific. You need to know what their expectations are for the future and what their plans are for your career.

Here are some things NOT to do:

Don’t threaten to leave if you don’t get the raise. It proves you’re not that committed to the company and are basically just out for something for yourself. It negates everything you’ve said before about being a company player, and isn’t career-enhancing.

Don’t complain to colleagues. This proves you’re not a team player and can instil a lack of confidence in the company by others, wondering what the future may hold for them. Politically, it’s a disaster for you, and if management get to hear about it, bang goes any promotion or pay rise in the near future. You only prove yourself to be a whinger and a moaner.

Don’t ask what everyone else in the company earns. Unless you work in a company with an open policy on these matters, most salary details are kept private. Instead, do your research on the net and find out what you could get by benchmarking other companies.

If you prepare effectively and are confident in your abilities, performance and accomplishments, there is every chance that you will at least get a hearing ear when you talk about your deserved pay rise.

Thanks again

Sean

The manager who asked the question admitted that it had been over four years since he looked at the job descriptions of his team and he wondered if there was some guidance I could give him. Well, here are some tips:

1) Remember, a job description is a structured and factual statement of a job’s function and objectives. It should define duties and responsibilities, be useful in recruiting staff, identify gaps that can be filled via training or coaching, and provide an overview of the functions and activities carried out by the department.

2) It should include: job title and department, reporting relationships, principle purposes and objectives of the job, main duties, key tasks and key result areas.

3) The description of each task should contain three components: the activity (to design, implement, advise, etc.), the object of the activity (stock levels, existing suppliers, computer information) and its purpose (to reduce stock costs, improve efficiency, increase customers, etc).

4) It should be updated and reviewed at least annually, usually during appraisal, and always when there is a job vacancy to make sure the description meets the new needs of the department, and when there has been a significant change in the way the department does business.

5) If you wish to update job descriptions, make sure you:
* let staff know why they are being updated
* involve the job holder in all discussions
* check other people’s descriptions, so there is integration and no duplication when it’s unnecessary
* keep the description in general terms, allowing the employee to show initiative and creativity whenever possible

With change the only constant in business today, you may find job descriptions get out of date quickly, so review them regularly and make sure they reflect your current practices. Otherwise, they won’t be worth the time and effort in putting them together.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

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FREE email course “Improve Your Management Skills”

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Whatever the reason, you’ve decided to look elsewhere to earn your daily bread. Let me ask you one question: how should your attitude be while you are seeking new employment?

Most people I speak to tell me that they are downcast, weary and depressed while they are winding down and looking for that new post. Can I suggest you choose a different attitude?

Use your last few days, weeks or months at work as a “growth opportunity”.

One of the deepest of all human needs is the need to fulfill our inner potential. People who live lives filled with regret are people who know they lack the courage to become the people they are capable of being. See your current job as a growth opportunity. See your workplace as a place to develop yourself personally while looking for something new.

You have a choice here. You can 1) be down-hearted and demotivated with your current position and demotivate others while you scan the job pages in the paper and on the net, or 2) see this as a chance to develop your negative-resisting tendencies and learn everything you can about resilience and fortitude while you prove to another employer that you are worth employing.

If someone applies to MTD for a job with us, and they are still employed, we will ask them what they have been doing to keep their motivation high from the time they ‘switched off’ mentally at their current job. We ask how they have developed their skills in the last two or three months. Their answers either convince us they have the right frame of mind to join an expanding company like ours, or they need so much extrinsic motivation that they wouldn’t fit in.

So, if you have decided to move onwards and upwards from your current position, keep in mind that your new employer will be checking out your attitude when you are going through change. So tell them how you are still growing, even though the soil you are currently growing in isn’t very fertile!

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

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But I honestly feel that unless you can manage and deal with yourself, the quality of your management style with others may well be poor.

What can you do to ensure you get the best from yourself? Here are some tips:

Monitor you work hours and check when you get the best out of yourself. You may be a morning person, so devote that time to doing the most creative work. If afternoons are your bag, highlight things you can do when you’re on top form. Set a time for finishing work and stick to it.

Recognise and manage any signs of stress. Monitor whether the signs are more mental or physical. remember that stress can show itself in different ways, so make sure to keep on top of it.

Ask your team how they want to be communicated with. Have regular meetings with your boss and team. Don’t let emails overwhelm you.

Praise and recognise others’ performance regularly. A quick and sincere ‘thank you’ can work wonders for others and you.

Focus on what’s important, not just urgent. It’s no use being busy, but not achieving anything.

Have a balance between physical, intellectual and emotional activities. Stretch yourself mentally often. Stick to an exercise regime. Spend quality time with those who matter most.

Find yourself a coach or mentor. This is very important if you are going to manage your work and career. Look for someone who looks at your success and your career in a positive way.

Revisit Stephen Covey’s ‘Seven Habits of Highly Effective People’ to make sure you keep on top of what’s expected of you, and learn how to manage your emotional state.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
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Many managers we meet put a lot of emphasis on the activity they and their teams carry out. This is all well and good, but what, exactly, are you hoping to achieve? Being very busy, but not achieving much, doesn’t help anyone.

So you need to prioritise and focus your energy and planning on results. Ask yourself, What is meant to be the result of the work done by my department? What differences should we be making, and how will we measure them?

If you keep your focus on the desired outcomes or objectives, you will know what needs your attention and how long you should be spending on it. Keep your team reminded of these so that they can prioritise their work effectively .

Focusing on results will help you plan for meetings, appraisals, communications,etc. Ask yourself, “What I want to happen as a result of this meeting? How can I ensure this actually happens?”

Be very clear and effective in the way you communicate, so everyone is singing from the same song-sheet and is aware of how these objectives will be measured.

Put the emphasis on results, not activity. Then you can effectively manage your priorities, your objectives and your results.

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

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Today work environment has changed beyond all recognition, and the journey towards promotion is changing inexorably within business circles. How can you improve your chances of being seen and heard in the promotion stakes?

It’s not enough these days to just be excellent at your job. All that does is make yourself stand out in your current position. You need to discuss with the right personnel exactly what skills and talents are required for the promotable position. Try to become more visible by mixing with those decision-makers who you need to impress. But do it to support the business, not to show off your skills.

The most important skills you can develop to make yourself promotable revolve around great interpersonal skills. Most senior positions demand a higher level of political sensitivity because relationships go beyond the organisational setting and are more likely to have an impact on the long-term viability of the business.

You need to prove that you are able to meet the business objectives the new role will demand. Show your abilities by volunteering for an important project, chair a committee or support a specific interest group. This will show your passion and support for the whole business and you’re more likely to be seen as someone who can add value at a more senior level. If you act like someone who occupies the type of role you are aiming for, you are more likely to be seen by others who make those promotion decisions.

One skill you will need in a senior position is the ability to build and lead teams. Without co-operative networks, the business is less likely to succeed, so you need to be seeking out opportunities to grow team spirit and business acumen. Communicating clear objectives, understanding motivations and personal values of team members are critical knowledge centres for you.

Your ability to manage transition and change will be carefully scrutinised. Remaining flexible and actively seeking ways to progress, keeping people motivated through change and learning from new experiences will highlight the abilities that top management are looking for from their promotable candidates.

Identify role models that exhibit the style and expertise that you know will get you noticed. Look for a potential coach, either in person or through reading and DVD/CD materials, who will help and encourage you through the transition period. The best people will be internal within your organisation, and if you approach them with the attitude of wanting to learn and not show off your potential, you will be in strong position to benefit from their knowledge and experience.

So, being promotable depends more on your ambassadorial qualities as you want to represent your company from a higher level. It demands you demonstrate an active interest in the strategic issues you will face, and ability to reach targets and build value, a genuinely confident communication style and the ability to build good long-term relationships with your teams, colleagues and clients. Remember…making a success of your current role is the best foundation for success in your future roles!

Thanks again

Sean

Sean McPheat
Managing Director
MTD Management Course

Click below for a:
FREE email course “Improve Your Management Skills”

We’ve covered some of the job skills and personal values you should be looking for in new employees before, but today I’d like to add a few more essential traits to the list.

Adaptability

Are your employees and prospects capable of adapting to the changing workplace? They need to be flexible and have the skills necessary to multi-task when there are multiple priorities. Can they look at a list of tasks and determine which ones are more important?

Interpersonal Skills

It’s wonderful to have a team of employees that can effectively communicate with their clients, but even better to have a team of employees that can communicate with each other. Make sure your prospective team members spend some time with your current team members so that you can gauge how well they’d interact.

Teamwork

Most employees must work not only with members of their own team, but with members of other teams as well. For example, your customer service team may have to deal with the IT department or accounting group. They must have strong relationships or work that would otherwise be done quickly may suffer as a result of tension or conflict.

Loyalty

Loyalty is a tricky subject, but in short you want to know that your employees are dedicated to their work even when times are tough. In some instances the company will have to take a stand that sides more with a client than an employee. A loyal employee can look past a professional business decision and remain dedicated to his work despite a disagreement.

Do you and your current team portray these traits? If not, is there anything you can do to change the situation?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
Free email course “Improve your Management Skills”

Did you evaluate their personal values?

This is difficult to do, but there are personal values that every individual has that are going to impact the way he views his work. Here are a few to consider:

Honesty & Integrity

Is the person you are looking to hire an honest person with strong moral values, or will he or she be easily swayed to change his ideals once he becomes part of a group?

Work Ethic & Dedication

Does the person you are interviewing really love his job or is he simply looking for a way to bring home a paycheck? Those who love what they do are more likely to do a wonderful job and are more likely to patiently work through challenges.

Dependability & Responsibility

Will this person be where he says when he says, with the completed project in hand? Will he take responsibility for his own actions or attempt to place the blame on others? His level of personal responsibility will provide huge insight when it comes to predicting his level of ethics in the workplace as well.

Positive Attitude

Does the person you are interviewing possess a high level of energy and a genuinely positive attitude? Even the toughest problems don’t seem quite as bad when faced with motivation, passion, and determination.

Professionalism

Despite his or her high level of energy and positive attitude, does the person you are reviewing act professionally and in a mature manner? It’s possible to have fun in the workplace without being immature and irresponsible. Being able to look at life in a positive light while at the same time acting professionally and harboring excellent client relationships is a huge plus.

Think about the positive personal values you’d like to see in an employee – and take a few minutes to assess whether or not you see those values in your current employees. Often times these values can be shifted by the way a person feels about his job or organisation. Do you need to make changes?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
Free email course “Improve your Management Skills”

When it comes to functionality, there are quite a number of skill sets that can fall under the umbrella of essential job skills. Here’s a short list of essential job skills you should be looking for not only in yourself, but in your teammates and potential new employees as well.

• Communication skills – Alright, I know communication stands alone in a category of its own, but if you can’t communicate effectively (either verbally, in writing, or through listening) you won’t be able to share information about any of the functions necessary for success within your organisation.

• Research skills – The ability to analyze a problem is essential. You must be able to look at not only business systems and software in order to identify problems and solutions, but at your employees and their tasks as well.

• Computer literacy – As a manager you should know a little more about your computer than how to turn it on, check your email, and surf the web. You’ll need at least a small amount of program-specific skill when it comes to client management databases, word processing software, etc. You may not expect new hires to know about your specific database program, but they should know a bit about the more universal programs that are out there.

• Organisational skills – I once went on a job interview where I was handed an empty file folder and a pile of papers. I was told to review the documents and organise them before placing them in the folder. This was a simple test designed to judge my analytical skills (what on earth was I looking at!) and my organisational skills (how to put these strange documents in a useful order). You’ll find that organised employees are more productive and make fewer mistakes than those who lack this skill.

We’ll take a closer look at some more essential job skills in the future. Take some time to really think about these skills, though. Are yours as strong as they could be – and are you paying attention to whether or not your employees or potential new hires have these skills?

Thanks again,
Sean

Sean McPheat
Managing Director
MTD Management Training

Click below for a:
FREE email course “Improve Your Management Skills”