Do your employees really know what you do? Creating a two-way branding schema strengthens the allure of the company’s brand to both the receiver and deliverer. The marketing team is responsible for understanding what your customer needs, and why you and your product are the best choice to fulfill. The group that has come to the rescue is marketing. While invested in providing the talent for the company, they’re not necessarily engaged in the intricate details of the delivered product. Though excellent in developing the extrinsic reward program, are they the best players to develop the intrinsic motivators required to keep employees engaged? Reviewing several companies studying the other side of the coin, they decided the answer is no. Reading from a tattered corporate playbook, Human Resources is usually the kicker pulled off the bench to score the extra three points that scores the win for employee engagement. With this change in landscape, it is imperative to see that extrinsic and intrinsic motivations are dually important in achieving successful employee engagement. The freedom to express one’s creativity – that will in turn catapult the company in the marketplace – is a healthy, highly rewarding intrinsic motivator. These scenarios are not easily definable in a written manual. Today’s workforce is asked to employ critical thinking and problem solving in their daily tasks. Under that model, the extrinsic reward system were the motivators of the times. Years ago when industrialization had taken the world by storm, work was primarily routine and guided by policy and procedure. The intangible intrinsic motivation of creative contribution is what makes it a bit harder to part ways. What’s the secret ingredient in Synergis’ secret sauce? The company’s core value mantra includes innovation. On the other side, an article in Business Management Daily featured Synergis Technologies and its 108 employees have been with the organization for an average of 10 years. A survey on employee tenure for the companies on the Fortune 500 list showed Google at number 462 with an average tenure of 1.1 years. However, even with such great extrinsic motivators, companies like Google are still experiencing a high level of turnover. The package of extrinsic tangible rewards are appreciable motivators. Some companies have expanded their offerings to perks like gourmet meals, endless snacks, and on-site baristas. Great pay, great healthcare, flexible spending accounts. So, what really motivates employees to stay?Ĭompanies are adopting and promoting their extrinsic rewards as a reason to ‘work here’. Let’s face it, there are countless articles in print and cyberspace that gives insight to the growing concern of tenure and turn-over.
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