Research from SHL, the global leader in talent assessment solutions, exposes that the oft-used ¡¥one size fits all¡¦ approach doesn¡¦t help declining levels of motivation and engagement in the workplace. The SHL study reveals striking comparisons between what motivates and engages employees across a number of factors to ultimately help employers design tailor-made solutions for increasingly apathetic employees.

On 4 August 2009, SHL hosted a seminar in Hong Kong about engagement and motivation during the current recession with participation from SHL CEO David Leigh, Hang Seng Bank Managing Director and Deputy Chief Executive Joseph Poon and Work Group Ltd Hong Kong Managing Director Neil Chowings in a panel discussion supported by Hong Kong Association of Graduate Recruiters (HKAGR) and moderated by Ms. Karen Everett, VP Human Resources, JP Morgan Hong Kong. Their discussion added additional insight to this pertinent topic.

The motivation research and the employee engagement questionnaire from SHL found that men are much more likely to be demotivated by poor senior management and poor line management, while woman felt more perturbed by criticism and poor colleague relationships. The study also showed that women are more likely to be encouraged by being offered a cup of tea, but men feel more inspired by the promise of after work drinks and socializing.

In addition, men find income and high standards to result in their engagement and productivity at work, whereas women feel fairness and values is more important. Women also tend to prefer the quality of workplace social interactions, while men prefer a higher quantity of social contact.

Gender disparities weren¡¦t the only contrasts revealed in the study; differences across age groups also divulged interesting insights into what motivates and engages (as well as demotivates and disengages) employees. ¡§Interestingly, the importance of career progression is strikingly higher among younger employees ¡V career progression doesn¡¦t even appear in the top ten of preferred job features for those surveyed over 45,¡¨ David Leigh pointed out during his presentation. ¡§Also surprising is that ¡¥values¡¦ was not listed as an engaging factor for younger employees as it didn¡¦t even rank in the top ten, but placed fourth for those over 45 and seventh for those between 30 and 44.¡¨ Similarly, contribution to society only appears in the top ten of those over 45, suggesting that CSR initiatives and related issues are not as prioritized by Generation Y as previously thought.

Age can also have an impact on motivation, with young employees aged 18 to 34 more likely to be demotivated by uninteresting work than those over 35. Young workers are also more motivated by company culture and their work environment than their older colleagues. Neil Chowings pointed out that his company¡¦s research had showed that the motivation of Generation Y individuals have shifted substantially in the last 18 months; they now value a company with strong financial performance and job security more than ever. ¡§Those companies who fail to engage and attract a strong stead of Generation Y-ers will realize in three to five years that they are suffering from lack of young management,¡¨ Mr. Chowings warned.

Defined by SHL as ¡¥working hard and enjoying it,¡¦ motivation is a highly important attribute to possess in the workplace. ¡§A motivated workforce is crucial to ensure employees are happy, engaged, productive and good advocates for the company,¡¨ David Leigh, CEO of SHL noted. ¡§It doesn¡¦t always take a lot, but it is important to ensure that you are motivating the right people in the right way, as everybody is different. Some people are motivated by money, competition and high pressure, while others prefer encouragement, team working and being appreciated by colleagues. Getting it wrong can lead to unenthusiastic and unproductive employees, which can have a devastating effect on the bottom line.¡¨

Joseph Poon of Hang Seng Bank also pointed out that it¡¦s very important for his company to find other motivating factors beyond financial reward, such as career development and training. ¡§At the end of the day, high pay may attract good employees but it doesn¡¦t necessarily make them loyal,¡¨ he highlighted. Mr. Poon also raised the issue that although turnover may be seen low during the recession, it¡¦s still not a time to forget about how to engage and motivate your employees. ¡§Turnover is bound to increase again once the economy stabilises. It¡¦s crucial to continue to think ahead and prepare for this by continuously finding ways to motivate your employees.¡¨

In recognition of the importance of assessing what motivates and engages different people, SHL has updated its motivation assessment tool, which drills into which elements are important per a given individual. This information is invaluable for managers when deciding how to manage and get the most out of their teams. SHL¡¦s flagship product, the Occupational Personality Questionnaire (OPQ), is one of the most widely used and respected occupational personality questionnaires worldwide.

Top tips for motivating your staff during this current downturn:

•Communicate with your staff ¡V ask employees to rate different aspects of their jobs to find out what motivates them
•Make use of psychometric tools to assess how best to deploy individuals and teams based on their skills, competencies, potential and personal motivators
•Be open and honest ¡V sharing issues with your team builds trust and can make employees feel more in control
•Think about training ¡V employees need to feel supported in any new roles they are undertaking
•Make sure to spend time with your team as a group and one-to-one
•Remember the bigger picture ¡V employees understand that difficult decisions are about more than just money