This tutorial presents
the surprising disconnect that can occur between employees and managers related to
incentives, recognition and reinforcing change.
Background for the series
The first tutorial (Part 1)
introduced the ADKAR model as illustrated in Figure 1. Part 2 presented an approach for creating awareness
of the need for change. Awareness is the first step in the ADKAR model. Part 3 presented methods that managers can use to
build desire and motivate employees to support a change. Part 4, discussed the role of knowledge
in the change process. Part 5 presented how to
develop ability to change and how to address common obstacles to ability.
This tutorial focuses on reinforcement and recognition during the change process.
Figure 1 - ADKAR Model mapped to enablers and management activities
Reinforcement and the Employee-Manager Disconnect
Are managers and supervisors out of touch with their workforce when it comes to
incentives and reinforcement?
Surprising research completed by Prosci in 2004 reveals that the answer to this
question is a resounding "YES." Customer service employees and managers were
interviewed about the most powerful incentives and recognition programs in the workplace. Employees rated the following job factors as their
Top-Five list of things that are most motivating to them:
1. My relationship with my supervisor (positive
leadership skills).
2. Relationships with my co-workers.
3. Benefits or improvements in benefit offerings.
4. Adequate and appropriate work tools and equipment.
5. Competitive pay.
Managers and
supervisors rated the following job factors as their Top-Five list of
things they use to motivate or recognize their employees:
1. Structured incentive programs.
2. Career-pathing.
3. Feedback to employees.
4. Personal awards.
5. Their positive leadership skills.
Here is the disconnect and the surprise:
Managers and supervisors said that "structured incentive programs" are Number
One among the Top-Five things they use to motivate and recognize their employees. Employees did not even include "incentives" in their Top-Five
list. Employees rated positive leadership skills of
their supervisor as the number one motivating factor.
Managers ranked this item last in their Top-five list.
When we then asked these same employees to list the most de-motivating things about
their jobs. Here's what they said:
Employees' Top Five De-motivators:
1. Poor leadership skills of supervisors
2. Inadequate tools and equipment
3. Inadequate work environment
4. Inadequate or no benefits
5. Irrelevant incentives
Most De-motivating Job Factors
Employees cited "poor leadership skills of supervisors" to be their number
one de-motivator. Managers and supervisors didn't cite this
factor at all in their list of de-motivators for employees.
Employees also listed "irrelevant incentives" as a de-motivator. "Irrelevant incentives" can include donuts for dieters, hockey tickets for opera fans, or an
"Employee of the Year" plaque in a workplace where the average length of service
is nine months. "Irrelevant incentives" can be any incentives that don't match
the recipient's personal goals or preferences. Employees
consider "irrelevant incentives" more de-motivating than no incentives at all.
The effects of the disconnect
What conclusions can we draw?
- Employees often value different things than what their
managers and supervisors believe they do.
- Manager's underestimate their own personal impact when it
comes to motivating and recognizing their employees.
- Employees value basic job requirements including tools,
work environment and pay above structured incentive programs that can produce incentives
that are irrelevant for some fraction of the employee population.
We can also conclude that the most motivating factors for employees have to do with
their relationships with people on the job. When describing their ideal supervisor,
employees used terms such as "approachable,"
"helpful" and "knowledgeable." Employees desire
personal recognition and appreciation from their supervisor. These are all "positive
leadership skills." When discussing "co-workers," they used terms such as
"fun" and "teams."
On the other hand, when managers and supervisors described a positive environment, they
cited contests, prizes and gifts.
The critical take-away for change management
The lesson from this study for change managers is that the role of coaches and
supervisors during the change process is one of the most important channels for
reinforcing change. Their leadership skills and change management competencies cannot be
overlooked, nor can change be managed just by a few members of the project team. A
structured coaching plan and training for front-line supervisors is essential for success
through the change process.
A structured coaching plan is included in the new Change
Management Pilot application.
***
© 2004 Prosci. All Rights Reserved.
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