I have been reading about employee engagement — what motivates employees to go above and beyond their regular duties. A great booklet is “180 Ways To Build Employee Engagement: How to Maximize Your Team’s Commitment, Effort, and Loyalty,”by Brian Gareau and Al Lucia
In No. 165, the authors suggest asking employees, on an anonymous basis, to fill in the blanks on these sentences: Accepting employment with this organization was a _____decision because_____; I would describe the match between my personal values and the organization’s values as _____; and when I speak to my friends about this organization, I say it is ______.
The idea is to determine the depth of employee commitment and loyalty.
Also, check out the July/August issue of the Harvard Business Review and Daniel Pink’s article, “A Radical Prescription For Sales.” He argues that the work/reward system of telling the employees to do X and get Y is fading fast.
Why? To quote Pink, today “the transactional aspects of sales are disappearing. When routine functions can be automated, and when customers and prospects often have as much data as the saleswoman herself, the skills that matter most are heuristic: Curating and interpreting information instead of merely dispensing it. Identifying new problems along with solving established ones. Selling insights rather than items.”
The impact on compensation will be fewer commissions for individual effort and more commissions based on achievement of corporate measures rather than individual ones, coupled with the bulk of compensation consisting of a high base salary. The world changes.