After recent cutbacks and the likelihood of smaller raises in our division this year, I’ve watched morale plummet.  It’s not that people aren’t doing their jobs; they are, but the level of commitment is not what it once was.  As one of the few managers left, I have more responsibility than ever, yet I need to find the time to address this motivational issue.  Beyond “stop laying people off,” what would you suggest to increase employee motivation under these circumstances?

Deb's Answer: 

When “Whistle While You Work” is no longer the company theme song, it’s time to look for opportunities to bring some music back into the lives of your employees. 

Granted, higher expectations and fewer resources make it difficult for managers to meet all of their competing demands.  If, however, you believe employees are your greatest asset, the people part of your job is the inevitable priority.  To proceed otherwise is to risk paying the price of disengaged employees, low productivity and high turnover.

A side effect of the revolving door of downsizing is withdrawal, as workers attempt to “just do the job” and keep off the radar screen to avoid being targeted in the next round of cuts.  During tough times, bringing out the best in people requires an acknowledgment of the emotional impact of constant change, as well as stepped up recognition of employee contributions.

With the knowledge you possess of your culture and your employees, adapt these approaches to suit your division:

Communicate and involve.  Then communicate and involve some more.  Employ a variety of methods, formally and informally, to exchange information with your employees.  Depending on the size and location(s) of your group, you might use e-mail and voice mail to keep employees updated.  Take advantage of division meetings and smaller forums to clarify short- and long-term priorities, celebrate successes, seek input from employees and involve them in problem solving.

Most important, making yourself available for individual meetings and casual conversations to listen to concerns sends a powerful message to employees that they are not in this alone.

Appreciate differences.  Did you ever have someone give you a gift that reflected his or her personality but had nothing to do with yours?  In recognizing employees for their contributions, avoid the tendency to assume that they are all motivated by the same reward that would motivate you.  Beyond the universal desire for respect and recognition of accomplishment, there’s a whole world of possibilities when it comes to rewards.

Based on values and interests of employees, consider rewarding for “above and beyond” contributions by offering a day off, a gift certificate, a personal thank-you from the boss, and/or a highly visible stretch assignment.

Provide work flexibility.  Whether it’s the ability to leave work without hassle when there’s a family event or adjust the work schedule to accommodate conflicting demands, work flexibility is a key motivator for many.  When possible, offer employees some flexibility in deciding work hours and locations, giving them room to get the work done in their own way.

Offer development opportunities.  The chance to learn and develop in a career is a significant motivator for increasing numbers of employees.  The expectation of continuous learning coupled with decreased job security makes motivators out of highly visible projects, company-sponsored training, cross-functional opportunities and stretch assignments.

Ask employees directly.  Beyond the ideas in this column, go straight to the source.  Simply ask your employees, “Given the current constraints, how can I best recognize your contributions?”