In your company, if your employees are demotivated and are resigning even after giving them bonuses! How would you react?!! --- as a manager ---

WELL ,,,, IF THAT IS CASE , YOU MENTIONED ,,,,,,,, VERY FIRST THING TO BE UNDERSTOOD THAT THERE IS NO MANAGEMENT IN THE COMPANY ,,, CHECK IT ,M IT IS YOUR OPINION THAT THERE IS SOME MANAGEMENT ,,,,,,,,,, THE PRIME ASSIGNMENT OF ANY MANAGEMENT IS TO KEEP THEIR HUMAN RESOURCE MOTIVATED FOR WORK............... ======== ................. NO.2 BIG ISSUE TO BE UNDERSTOOD THAT PEOPLE WHO CREATE THE PROBLEMS , CAN,T SOLVE THEM COZ THEY WILL ALWAYS TRY TO PROTECT THEMSELVES AND WILL  MAKE  LOT OF REASONING , SO GET RID OF THEM ............. FRESH MINDS CAN SOLVE THE CURRENT ISSUE............. GOOD DAY

In addition to the Financial part of motivation there are many other aspects of  Non-financial motivators which require due consideration in any type of organization.

Cash rich companies can afford to pay more but the payment should not be a throw of the cash packets on the table of the employees and the employees should not feel that they are just like birds in a Golden cage.

Some of the non financial aspects need further consideration may be the following:

1. The status of the employees should be well protected with Rank and position suitable for their talents,education, experience and skill.

2.The employer should not fail to create better organizational climate with individual freedom and due recognition in relation to the generally accepted work culture.

3.Should provide adequate opportunity for growth within the organization--with adequate training and development.

4.The work/job profile should be capable of Job enrichment--scope for challenges in the job with appropriate authority /delegation of responsibilities--job capable of acquiring increased  knowledge and their use for the benefit of the organization--freedom for taking decisions and personal development.

5.The power of the feeling for job security--employee participation in the decision making process.

If confident that all the above factors are taken into consideration the employment migration may be treated as part of the prevailing regional concepts--as in some places bulk amount receipt of money will tempt the employees to take off for a prolonged time and also tempt to find a new place of job without assigning much reasons--I could also witness such incidents and in order avoid the same deferred compensation may be resorted to as last resort.  And after that be happy to farewell them otherwise will find it difficult to get new recruit......

AGREED WITH ZAFAR ABBAS MINHAS  ANSWER.......

First thing that is required to be done is proper investigation and determination of the root cause for such demotivation.  Reasons for employee dissatisfaction and these growing trends are needed to be identified.

 

As a start, I will conduct1 to1 meetings with the employees and try to eliminate factors affecting their loyalty and stability at the company. Lastly it'd be wise to conduct thorough exit interviews.

There are non-financial motivational tools managers need to use. Not everyone has the authority to financially reward employees, so one of the good manager characteristics is to know how to involve employees, get them to feel they are part of the project and important to what they are contributing for - in other words, increase their level of engagement.

It's too late for argueing  headaches ! 

Protect the company and look for new bloods.

So, what do able leaders do to manage demotivated employees? Firstly, they remember that they can’t motivate anyone to do anything. Instead, they create the conditions for people to motivate themselves. Maybe one leader motivates people to perform minimum compliance or look for jobs elsewhere, back biting and even to indulge in sabotage. Able leaders create the conditions for people to do things better, faster and more cheaply. To volunteer that suggestion at the team meeting, to help a customer beyond their contracted hours, to give up lunch to mentor the new team member. Secondly, they remember that it’s their role to deal with it actively. They remember to plan when turning around an unmotivated employee. It’s not just something to 'wing.' Know your employees I mean really know them. This is beyond what car he or she drives, their hair colour and the like. It’s more about what are their underused skills, parts of her role they enjoy, hobbies, etc. In short, take an active interest in them as people. Now think of someone in your team. How would they react to a local newspaper featuring them as a great employee? If you’re not99.9% certain that your thoughts are right, then take an action to deepen your relationships with them. Make sure you use some of your energy to notice how your people are. This may be slight changes in their behaviour or performance. It’s all too easy to see but not notice. Great leaders notice and then check out what they sense. Gurus have written much about remembering to use your gut-feel as well as tools such as flowcharts and algorithms on the way to action. This is true of motivating employees. You may have inherited your team and so need to consciously rise above your prejudices and biases. Planning ahead for difficult conversations Deciding to act is one thing: acting well is another. Many managers have floundered on the sea of good intentions. It’s important therefore to think about whom you have decided to speak to, how they might react and how you will handle it. Road test your approach by honing what you intend to say until you know it is crisp, clear, constructive and likely to create meaningful dialogue with that person. Running a mental movie to see yourself having the conversation, hear yourself and your employee’s responses and feeling what you will be like can be very powerful. If this visualisation is good enough for world champion sports people, then it’s good enough for leaders. My preference is to practise aloud with a confidant colleague. HR people ought to be ideal for this. You tell them how they should behave, and then you actually have the conversation with them. The Benefits of getting as near as possible to the actual situation are enormous. Having the difficult conversation This could range from: “I’ve a sense that you are a little jaded just now. Would I be right in that feeling?” to a more formal meeting with the unmotivated employee. However you decide to have your conversation, remember to get to root causes before charting agreed actions toward success. Nervous managers grab a symptom, jump to actions like training before returning to work convinced that they have ticked the box. Better managers ask more questions: “What specifically?” or “What do you want right now?” are examples or: “On a scale of one to ten how happy are you at work just now?” The scaling question option means you can explore further with for example: “What leads you to a six?”, “What would make it a seven for you?” etc. As you can tell, the effective manager needs to stay in a resourceful state so that he or she can think. That means remaining assertive. Employees become unmotivated for many reasons. Often what’s a big thing for them is a minor thing to others. Just some examples are lack of confidence with technology, change, feeling of being ‘put down’ at a recent meeting, being ignored after doing a great job. Lastly, keep your sense of proportion by knowing that the employee spends just one third of their time at work. Factors outside the workplace can lead to the unmotivated employee. Remember though, that it's always a good thing to deal with it positively. If it's a work reason; great because you can get to the bottom of it and solve it together. If it's outside work, you can make work the best sanctuary for them, maybe signposting them to specialist help and finally demonstrate that you care about them. Support and challenge the employees Eddie Davies’ NAF (novel, applicable, feasible) test provides possible things that you can do to create the conditions for employees to motivate themselves. Whatever you think of should pass the NAF test. Novel - is it new? Applicable - will it actually lead to motivation? Feasible - can you put the idea into practice? The effective leader uses support and challenge with team members. One without the other is ineffective. Dealing with people’s motivation is not about being a counsellor or tyrant. The most inspirational leaders offer high support and high challenge to become a role model leader. Create conditions for high performance As a leader you, like Yul Brynner who played Chris in The Magnificent Seven, have the responsibility to use people to best effect and that means knowing them, having strong relationships and attending to demotivation issues as soon as they arise. Your role is to create the conditions where people motivate themselves. The most effective leaders create conditions for high performance through high support and high challenge. Be an Oscar-winning leader.

There is leak in the company's environment and attitude of the managing person,

To reengage or to keep the employers interest in the company, the management should interact with the employers and understand there natural and allocate work to them accordingly. and to keep the company environment healthy a time to time meetings and small discussions about company's  issues will be useful to have feedback over your management and company's progress from the ground level.

Dear Ms. Maha

As a manager it will unfair to react rather than manager have to go for corrective and preventive action it could be like following

Corrective Action (convince employee to take their resignation back )

1.       Talk to employees and try to find out reason bonus is not only factor for motivation ex. Company policies and working environment etc . can be the factor

2.       Sometime lack of communication generate grievance

Preventive Action

1.       Communicate finding of corrective action to top management so that big changes can make if required

2.       Try to control the element of problem for future course

 

Regards

 

Anurag

Turnover is rarely the fault of the employee.  Workplace culture begins with management.  If management directs its focus only toward money issues, employees will follow suit.  But management can improve both morale and ultimately profits by directing at least partial focus on creating a culture of personal growth potential for employees.  Doing so will lead to more satisfied employees and reduced turnover.  So, the proper "reaction" in this scenario is to discover the root cause of staff dissatisfaction.  This could be as simple as actually listening to employees instead of dictating to them.  Usually, the root cause of turnover is the mistaken belief of management that employee motivation and workplace satisfaction is obtained only through money.  The bonus program should be only part of the positive culture, not the only form of motivation. 

In this situation, HR manager needs to understand some where problem in the organization. He has to need to talk with the employees and can review the exit interview. It would be helpful to identify the main causes of employees leaving and take right initiative for the organization.