Writing a positive review for an employee motivation

Bonusly feedback example. Steal them or use them as inspiration for feedback that empowers your employees to shine. How to bolster this feedback: Reinforce your feedback with a reward employees can experience or touch. This double-dose of reinforcement will inspire employees to repeat their efforts, creating a learning loop that benefits everyone. Pro-tip: If you want more actionable productivity, workplace culture and leadership inspo, sign up for one of our favorite and free weekly newsletters — The Assist.

We are searching data for your request:

Wait the end of the search in all databases.
Upon completion, a link will appear to access the found materials.

Content:

• How to motivate and inspire your team to achieve better results
• Developing and Sustaining Employee Engagement
• Employee motivation and job performance: a study of basic school teachers in Ghana
• The Secrets to an Effective Performance Review: Examples, Samples, and Forms
• How to Motivate Employees: 5 Data-Backed Tips for Managers
• 20 Easy Ways to Motivate Employees

WATCH RELATED VIDEO: Managing Employee Motivation and Performance - How to Motivate Employees to Work Harder

How to motivate and inspire your team to achieve better results

Chou has been on his fair share of high-flying startups as an early product leader for LinkedIn, the Head of Product for Pinterest , and now Affirm. He understands the chaos. But he also knows that failing to make time to learn what makes people tick and keep ticking can mean the difference between thriving and fizzling out. In this exclusive interview, Chou shares the pyramid he developed to explain how to build and maintain motivation—a new kind of hierarchy of needs that every startup founder and executive should internalize.

He describes how leaders can spot flagging motivation in their day-to-day interactions, and offers tactics to start turning things around today. Chou identifies four key components to workplace motivation, which he visualizes as a pyramid. Each level provides the required foundation for the next; try to build on shaky ground, and your pyramid will never stand strong.

And when motivation breaks down, you can always trace the cause to one or more of these four elements:. The first component of motivation is the team a person works with day in and day out. Everything else can follow from it. The second cause of shaky teams is interpersonal friction, an even more pressing and often intractable problem. When heads are butting early in a partnership or team dynamic, Chou recommends giving it time.

In many cases, people simply need to find their rhythm. Of course, in a rapid-growth environment, time is in short supply. Put people into situations where they have to come together, think about things and design a solution together.

For example, managers spend a lot of time designing starter projects for an individual. But they spend little time with their peers designing a 'starter project across teams. It might be a simple new feature or an intricate experiment. Other times, you may encounter truly irreconcilable differences. That veteran product leader did have a favorite trick for getting ahead of the issue: holding regular team hackathons to see which pairs naturally chose to work together.

Being intentional about those dynamics is being respectful to those teammates. There's a PM already assigned to it. Now who is the right designer? We talked about who the PM gets along with, and within that group, who would be a good fit for this project.

Half of that fit is functional, and half of it is thinking about whether the team is going to work. As a company scales, employees inevitably feel further and further away from key company decisions — literally and figuratively. But every person can take responsibility for their piece of the bigger picture.

Chou was on the receiving end of just such a nudge during a particularly memorable meeting at LinkedIn. CEO Jeff Weiner had recently come on board, and Chou found himself describing an issue to the leadership team and him.

It was a big opportunity and I thought I was really smart explaining how we had this untapped runway in front of us. Weiner stopped him. Most of them said no. That really sears into your mind. It also worked. Far from being dispirited, Chou left the meeting galvanized. As a leader, your job is to equip people with the right context for decision-making, then help them build the confidence to act decisively. At Affirm, for example, Chou holds product reviews a couple of times a week.

Whenever possible, make sure that the team itself finds a solution. Leadership means clearing the path for a decision, when most people think it means making the decision. Can you guys come up with a decision on this?

Chou and Bhandari briefly put their heads together, but not to arrive at the answer — they made a quick call to ask the team to keep hashing things out themselves. And they feel good about it. Sometimes it means looking for other tools to replace their own judgement. An overreliance on testing is another crutch that Chou looks out for.

But Chou encourages his teams to use testing to confirm a bet—not as another way to defer decision-making. What are you going to do? Fostering intuition and self-sufficiency in your team takes patience; often it may be faster and easier to just make a call yourself and move on. Resist that urge. This is the rationale. Do you have feedback on it? Teach your team not to look to you for decisions all the time. That happens less through an explicit dialogue, and more across lots of small acts resisting the urge to make calls for them.

And the best goals are measurable, hard to achieve, and impactful to the business. But be careful. Chou identifies three key stages of product development: invention, scaling and optimization. And at each of those stages, the goals you set — and the metrics you track — will be very different. So we need some level of conviction and a bias to ship in small, confident chunks. Absent clear metric goals, teams in the invention stage will need to lean heavily on the fourth element of the pyramid, mission.

Here, the metrics are front and center — but too often, Chou sees teams vastly undershooting. The optimization phase, on the other hand, is where small gains can add up in meaningful ways. Once you understand where you are in the product lifecycle, metrics are a valuable tool for motivating and focusing a team. Chou frequently catches teams poring over metrics with no clear sense of what their target should be.

We need to switch tacks. The only way to do that is to think about bigger changes. This is the target. You want to be celebrating your impact. By the time you get to the top of the motivation pyramid, if everything is going well, you should have a team forged by chemistry and ownership over their work, that is also driven by clear goals and metrics. Now, to achieve lasting motivation, you need to ensure that they also understand how that work benefits the company as a whole.

How you adjust to that becomes really important. You may not have needed to create opportunities for folks to bring ideas forward to the broader group. So, you have to state your mission, your purpose, over and again but also in different ways from different voices. The best leadership teams that I've seen focus on communicating mission through every medium.

All Hands presentations. All of them tie back to the mission explicitly. We spend a lot of time designing not only products, but how our team hears the mission. Take inventory of which forums and channels your people are hearing your mission. It should be at least once a week in email and once a week in-person. Ultimately, mission gives your pyramid height, making it a beacon for others within and beyond the company.

Are people working toward the same thing? Do they take ownership of product decisions? People want their work to be about something more than just making money for a Delaware corporation. Rapid growth is hectic. Companies change and break. If a team is lagging, then, one of those essential components is likely missing. It was the worst because they not only didn't see how it fit into the mission of the company, but also they felt no ownership of it. The team ended up with a different solution, but it was as effective, and they felt like owners working on it.

A team member who stops asking questions, stops trying to figure out where their work fits in the bigger picture. The easiest way to diagnose flagging motivation, then, is to create more opportunities for people to talk to you. And remember, candor is a two-way street. If you want to get the most authentic dialogue with your team, you need to give them something, too.

When you do spot the signs of flagging motivation, act quickly to diagnose the source and take action. Engineering feels like it works for Product teams, not with them. Chou has seen this one many times. The fix : Create that sense of ownership. Good Product people make sure their counterparts, including engineering, are true partners in understanding the problem and carving out the solution.

And when a company gets large enough, Chou has had great success breaking up large technology teams into smaller ones and making that smaller team responsible for a clear scope and goal.

That not only puts them closer to key decisions, it eliminates confusion about who is responsible for achieving the finished product. They're looking around the room. Your product managers are in execution mode, but no one feels like they have a stake in making decisions.

Developing and Sustaining Employee Engagement

How do you boost employee morale and motivation? What are the factors affecting employee motivation? It takes more than just money to motivate. People want to feel valued, part of the team, and that they matter to the company. This employee motivation article discusses how to get your staff to look forward to their working day. Employee motivation techniques are essential to the success of a company.

Employee motivation and job performance: a study of basic school teachers in Ghana

How can you tell if your employees are motivated to do their best? We listed 6 basic HR metrics for measuring employee motivation. Other than obvious ethical reasons, employee productivity motivates companies to take better care of their workforce. The next best thing to measure employee wellbeing is to measure their motivation. But how can you tell if your organisation is providing enough to its employees? How do you keep your employees motivated? And why does it matter to begin with? In application, data shows that the most successful companies out there also have the most motivated employees. It comes from employee wellbeing. In other words, measuring employee performance and motivation means taking the pulse of your organisation.

The Secrets to an Effective Performance Review: Examples, Samples, and Forms

Positive feedback is given to employees when they meet or exceed business targets, overcome a challenge, go the extra mile, or introduce innovative ideas. Positive feedback is a meaningful and effective method to ensure your employees feel valued. Employees who are given effective, positive feedback are generally more engaged, productive, and loyal to the business. To help you build a culture of feedback within the workplace, we've compiled a list of well-constructed positive feedback examples. Your hard work will be a significant contribution to our business's target for this semester.

How to Motivate Employees: 5 Data-Backed Tips for Managers

Performance reviews can be difficult for everyone, manager and employee alike. But you can avoid that stress by structuring your performance reviews to inspire greatness instead of dread. One of the best ways to do that is to use performance appraisal phrases. But what are the best performance appraisal phrases? The management experts at Sling have put together a list of extremely helpful phrases for employee performance reviews.

20 Easy Ways to Motivate Employees

Future Business Journal volume 7 , Article number: 30 Cite this article. Metrics details. Motivation as a meaningful construct is a desire to satisfy a certain want and is a central pillar at the workplace. Thus, motivating employees adequately is a challenge as it has what it takes to define employee satisfaction at the workplace. In this study, we examine the relationship between job motivation factors and performance among teachers of basic schools in Ghana. The study employs a quantitative approach on a sample of teachers from a population of in the Effutu Municipality of Ghana, of which questionnaires were duly answered and returned representing Thus, these motivation factors were significant predictors on performance when regressed at a decomposed and aggregated levels.

Learn how. But motivation can be difficult to quantify. There are numerous types of motivation, both in the workplace and in general life. Understanding the types of motivation in psychology is a great starting point for learning how to motivate others in the workplace and beyond and will give you the motivation skills you need to help your business thrive.

Re-engineer your performance review conversations in a way that adds value for your managers, your employees, and your business. January 4, 5 minute read. Just like a radioactive bug bite or taking a stumble into a vat of nuclear waste, the power of performance reviews can be used for good or for evil. At their best, employee performance reviews motivate employees, increase engagement, and skyrocket organizations to new levels of achievement.

Research on motivation has attracted academic and corporate entities over the last two decades. In the present study, authors have reviewed the intense literature to extract all possible dimensions of motivation, having direct and indirect impact on motivation techniques. This has examined the multidimensionality of motivation from the existing literature and present a conceptual framework based on it, and it is experienced that various motivation techniques discussed in this study are having a positive impact on both employee satisfaction and the quality of performance in the organization; however, the model needs to be validated using quantitative measures. In order to study the various issues highlighted in this paper related to employee motivation, a large body of literature mainly from different journals have been incorporated. To make the study more current only those studies were included which were published in the last two decades. In past research papers few dimensions of motivation were used to explain the different models motivation theory which has direct influence on employee motivation. The novelty of this study lies in its theoretical framework where authors have made an attempt to come up with a construct having dimensions that directly or indirectly influences employee motivation.

The business case for positive feedback is simple; recognition is low cost, high impact. A few simple words can mean the difference between feeling valued or outright fed-up, which is why a culture of recognition is so important. But first…. Reward budgets are great, but positive feedback costs just a few seconds of time.