Increase intrinsic motivation? This is how you build committed and loyal employees

Every company wants loyal, satisfied employees. That is logical and of all times. But in the current tight labor market, that desire is seen in a different light. In the battle for good people, organizations nowadays have to put in a lot more effort. Not only to attract the right people, but also to retain the talent they have in-house. Stay bonuses, office fruit, a gym membership or an office ping-pong table; everything is pulled out. For a few that may be enough to stay, but if you want to keep your talents, you will have to take other measures. In this blog, we will provide you with an important key: intrinsic motivation. We tell you how to find out what your people really find important and why it is important that you find out.

Organizations in all sectors are struggling with a staff shortage. As a result, services and facilities are under increasing pressure. Just think of the long queues at Schiphol, cancelled trains and shortened opening hours of your favourite restaurant. There are even factories that are closing their doors. The consequences are becoming increasingly tangible, especially in the workplace. The workload increases enormously there; more and more is being asked of employees. The risk that they will drop out or leave the company is therefore increasing. The numbers don’t lie; research by Randstad from 2021 shows that as many as 65% of employees say they are open to a new job if the opportunity arises. And in the current labor market, those opportunities certainly arise. Employees have the jobs to choose from and companies are desperate for good people. So if you want to bind your employees, you really have to captivate them. But how do you go about it?

Motives

In many organizations, a mix of generations works and older and younger employees work together. That has always been the case. It goes without saying that you want to bind all good people to your organization, regardless of their age. However, the fact is that different generations have different wishes, requirements and motivations. The younger generation has a different view of work than their older colleagues and value different things. A good salary and a company car are often no longer enough. For young people, for example, it is not only important that their work is fun, it must also have meaning. They have many interests and are not of the generation that stays with one employer for thirty years. To keep the attention of those young employees, you have to know what their wishes, requirements and motivations are.

A good framework for this is the Self-Determination Theory (Deci & Ryan, 2000). This theory states that you can only bind and captivate people if they are and remain intrinsically motivated. According to this theory, autonomy, connectedness and competence & mastery are the three most important psychological basic needs for intrinsic motivation. But how does that work in practice? We explain that below. It is important to realize that there is no one-size-fits-all approach. By gaining more insight into people’s motivations, you get new tools to keep that valuable employee happy and in.

Autonomy

If there is one thing that typifies today’s employee, it is the desire to have control over his own life and work. The concept of ‘autonomy’ revolves around the question of the extent to which your employees feel that they can determine their own behaviour, in line with their values, interests and wishes. Regardless of their age. The four pillars of direction are a good basis for you as a manager to discuss this with an employee. Those four pillars are: Where do I do my work, how do I do my work, who do I do my work with and when do I do my work?

Flexibility
Since the corona period, we have been looking at our work differently. When it was necessary, organizations and teams suddenly turned out to be very agile. Old patterns were broken and working from home and online meetings are now quite normal. We have become accustomed to more flexibility. For many people, a combination of working from home and a few days at the office fits well into their lives. Give your people the opportunity to make their own choice. Of course, there are certain frameworks within which your people can determine things themselves. It cannot be the case that one colleague prefers to work in the evenings and weekends and is not available to other colleagues during the day. It is up to you as a manager to find the golden mean in this. After all, you want a workable situation for the whole team. Therefore, clearly list what the frameworks are and offer different variants that work for the whole team. In this way, you give your people room to make their own choices and ensure a good balance within your team.

Looking outwards
Also talk to your people about possibilities outside your own organization. That seems strange if you want to keep someone inside. Still, it provides valuable insights if you know why a vacancy at another company is interesting for your employee. Is it about the content of the work? Does that other company profile itself in a certain way? Does your employee see other opportunities? By talking to your staff in this way, you get to know your people and your own organization much better. This allows you to think along with people better, challenge them and continue to captivate them in a way that suits them.

Custom
Other possibilities to give people more autonomy lie, for example, in secondary employment conditions. Many employers opt for a standard offer for all employees. That is so easy and perhaps cheaper in the end. But is that smart when you know that many employees prefer good fringe benefits to a pay rise? Where the opportunity to follow a training course is important for one employee, someone else has a sabbatical on his wish list. Providing customization means investing more money and time in the HR department, but remember that recruiting new people takes even more time and money. So: would you rather invest in new people who you don’t yet know if they are good employees, or do you invest in talented people who have already proven their value to your organization? Time and money are best used in a way that suits your current people.

Connectedness

The concept of ‘connectedness’ is about the relationships of your employees with their colleagues and the organization. With everything that has been mentioned so far, we must be careful not to ignore something important. Showing appreciation to employees who do their work well and with pleasure and who are not immediately looking for the next step in their career. Within organizations, more attention is often paid to the people who do not function well. That makes sense, because as an employer you want to change that situation. The result, however, is that the employee who functions well is overlooked and is less likely to be asked what he or she needs. And that while those people are of great value to the organization. Therefore, regularly express your appreciation and also talk to that employee about ambitions and motivation. This strengthens the bond with your people and the bond they have with the organization.

Feedback

Research by Frederik Anseel from 2015 shows that 25% of those surveyed indicate that they feel ignored if they do not hear from their managers. And in organizations where little feedback is given, 40% of employees indicate that they no longer feel involved with the organization. Giving feedback is therefore important for strengthening the connection. This shows that you really see the other person. It’s more than asking how things are going. It’s about showing real interest and acting accordingly. This does require a psychologically safe environment. An environment in which giving and asking for feedback, being able to have an open conversation with each other and expressing appreciation, are normal. Although giving feedback sometimes has a negative connotation, it is actually something positive. It means that you are involved in the development of the other. And sees what that person is doing. Feedback is not necessarily criticism. Negative feedback can be very instructive. Of course, the effect of feedback depends on the way it is given. As a manager, you also have to be able to be vulnerable. Make it clear that you are also open to feedback. Ask your team about this. That can be quite exciting. But see it as an opportunity. Listen and try to learn from it.

Shared values

In addition to wanting to be seen and heard, people are increasingly looking for an employer who propagates and pursues the values that they themselves consider important, for example in the field of sustainability and human rights. Are you a good fit? Young people in particular consciously choose an organization that they feel good about. It is important that the values propagated by an organization are also in line with reality. People see through nice talk. If a company does fly people back and forth for a meeting in London with sustainable claims, it will detract from the connection an employee feels in the long run. The values of an organization must really be given a place in daily practice.

Competence & mastery

Young employees are at the beginning of their careers and want to continue to develop themselves. They are constantly looking for challenges, both professionally and personally. Offering training and coaching are now the norm, with which you can really no longer distinguish yourself as an employer. Practical training alone to learn how your system works is therefore not enough to inspire your people. This group also wants to gain skills and insights that will also benefit them outside your organization.

Perspective

Employees who feel competent make much better use of their qualities. Randstad’s research shows that 53% of employees say that they are likely to stay with their current employer if he offers them the opportunity for training. Ask your people for their wishes for the future. Look ahead and work towards something with them. By putting a long-term approach on paper with each other, there is a greater chance that that employee will develop within your organization. Be careful with promises that you cannot keep. If you set up a training program for young talent, but then have no advancement opportunities within your organization, you will eventually train well-qualified leavers.

Challenge

In addition to offering training and education opportunities, the daily work must also be challenging in terms of content. That doesn’t mean that you completely overload people with a mountain of difficult jobs, but it does mean that the work can become more complex. This seems counter-instinctive, because we tend to simplify the situation if we see that an employee is not happy. In practice, however, it appears that if people find challenges in their work, they enjoy it more and therefore stay longer. How nice is it to be able to sink your teeth into something, work hard and puzzle, and then bring it to a successful conclusion? With such work you hold the attention more easily.

The best match

Finally, good guidance and coaching in the workplace is essential. Look within the company to see who could be a good match for your employee. It is not self-evident that you, as a manager, are the right person to guide someone. Is there another colleague with whom your employee has a good substantive or personal click? Then link them together. Older employees can share their knowledge with the younger ones. And the young people in turn bring new insights and energy.

Conclusion

It all starts with offering fun work and creating a good atmosphere in the workplace. That is important for everyone. But to retain your talented employees for your organization, intrinsic motivation is essential. And although it can certainly contribute to that good working atmosphere, you don’t achieve intrinsic motivation by taking your team on a fun company outing. It’s about keeping people motivated in the long term, challenging them and appealing to their interests. This is not a one-off process. It requires some extras from you as a manager and from the organization. You really have to get to know your people, know what their motivations are. This is also instructive for the organization itself. What do we stand for? What do we think is important? Make sure you know what you want and can offer your people. And be open about it. Paying attention to values and your people is a continuous process. It should be part of the normal course of events, for all employees, from the moment they apply for a job to the moment they leave the organization.

Even if you have done everything you can to bind and captivate your people; Young employees in particular will be inclined to want to take the next step after a few years. And there is nothing wrong with that. Because although ‘job hoppers’ take knowledge and experience from the organization with them when they leave, they also bring new energy and insights when they start. By focusing on people’s intrinsic motivation, you ensure that they enjoy working for the organization. And if there does come a day when they leave, chances are they will be positive about their time with you. That satisfied, motivated employee then becomes the best ambassador you could wish for.

Something for your organization? Feel free to contact us.