I’ve always found it delightful to work on employee engagement and retention. It’s like mastering an emotional theory from the basics to the sophisticated elements that drive us to engage in our work. However, as the real world is based on practical actions, I’ve decided to group and identify what each stage of this theory involves with Maslow’s theory of needs as a background.
The guiding thread that assesses and facilitates all these aspects is the BP of each area. A skilled business partner can identify gaps within each of these elements and recruit customized solutions for each area, in collaboration with HR service areas (training, compensation, etc.).
Physical Aspects
Areas involved: Facility Management and Benefits and Compensation Management
Starting with the basics done right. Just as I mentioned in this post, beginning with what is visible, physical, and initially noticeable ensures a good first impression. Here, everything that is physical, essential and structural is involved:
What we offer:
- Timely payment of salary and benefits.
- Predictable hours, respected breaks, and no excessive overtime.
- Comfortable shared spaces: Comfort in collective facilities such as bathrooms; room temperature; meal and rest areas.
- Comfortable and personalized individual workspace: desk, chair, screen, headphones, etc.
- Noise and interruption management.
- Accessibility in facilities and equipment.
- Comfortable commute to work.
- Health insurance.
- Occupational health and safety measures.
In summary, before offering a ball pit and beer, make sure your employees have a good chair to sit on.
Trust and Security Aspects
Areas involved: Leadership and Internal Communication
Elements of security constitute fundamental aspects of human needs, as seen in Maslow’s hierarchy. Yes, deep down, we all fear unemployment and crave a dose of stability. For the workplace, the offer of security comes through the company’s internal communication and the immediate leader, often neglected despite being so fundamental. By providing assurance that employment is not at risk, employees develop trust in the company.
What we offer:
- Managerial communication: Clear, frequent, and open communication about the current state of the company: aspects of the company’s financial health, changes, and expansions.
- Leadership communication: Clear criteria and expectations regarding performance with constant feedback.
- Unemployment insurance.
- Outplacement: In case of termination, the company offers a service that helps employees find new job opportunities.
In summary, contrary to what some may say “stability is impossible and no longer necessary offer” having the assurance that your job is not at risk is and will always be one of the most basic needs, from a high executive to a software developer. Yes, we like to know that we have our job under control.
Social Aspects
Areas involved: Diversity, Equity, Inclusion, and Belonging (DEIB); Leadership and Culture
Feeling included, welcomed and accepted even when showing my true self. This aspect generates connection within the group; only with this well-consolidated social element can high-performance teams exist sustainably.
What we offer:
- Workplace diversity: In teams, leadership, and top-level management.
- DEIB: Policies, campaigns, and training.
- Team building.
- Psychological safety.
- Opportunity to contribute to others.
- Non-violent communication as organizational culture.
Encourage and provide more open channels for dialogue and sharing among employees (I’m not talking about a pet photo channel on Slack). Value collective contribution and teamwork more than solo heroism. Where people are gathered, there is an opportunity for genuine connections, and yes, we all need that, especially where we spend 1/3 of a day.
Esteem Aspects
Areas involved: Endomarketing, Employer Branding, Performance, Marketing and Compensation
Now moving up to more sophisticated aspects, we find elements of pride and prestige.
- Company with a reputable name, ethical and well-known.
- Opportunity to excel in what one does (right person in the right place, optimal-level challenges, contribution, and recognition).
- Rewards, promotions.
- Job title.
- Job perks.
- Autonomy.
- Impact of work: Involvement/participation in decisions outside your area of expertise and beyond the scope of work.
Who doesn’t like to work for a well-known company with a good product, no ethical issues, a good position, and some nice perks?
Self-Realization Aspects
Areas involved: Career Management, Learning and development, Mentoring/Coaching and Talent Development
Now, we can talk about long-term elements and strategic career planning, a sense of value, and perhaps even a legacy.
- Long-term career perspective.
- Long-term career development planning.
- Opportunity for personal growth.
- Work that reflects values.
- Ecosystem for innovation.
Two-Factor Theory – Frederick Herzberg (1923-2000)
In conjunction with Maslow’s foundational insights, Frederick Herzberg’s Two-Factor Theory (1923-2000) has been instrumental in shaping my exploration of employee retention and engagement. As Herzberg delves into the dynamics of satisfaction and dissatisfaction, it becomes evident that his perspective complements Maslow’s hierarchy seamlessly.
■ Satisfaction: Rooted in motivational factors such as recognition, promotion, and achievement – elements resonating with the sophisticated aspects of social, esteem, and self-realization discussed earlier.
■ Dissatisfaction: Primarily stems from hygiene factors like salary, company policies, and job security – connecting with the physical, trust and security aspects mentioned previously.
As illustrated, “hygiene” factors don’t serve as direct motivators but are foundational. Their absence creates a suboptimal employee experience, emphasizing their crucial role as basic elements. Motivational elements, enhancing performance and well-being at work, depend on hygiene elements being addressed first for their effects to emerge.
The collaborative insights of Maslow and Herzberg offer a holistic understanding, providing a comprehensive lens for navigating the intricate landscape of employee motivation and fostering a workplace conducive to individual growth, commitment, and enduring fulfilment.
References:
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370-396.
Herzberg, F. (1959). The Motivation to Work. New York: John Wiley & Sons.