Date : June, 01 , 2010 Publication : HR Future Page Number: 10-11
Hire inspired
employees
rather than
motivated ones
PROFILE Dr John Demartini. bom in the USA. is a world leading behavioural expert,
educationalist, speaker and author at the forefront of the personal and professional
mal
development industry. He once had a successful chiropractic clme and was named
tad
"Chiropractor of the Year." Demartini now consults to other health professionals and
speaks and writes on the subjects of personal transformation.
DR JOHN DEMARTINI
EXPLAINS TO
ALAN HOSKING
HOW TO HIRE
INSPIRED RATHER
THAN MOTIVATED
EMPLOYEES.
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our objectives. But when we set goals
or objectives thai are more aligned
with our lower values we desperately
require outside motivation repeatedly
to move us into action. If we are
requiring outside motivation to get
into action then we are not being
true to our highest, most meaningful
priorities, values or purpose in life.
This holds (rue for individuals in their
work capacity. Inspired workers can
see how their job descriptions and
goals are aligned with what values are
most meaningful to them. They are
self-reliant and do not require outside
motivation to get their jobs done.
WHAT'S THE
DIFFERENCE BETWEEN
BEING INSPIRED AND
BEING MOTIVATED?
1\vo points I would
like to make upfront: Every day that
employees are not productive, inspired
and loyal, they cost their companies
millions, billions or trillions of dollars.
WHAT INSPIRES PEOPLE'
There are seven areas of life i n which
people can be inspired - vocational,
financial, family, social, physical,
spiritual and mental. What ever areas
are highest on their list of priorities or
values will determine what will inspire
them. I'll give you a brief outline of
some of them.
No one is loyal to a company
- they are only loyal to their values
(what is most important to them). So
it is vital for employers to hire with
congruency between the person's
values and the job description.
When we live congruently
according to our highest values we
become inspired from within and
require no outside motivation to meet
Some people are dedicated to their
families. For example, a woman who
has a high value on her family and
who is focused mostly on her children
is likely to be less inspired and
possibly less consistently productive in
her job. The minute the kids are sick,
she may want to go home to them
and let her work duties slide or come
second.
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Then you get people who are
dedicated to socialising, wanting to
travel, meet and interact with people
and have socials and parties. These
people will more likely shine at work
only if their job duties require social
interaction.
Other employees want to be
involved in a company that helps
culturally and undertakes "green'
initiatives. As long as the company
contributes to their cause they remain
on board.
In the case of someone with a
spiritual focus, the person looks
for spiritual reward. They may feel
isolated if there is no one else in their
faith available to commune with at
work.
Those with a money/financial
focus will be inspired to work because
of the financial rewards.
Those with an entrepreneurial
focus will probably want to help
build the company to grow. They will
probably want to become partners or
share holders.
HOW CAN EMPLOYERS ENSURE
THEY HIRE PEOPLE WHO WILL BE
INSPIRED BY THEIR JOBS?
Every individual lives by a set of
priorities or values; what is most to
least important to them. As I explained
earlier, no one is loyal to a company.
They are loyal to the fulfillment of
Date : June, 01 , 2010 Publication : HR Future Page Number: 10-11
(heir highesl values. If their highest
values are fulfilled by their job duties
within the company, they will be
inspired to go to work. During the
hiring process, a wise company owner
or manager will clearly define the
primary objectives of the company,
what the required job description will
be, then help the potential applicant
(shortlisted candidates) determine
their own highest values and finally
make sure that the candidates' values
are congruent or aligned with the
primary objectives and job description.
The wise owner or manager
determines the applicant's highest
values by first looking at how they
spend their time, energy and money,
what inspires them, what their goals
are, and in what areas they are
organised, and so on. Then they take
the job description and determine
if the applicant "can see how each
duty will fulfill the applicant's highest
values." If the applicant hesitates
with their answers then there is low
congruency. If they elaborate and
respond quickly, then there is a high
congruency and they will be more
self-reliant, productive and engaged.
The quicker and more elaborate their
response - the more suitable they are
for the job.
It's also important to check the
company's vision and mission against
the candidate's values. Do they
hesitate to see how the company's
vision will help them achieve their
highest values and personal goals?
If they do. this will affect their
dedication, inspiration and creativity
in their potential role. The greater
the degree of hesitation, the greater
the reason not to hire the person. If
the owner or manager does hire the
person, the new employee will feel
frustrated and uninspired. They will
request a higher salary, incentives or
perks to make it worthwhile to go to
work everyday.
This additional hiring process
saves a company money and time.
Body language of an applicant gives
away true values so it's wise to also
observe the applicant's eyes, voice or
degree of hesitancy. These responses
will reveal whether they just want the
job for the money or to fulfill their
personal highesl values.
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HOW CAN EMPLOYERS INCREASE
AN EMPLOYEE'S PRODUCTIVITY?
If a person isn't 100% productive
after employing them, the owner or
manager can do the same process of
value evaluation POST hiring. Ask
them specifically how doing their job
duties are going to help them achieve
their highest values.
For example, if a company wants
to get more productivity out of an
employee, they can compare each job
duty to the employee's highest value.
By asking the employee. "How is
doing this particular job duty helping
you fulfill your highest values?" And
making them answer this question
multiple times until they begin to
see the link between their job duties
and their highest values. This helps
employees see how the job duties they
are being asked to do are helping them
achieve their highest values. It helps
them become inspired from within.
They desire to come to work as they
realise their job is helping them
achieve their personal goals.
People ask for fewer benefits and outer
incentives when they are inspired by
their work.
Productive people can't wail to get
to work. They will help their employer
get what the the company wants, if
the employees are getting what they
want. When employees feel they can
fulfill what is highesl on their values
list, they will see opportunities and act
on them, retain learned information
on that opportunity and be more
creative and self-initiated, which leads
to increased productivity.
HOW ELSE CAN EMPLOYERS
IMPROVE PRODUCTIVITY?
They can ask employees what they
would love to have done differently
in the company. When they find out
about their views of the dress code,
recognition, socialisation and job
titles, and give people what matches
their higher values, productivity will
go up, and energy levels will increase.
If someone asks, "What activities
will I get to do in the position and
what services will I be able to
provide?" versus, "What are the
benefits package of this job and how
many days do I get off?" this tells
you something about the person's
values and the potential degree of
congruency.
If an employee is underperforming, you can fire them up.
Speak to them about their issues: are
there problems at home? Are there
health issues? Are they unfulfilled
in their job? They may have been
in a good position and had some
new person put above them at
work resulting in frustration. Or a
colleague, who was a friend, has left
the organisation and they feel lonely.
There may have been new allocations
or a change in the job description or a
child has been in trouble at school and
it has affected the parent.
Being understanding is important,
but helping them discover solutions
can be even more valuable. Asking
them how these challenges can
serve them and the employer can be
valuable. It is wise for employers to
speak to their employees. Sometimes
employees simply need to get things
out and off their chests. Having a
moment with them can help. An
employer can sometimes fix a problem
by just speaking to the employee,
discovering the problem and trying to
help solve it.
DOES THIS ALSO APPLY TO CEOS?
CEOS have a hierarchy of values
also. When they see how their job
fulfills their highest values, they
become inspired and focused with
energy. When employees see their
boss inspired and working hard
- they tend to follow. Leaders need
to be congruent, exemplify and clear
in their vision. They therefore need
to be specific to get their expected
outcomes. For example to grow a
division, enhance a section, or look at
the percentage of calls made relative to
the money brought in. They are wise
to request clear and realistic actions so
that employees know what they are to
do. Once the structures and objectives
are clear, everyone can focus.
A wise and caring leader considers
the needs and highest values of
employees and looks at how each or
them can individually be handled,
challenged or stimulated accordingly.
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