Understood and agree. In any case Clause 5.1.1.3 process owner shoud be met
7.3.2 IATF - Motivation and empowerment of employee
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EdenG
Involved In Discussions
This was an interesting thread to read. For me one aspect of empowering employee's is making sure their voices are heard. A questionnaire can be suitable for this to show engagement. Questions along the lines of obstructions to doing your work; Do you have the right equipment for the job? Do you feel your workload is manageable? Do you need additional training?
Regarding a documented process, process owner and KPI... Imagine what that would look like? Darren the machinist says he's unmotivated (Perhaps on the aforementioned questionnaire), on further enquiry he says Ben the processes owner hasn't motivated him enough. Ben is marked down in his review and becomes himself un-motivated.
Perhaps motivation and empowerment is just a case of letting people be heard and removing obstructions from them doing their job and making improvements / their own lives easier; Satisfying this could be, assuming the right people for the right jobs, a case of just actively working to not demotivate them.
Regarding a documented process, process owner and KPI... Imagine what that would look like? Darren the machinist says he's unmotivated (Perhaps on the aforementioned questionnaire), on further enquiry he says Ben the processes owner hasn't motivated him enough. Ben is marked down in his review and becomes himself un-motivated.
Perhaps motivation and empowerment is just a case of letting people be heard and removing obstructions from them doing their job and making improvements / their own lives easier; Satisfying this could be, assuming the right people for the right jobs, a case of just actively working to not demotivate them.
Ashland78
Quite Involved in Discussions
Actually we do, it is a business process procedure. I don't want to give out to much information public, you can message me to discuss more. This procedure discusses how leadership meets monthly to discuss goals in each dept. Including accomplishments. It is weekly for supervisors, daily for facilitators. If you are perfect each time, your goals need to be amended. This helps everyone feel involved. I work for a company that may cringe if shared too much open info. Feel free to message me privately though.
Employee motivation is a huge subject that challenges organizations everywhere, especially post-Covid when the work landscape changed and when younger generations begin to replace the Baby Boomers. Motivation is discussed in excellent books like David Sirota, Louis A. Mischkind & Michael I. Meltzer's (2005) "The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want". (Pearson Education, Inc., New York.) Sirota suggests the Three-Factor Theory.
But how to find out what employees think, what we want? How to show that is done? Successful methods are much harder than questionnaires, effectiveness of which are limited by dismal survey return results and people's natural tendency to speak up more when we're angry. (We are more likely yet to just leave, so reduction in turnover is another success measure to include in a motivational program) Yet surveys are easily produced the the auditor and can be administered en masse digitally, so they are favored by upper-level managers who would rather chew nails than go out and actually hold discussions with their people.
Yet speak with them we must. It can be done in Town Hall meetings, but most of us don't like to raise our hands in such venues so they tend to be one-way communication events. I think that focus groups over informal lunches can better get it done. Managers should emerge from Mahogany Row and learn to be better listeners than talkers.
That is very difficult to proceduralize. The ability to do it marks the difference between managers and leaders.
I am (regrettably) not affiliated with MindTools.
But how to find out what employees think, what we want? How to show that is done? Successful methods are much harder than questionnaires, effectiveness of which are limited by dismal survey return results and people's natural tendency to speak up more when we're angry. (We are more likely yet to just leave, so reduction in turnover is another success measure to include in a motivational program) Yet surveys are easily produced the the auditor and can be administered en masse digitally, so they are favored by upper-level managers who would rather chew nails than go out and actually hold discussions with their people.
Yet speak with them we must. It can be done in Town Hall meetings, but most of us don't like to raise our hands in such venues so they tend to be one-way communication events. I think that focus groups over informal lunches can better get it done. Managers should emerge from Mahogany Row and learn to be better listeners than talkers.
That is very difficult to proceduralize. The ability to do it marks the difference between managers and leaders.
I am (regrettably) not affiliated with MindTools.
EdenG
Involved In Discussions
I agree with a lot of what you've said, and the focus group approach should result with some follow-up by management on the problems discussed. This quote from your link on three-factor theory I definitely resonate with:Employee motivation is a huge subject that challenges organizations everywhere, especially post-Covid when the work landscape changed and when younger generations begin to replace the Baby Boomers. Motivation is discussed in excellent books like David Sirota, Louis A. Mischkind & Michael I. Meltzer's (2005) "The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want". (Pearson Education, Inc., New York.) Sirota suggests the Three-Factor Theory.
But how to find out what employees think, what we want? How to show that is done? Successful methods are much harder than questionnaires, effectiveness of which are limited by dismal survey return results and people's natural tendency to speak up more when we're angry. (We are more likely yet to just leave, so reduction in turnover is another success measure to include in a motivational program) Yet surveys are easily produced the the auditor and can be administered en masse digitally, so they are favored by upper-level managers who would rather chew nails than go out and actually hold discussions with their people.
Yet speak with them we must. It can be done in Town Hall meetings, but most of us don't like to raise our hands in such venues so they tend to be one-way communication events. I think that focus groups over informal lunches can better get it done. Managers should emerge from Mahogany Row and learn to be better listeners than talkers.
That is very difficult to proceduralize. The ability to do it marks the difference between managers and leaders.
I am (regrettably) not affiliated with MindTools.
"It's important to recognize the starting point: that most people start a new job with high levels of motivation and enthusiasm, and that they generally want to enjoy what they do. He argues that this natural state of motivation is then reduced, over time, by bad practices and poor conditions within the company."
The openness to resolution of these bad practices / conditions is often the deciding factor on whether to stay or go; Bad practices are at odds with an individuals values and often create the conflict of "Where do we draw the line?"
I hope that over my the course of my career I can contribute and not grow cynical with companies abilities to deliver on these points.
Steve.Davidson
Registered
As malasuerte pointed out, it doesn`t have to be a standalone process or have a KPI associated with it.
I have on occasion, added a statement in the Quality Manual that describes how employee motivation is covered and gave examples. This is adequate as long as what you write is actually what you do then this is perfectly ok for IATF. This is also the case for "creating an environment for innovation"
I have on occasion, added a statement in the Quality Manual that describes how employee motivation is covered and gave examples. This is adequate as long as what you write is actually what you do then this is perfectly ok for IATF. This is also the case for "creating an environment for innovation"
Johnnymo62
Haste Makes Waste
It works for me.
