Employee Motivation - Grossum
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The document discusses motivation and demotivation within a software engineering company, Grossum, emphasizing the importance of employee involvement in career development and setting personal goals. It outlines the company's mission, vision, and values while referencing Herzberg's two-factor theory to highlight motivators and hygiene factors that affect employee satisfaction. Additionally, it describes management instruments like Scrum processes and 1-2-1 meetings for evaluating employee satisfaction and addressing concerns.
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仂从仄亠仆 仂仗亳于舒亠 亟亠亠仍仆仂 从仂仄仗舒仆亳亳 Grossum 于 仂弍仍舒亳 IT-仄亠仆亠亟亢仄亠仆舒 亳 仗舒于仍亠仆亳 仗仂亠从舒仄亳 2005 亞仂亟舒, 舒 舒从亢亠 亳 仍亞亳 于 舒亰仍亳仆 亠舒, 于从仍ﾑ舒 PR, 仄舒从亠亳仆亞, 仗仂亟舒亢亳 亳 HR. 丕仗仂仄亳仆舒ﾑ 亳仆仄亠仆 亳 仗仂亠, 亳仗仂仍亰亠仄亠 从仂仄仗舒仆亳亠亶, 舒 舒从亢亠 仗舒从亳亠从亳亠 亠从仂仄亠仆亟舒亳亳 亳 仗亳仄亠 亳亰 仂仗舒 舒弍仂. 亟仂从仄亠仆亠 舒从亢亠 仂亟亠亢舒 亟舒仆仆亠 仂 从仂仆亠仆-仄舒从亠亳仆亞亠 亳 仗舒于仍亠仆亳亳 仗仂亠从舒仄亳 于 舒仄从舒 Agile 亳 Scrum.Why Drupal?
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Employee Motivation - Grossum
- 1. Motivation / Demotivation: Whos at Fault and What to Do about It?
- 2. Grossum: people-oriented software engineering company with open-processes and self-motivated agile professionals. Founded in 2013 33 employees on board Outsourcing and outstaffing services provider Main areas of expertise: Web: Symfony2 Mobile: iOS, Android, Xamarin Me: Junior Team Lead Head of IT development - CEO ABOUT GROSSUM WWW.GROSSUM.COM
- 3. WWW.GROSSUM.COM WEIRD FEEDBACK Good game Great processes Why is that so?
- 4. CASES WWW.GROSSUM.COM o Employee expects that it is the company that should care about his / her career development o Employee comes with a question of What should I do to get a raise? o Employee wants more than he can do o Snowflake Manager o We hire faster than we fire
- 5. CASES WWW.GROSSUM.COM o Project fail: lost money, management got the wrath, developers took offence o Constantly being late to work o One developer is suppressing the other. The flowering bud after departure. o QA has left: he wanted to work with automatization and instead he had to deal with clients. o English
- 6. STRATEGIC PYRAMID WWW.GROSSUM.COM System DNA (idea) Who / what would you like to be? System DNA What do you believe in? System DNA Why do you exist? Client / Product / Feature Technical infrastructure (plan) How do you get there? Market game / wining? Technical infrastructure Tasks realization focus Technical infrastructure What should we do? Technical infrastructure What should I do? Vision Values Mission Business Strategy Scorecard Strategic Initiatives Personal Goals StrategicIdea Involving your employees in the processes Setting personal goals
- 7. VISION, MISSION, VALUES WWW.GROSSUM.COM o OUR VISION Grossum is a passionate team of IT professionals who strive for deep understanding of clients challenges in order to bring them agile software development that meets their business values and needs. o OUR MISSION Developing a better future by helping people find best ways to bring new ideas to life using worlds best IT practices. o OUR VALUES Quality // Passion // Innovation // Agility and Self-Motivation // Open Processes
- 8. THE TWO-FACTOR THEORY WWW.GROSSUM.COM o Also known as Herzberg's motivation-hygiene theory and dual-factor theory o Motivators: challenging work, recognition for one's achievement, responsibility, opportunity to do something meaningful, involvement in decision making, sense of importance to an organization o Hygiene factors: status, job security, salary, fringe benefits, work conditions, good pay, paid insurance, vacations
- 9. COMBINATIONS WWW.GROSSUM.COM High Hygiene + High Motivation: The ideal situation where employees are highly motivated and have few complaints. Low Hygiene + High Motivation: Employees are motivated but have a lot of complaints. A situations where the job is exciting and challenging but salaries and work conditions are not up to par. Low Hygiene + Low Motivation: This is the worst situation where employees are not motivated and have many complaints. High Hygiene + Low Motivation: Employees have few complaints but are not highly motivated. The job is viewed as a paycheck.
- 10. INSTRUMENTS WWW.GROSSUM.COM o Two instruments of management: Rhythm: 70% of employees work according to SCRUM. The remaining 30% now work according to SCRUM as well. 1-2-1 meetings
- 11. 1-2-1 MEETINGS WWW.GROSSUM.COM o Evaluation of the satisfaction level according to the 10-grade scale. Calculating the bugs size o What needs to happen for the satisfaction to be 10? Defining problems. o How can you solve them? Focus on independent solutions. o When do you start? Time anchor, small impulse for action. 0 2 4 6 8 10 12 EmployeeSatisfaction Time 100% happiness 100% loyalty actual warning ideal
- 12. DISCUSSION WWW.GROSSUM.COM What do you think?
- 13. THANKS! Mykola Slobodian Phone: +38 (095) 77-07-464 E-mail: mslobodian@grossum.com LinkedIn: ua.linkedin.com/in/megadoon Skype: megadoon WWW.GROSSUM.COM
Editor's Notes
- #3: 舒仆亳亶 仍: Junior Team Lead Head of IT development - CEO 亠舒: 仗仂从舒亰舒亳 亰于磶仂从 仄亢 仍仂磿仆 舒 仄仂亳于舒 仗亠仂仆舒仍 亰 舒亠亞 舒 仆仄亠仆舒仄亳 仄亠仆亠亟亢仄亠仆 亰 仂从亳 亰仂 从亠于仆亳从舒 从仂仄仗舒仆. 仂从舒亰于舒亳 弍亟 仆舒 仗亳从仍舒亟 从仂仄仗舒仆 Grossum
- #4: 33 8-12 仂 8-亶 9:15 仂 10:00 30 于 1,5 亞仂亟 个亟弍亠从 仗仂 仂弍仂 仆舒 1-2-1 亰舒. Scrum
- #5: 仂仆亠从 从亠亶于. 10 于 1,5 仂从 仍舒仆亳亶 仗亠舒仍. 丿于亳亟从亳亶 . 磻亳 仗亠亠仆亰亶. 亠仂亟亳仆 仗于弍亠亟亳. 舒于亟舒仆仆 亟仍 仄亠仆亠 舒弍仂舒亠 弍仂仍亠 亠仄 仆亢仆仂 丐亠亢 仗舒ﾑﾑ 弍舒亞舒仂 仗仂弍仍亠仄亳 仗仂从 仗仂亠从于 仗亠亠仂亟亳仄仂 于 仗仂弍仍亠仄 仗亟弍仂 仗亠仂仆舒仍 乂亠 亞亠, 从仂仍亳 仂于亠舒亶仄亳仍亳 仗仂 仂仆仂仄 乂仂 亠? 亟仆 亟亳亳仗仍仆亳, 亳 亟亠仄仂亳于舒?
- #6: 仂仆亠从 从亠亶于. 10 于 1,5 仂从 仍舒仆亳亶 仗亠舒仍. 丿于亳亟从亳亶 . 磻亳 仗亠亠仆亰亶. 亠仂亟亳仆 仗于弍亠亟亳. 舒于亟舒仆仆 亟仍 仄亠仆亠 舒弍仂舒亠 弍仂仍亠 亠仄 仆亢仆仂 丐亠亢 仗舒ﾑﾑ 弍舒亞舒仂 仗仂弍仍亠仄亳 仗仂从 仗仂亠从于 仗亠亠仂亟亳仄仂 于 仗仂弍仍亠仄 仗亟弍仂 仗亠仂仆舒仍 乂亠 亞亠, 从仂仍亳 仂于亠舒亶仄亳仍亳 仗仂 仂仆仂仄 乂仂 亠? 亟仆 亟亳亳仗仍仆亳, 亳 亟亠仄仂亳于舒?
- #7: 仂于仍亠亠仆亳亠 仂亟仆亳从仂于 于 仗仂亠 亠仂仆舒仍仆亠 亠仍亳
- #9: Motivators油(e.g. challenging work, recognition for one's achievement, responsibility, opportunity to do something meaningful, involvement in decision making, sense of importance to an organization) that give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth, and Hygiene factors油(e.g. status,油job security,油salary,油fringe benefits, work conditions, good pay, paid insurance, vacations) that do not give positive satisfaction or lead to higher motivation, though dissatisfaction results from their absence. The term "hygiene" is used in the sense that these are maintenance factors. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary. Herzberg often referred to hygiene factors as "KITA" factors, which is an acronym for "kick in the ass", the process of providing incentives or threat of punishment to make someone do something.