One of the difficult topics for organizations is to quantify the cost of replacing an employee who has been terminated or voluntarily resigned from the position.
Although the Human Management or Talent Management areas have looking for models to quantify it, they have still been insufficient. However, organizations aware of the importance of retaining the best collaborators, make efforts such as salary increases or bonuses so as not to lose them. Reducing employee turnover has been a challenge that has led to competition for talent in jobs relevant to organizations.
Deloitte made a study in Ecuador, which indicated that 45 days is the average of the replacement of a managerial level and a reasonable time to bring to a good level of productivity is 60 days.
This implies that 105 days is the total of non-productive days, which represents 28.7% of the year. If you put a cost to this according to the position, this will indicate the cost of the decrease in productivity in your organization.
During a Committee of Project Managers (PMO), a Project Manager mentioned the resignation of 3 people in the last 15 days for the same important project of the organization. Although the company tried to retain them with a salary increase (extrinsic motivator), the 3 people finally resigned. I wondered, what could I do to avoid a loss of talent in my project team?
My team is made up of 3 people who work for a company in the Financial sector, whose focus is building software.
Reviewing my toolbox, I found that the Moving Motivators practice allows me to know the intrinsic motivators of each collaborator. That means the motivators that come from within the person, leading them to do their job, without the need to receive external stimuli such as a salary increase, a cell phone, a voucher for gasoline or restaurant, etc.
I invite you to visit the following link in order to learn more about this practice.
The objective of the practice is to know which intrinsic motivators significantly boot each co-worker, using the CHAMPFROGS model and playing responsibly.
I applied the following steps for this practice:
Step 1. Prepare. I prepared the environment for practice on the Collaboration Miro tool with the names of each of the team members and the 10 intrinsic motivators. Additionally, I prepared a row with the 10 intrinsic motivators for the identification and definition of the team. The practice was done remotely using Zoom.
The 10 motivators are as follows:
· Curiosity: I have plenty of things to investigate and to think about
· Honor: I feel proud that my personal values are reflected in how I work.
· Acceptance: The people around me approve of what I do and who I am.
· Mastery: My work challenges my competence but it is still within my abilities.
· Power: There’s enough room for me to influence what happens around me.
· Freedom: I am independent of others with my work and my responsibilities.
· Relatedness: I have good social contacts with the people in my work.
· Order: There are enough rules and policies for a stable environment.
· Goal: My purpose in life is reflected in the work that I do.
· Status: My position is good, and recognized by the people who work with me.
Step 2. Identify and Order. Each team member ranked their motivators individually, the most significant on the left and the least significant on the right. This step took 3 minutes.
Step 3. Share. Each contributor shared their significant individual motivators with the team. For this, each co-worker shared the first 3 relevant motivators (left) and the last of the ten as the least relevant motivator (right). This step took 3 minutes.
Step 4. Reflect. Each co-worker reflected on how his motivators have been influenced positively or negatively in the last 2 weeks. This reflection was written on a post-it and located at the bottom of the motivator. This step took 5 minutes.
Step 5. Boost. Each co-worker wrote on a post-it what things would have to happen for the first 3 motivators to be positively influenced. This step took 5 minutes.
Step 6. Collaborate “We are one”. Space was opened for the identification and definition of the team’s motivators. For this step, the team identified common motivators taken from the top 5 motivators of each co-worker from left to right. Then, they took the most significant motivators of the team.
This same step was made for the least significant motivators, taking them from the last 5 motivators on the right to on the left.
Each co-worker proposed an order according to the reflection heard. In the motivators what there was consensus, they were kept in the same location, and those that they had differences were discussed for 1 minute by each co-worker giving their opinion and later, the Roman vote was used for the order.
Below, I will tell you about our learning:
As a facilitator, I learned to recognize intrinsic motivators on a personal and collective level, to empower each employee and the team in their work.
The project team learned the following:
· The team learned to individually identify and recognize their intrinsic motivators.
· The team learned to identify and recognize their intrinsic motivators at the collective level.
· The team learned that each collaborator has different motivators and, despite them, there are motivators that converge in the collective.
I like experimentation, so my next experiment will be to apply this practice to other work teams to determine which intrinsic motivators impact the organizational culture.
A different action that I would do is to invite the Area Leaders to know the intrinsic motivators of the co-workers of their work teams so that they can define actions to enhance their capacity.
Below the results that the team obtained:
· The team began training in agility and new technologies, enhancing their Curiosity.
· The team made relaxed, friendly and committed meetings to enhance the motivator of Relationships.
· The team was encouraged to apply their new knowledge, experimenting responsibly in building the software.
· Currently, the team is working on the project with motivation.
Dear Reader, if this is the first time you read about this practice, I encourage you to practice about them to know the intrinsic motivators of your collaborators, you will really be surprised.
If you know about this practice of Management 3.0, I encourage you to facilitate collecting and define the actions for themselves in their roles.
Finally, I want to invite you to use Moving Motivators to reduce turnover and avoid productivity losses in your organizations. The answer is within your collaborators, look for it using this practice and you will find it. You will increase the power of your team!