1. Preparation to the conversation
Once the employee has finished the survey, you will receive a confirmation email and can schedule a meeting. To prepare for the meeting, simply log into Motivati and view the employee's results.
- Log in and change role to leader in the upper right corner
- Go to "my employees" and select department, then employee
- Under "show report" is the Motivation Analysis and additional questions
The motivation analysis reveals the key factors that drive employee motivation (importance, previously called desired level) in their work environment and determines if the individual feels that these factors have been addressed (perceived level).
The additional questions show on a scale from 1-10 how much the employee disagrees/agrees with the claims.
The purpose of reviewing the results is to identify any factors that may be hindering the employee's motivation and commitment. It serves as a starting point for the conversation and should not be used as a standalone analysis. It is important to interpret the results, share them with the employee, and ask for their input to see if they resonate with the findings. This approach encourages curiosity and avoids making assumptions on behalf of the employee.
Preparation
- What has the employee prioritized as most important?
- What is less important?
- Does the priority agree with the position/role the person has?
- Are there any rooms for improvement (gaps) that you need to discuss in the conversation?
- Does this match your/company's expectations
In the conversation, we recommend sharing the result on paper or on screen, then you will quickly gain shared ownership of the result.
2. The conversation
Feel free to start the conversation by giving an overview of what is to be discussed, and whether the employee recognizes themselves in the picture/result.
Let the motivation analysis guide the conversation and be curious. Remember that the result is only a starting point.
A) Motivation and well-beeing
- Room for improvement? Does one of the motivational factors have a gap between the top and bottom line? Ask what the cause is, and what you can do to reduce it. Feel free to also talk about the points that work well, so that you manage to maintain a positive situation
- Sometimes it may be necessary for the leader to say that it will be difficult to solve issue with the means at one's disposal. It is important to be clear, so you do not create expectations that cannot be met.
- Are the priorities in line with the role? Share your opinion if there is a low / high weighting on factors that are not compatible with the role, and discuss why it is like that and possibly what you can do about it.
- Additional questions. Go through the questions in the graph. Are there any questions with scores lower than 7 that haven't been talked about yet? Is there anything that has received a very good score?
B) Delivery, results and competence
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- How have goals and tasks been delivered the past period?
- Can we learn from what has been done?
- What should the tasks and goals be in the coming period?
- Are there skills, work content or tasks that can / should be developed?
- New tasks?
- What do we need to do it?
C) Conclude by summarizing what you have agreed on
Agree whether you or the employee will register activities in the action plan, and by what deadline.
3. After the conversation
- Log the conversation in the note linked to the development conversation, and insert the date of when the conversation was held.
- Register activities in the action plan. We recommend that employees enter their own tasks and goals. This gives better ownership, and the leader will more easily see whether the employee has interpreted the activity as expected. In addition, the leader saves time.
- See the results of the survey for the department as a whole. It can give you a clear picture of whether there is something that should be worked on in general in the department.
Good luck!