IT companies adopt new methods to motivate employees

Companies are adopting new techniques to keep their employees motivated. The idea is to empower employees by creating an environment that contributes to continuous learning and improved performance

Although attrition is at an all time low in the IT industry, companies are adopting new techniques and processes to keep their employees motivated. Increased pressure to deliver more with shrinking timelines is the prime reason attributed to the current state of affairs.

This coupled with moderate increase in salary has resulted in a significant drop in morale.

“The primary strategy of motivating employees through financial perks are giving way to alternate means of morale boosters today,’’ states Manjul Agarwal, an HR professional with a leading IT company in Electronic City. “Buying allegiance has never proved to be an effective motivational strategy.”

The approach being adopted today is aimed more at validation of the contribution on an ongoing basis. And for this the senior management is being provided specific training.

The aim today is more towards empowering employees by creating an environment that contributes to continuous learning, performance improvement and mission accomplishment, while ensuring accountability and fairness for all employees,” Urvashi Dhankar, Chief Knowledge Officer, eVenchurs people management services. “Mid management leaders are being taught the skill of empowerment which means giving up control and letting others make decisions, set goals, accomplish results and receive rewards. It means that other people will probably get credit for success.”

Some of the areas that are being addressed in this program include adequate supply of resources for skill up gradation, training, and redesign of the current evaluation program to motivate employees.

“Motivational processes today include ongoing feedback of an employee’s desire and commitment to perform; and this is evaluated in job-related effort,’’ states Dhankar. “Within 60 days of initiation of such programs, the manager in charge is expected to personally re-visit each team in order to provide feedback opportunities for clarifying expectations, re-modify target plans and gain recognition and trust. On the basis of these activities, the manager himself is evaluated.”

The manager’s job overall is more inclined towards providing support to the work environment, in addition to rewards and validations.

“The more feedback individuals receive about how well their jobs are being performed, the more knowledge of the results they have. This in turn fosters the adage ` involve me, and I’ll make it my own’,’’ observes Agarwal.