REWARD INSIGHT
Ian MacRae, co-author of Motivation and performance: A guide to motivating a diverse workforce, discusses the relationship between job security and motivation, and provides an example of using a zero-hours contract as an effective motivator Zero-hours contracts and the talent pipeline
T he discussion of zero-hours hours contracts are described as either ‘flexible’ when they’re being framed as a good thing or they are described as ‘insecure’ when they are disparaged. The reality, when looking at motivation and zero-hours contracts, is that the real question should be: are the employees motivated by security or flexibility? ● Job security – Some employees want job security. Some people value a steady source of income, a consistent schedule, a predictable working environment. They need or want a sense of security and continuity in their work. Insecure working arrangements are fine for some, but are most demotivating for those who need the job security or reliable source of income. Understanding what an employee’s key motivators are for doing the work will explain whether an insecure zero-hours contract is demotivating or not. ● Flexibility (and autonomy) – There are many reasons workers might want flexibility in their working hours. Students, parents, semi-retired workers, carers may want a range of circumstances that make flexible work desirable. Indeed, government statistics show that a majority of those on zero-hours contracts are satisfied with the number of hours they work. When workers want autonomy and flexibility in their work, getting it is very motivating. When one is motivated by flexible working arrangements and autonomy in their work it leads to happy, engaged and productive workers. contracts is often a black or white discussion of right or wrong. Zero-
A best practice example This example illustrates how zero-hours contracts could be used effectively to solve a common talent development mistake. It is a cautionary, yet true, example from a government department. The employees within the department are primarily older workers, very experienced; the majority are at, or nearing, retirement age. Their capacity is stretched, but they need to deliver results within tight timeframes. One of the workers retires, taking out a full government pension. In a desperate attempt to fill the role, the department offer this same person part- time work to come back to their role. They are now, essentially, paying double (full retirement and wages) for this work. It’s a short-term solution which exacerbates the long-term problem. There’s no succession planning, and no long-term training and development strategy. The solution is obvious: instead of contracting the retiree to do the same work as before, hire them back to train up someone new. Get them training and mentoring their own replacement. It’s a question of foresight. Of course, getting paid to do one’s previous job while also receiving a pension can be financially, extrinsically motivating. But it’s demotivating to see such a foolish waste of resources. It’s also unfortunate and demotivating in a situation and workplace like this when a lifetime of skills, knowledge and experience accumulated over a lifetime of working for this department are lost with retirement. Hire that retiree back to train their own replacement. Focus on the value of the role and what it adds to the company not just the skills needed to do the job. Along
with the skills required to do the job, the seasoned expert can pass along their insider knowledge and expertise to the new person. Why not build training one’s successor into a retirement plan? What could be more motivating towards the end of a career than an opportunity to pass on that knowledge and ensure every tip and trick learned over a lifetime of work can be valuable to someone else and to the company? That assumes the soon-to-be retiree is not disengaged, demotivated and eager to leave as soon as possible. This can also be incredibly motivating for the new employee, or new person in the position as well. What better way to start a job, than learning how to do it with a seasoned insider? This is a more sophisticated type of onboarding than simple orientation sessions – it’s a fast track into being an insider. Zero-hours contracts may not be right for everyone, and may be demotivating to some, but also can be used to great benefit in the right circumstances. To understand how zero-hours contracts affect motivation, ask what is the employee motivated by? If the terms of the zero- hours contract fit with employee needs and motives, it will have a positive effect on motivation. If they conflict, it will be demotivating. ■ Test your motivation To see if you are more motivated by security or autonomy at other work, and how your motivation compares to the general working population, you can take a free test of motivation and receive a report of your results at: http://bit. ly/2nRVdni.
| Professional in Payroll, Pensions and Reward | May 2017 | Issue 30 32
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