Don’t let poor performers drag themselves and the organisation down; see these top tips on how to re-energise flagging motivation levels with low-cost incentive awards.

Managers usually agree that motivation programmes are about encouraging and recognising performance improvement.

In order to do this successfully, it is essential to have an understanding of the composition of employee groups:

• The top 10% – these are regular high achievers, motivated by personal success and peer group recognition.
  
• The middle 80% – these constitute the backbone of the group who achieve without being dramatically successful.




• The bottom 10% – this group include consistent non-achievers and new recruits who have yet to deliver their potential and whose performance level is set by a lack of momentum and experience rather than an innate lack of interest or ability.

The key to a successful motivation scheme is generally to maximise improvement among the ‘average achievers,’ who make up the middle 80% of any team, as well as the top producers. However, it is too simple and easy to regard the ‘below average’ operator as ‘on the way out’ or ‘too set in their ways to improve’ so not worth the bother.

Consequently, the poor performers are often ignored or taken for granted yet they frequently have the biggest potential for development.

These team members may respond well to a carefully structured incentive programme and there are a number of simple steps that can be taken to ensure the motivation programme addresses this group.

Set achievable targets
No one single element is likely to switch people off a motivation programme more comprehensively than a seemingly impossible target. This is particularly important when addressing low achievers.

Targets must be realistic and fair and the best way of setting objectives or targets is often to ask individuals to set their own. This means that commitment to achieving the target is greater because the figures are ‘mine’ not ‘yours’. They actually become ‘ours’.

Have lots of winners
Nothing succeeds like success. This might be a cliché but in the world of motivation, being able to recognise and reward all those who have succeeded provides a more positive environment than one with lots of losers. Of course winners must be genuine, but the process can be helped along by the creative use of the reward structure.

Make frequent awards with special categories
Making frequent awards generates interest amongst employees. Motivation schemes that are aimed at the bottom 10% may include special category awards including ‘Performance of the month’, ‘Biggest improvement’ or ‘Best performance by a new starter’, this can be aimed at those with less than six months service for example.

Awards such as the ‘Biggest improvement’ can help to re-energise flagging motivation levels and encourage workers to keep trying.

For the experienced staff member who is below average, there could be a reward for the “Best Comeback.”

Nothing de-motivates the poor performer more than seeing others streaking ahead from the start, leaving them with no chance of catching up. If everyone starts afresh each month, the poor performer has another chance to compete on equal terms.

The award values need not be huge, but the impact of having frequent winners can be vast. Vouchers provide a low-cost awards option. Capital Bonds, for example, are available in £1 to £20 denominations.

Public recognition
The efforts and achievements of all these, and any others in this category who perform well, should be publicly recognised at company meetings with personal presentations by senior management in addition to any public communications.

Poor performers may appear to offer little, but when they improve it is not only good for results but also for the morale of both the individual and the team. Give them a chance to seize the limelight for themselves; they will value the experience of being recognised by peers.

This does not have to mean lavish expense. A simple ceremony that demonstrates the importance of individuals’ contributions will repay the cost a hundred fold.

By raising the performance of the bottom 10%, the whole group becomes more effective and their raised confidence in their own abilities will benefit the business overall in the long term.

Successful motivation requires a balance that recognises others’ needs. And don’t ignore the top performers., they also need to be recognised for their input but remember that they will most likely respond to different stimuli so create a motivation framework specifically for them.

Graham Povey is Managing Director of Capital Incentives & Motivation