Employee’s motivational profile
Tools such as a normative motivational profile and a real motivational profile of an employee can help to implement a rational and pragmatic approach in personnel selection. They will help you choose and hire exactly the right person according to the psychotype, personal qualities and value-target parameters of an employee who will fit perfectly into the sales department and will be effective in his place. For the correctness of the choice, the manager himself must freely understand the motivational aspects of the work of sellers.
A normative motivational profile is an ideal system of qualities of an employee for a certain position. It is developed by the company’s management, based on the needs and goals of the business. In the regulatory profile, thus, the manager introduces the priority features of the working portrait of the specialist he needs, in our case, the B2B sales manager. The normative profile for an official position can be represented as follows:
The values of the parameters according to the regulatory profile are determined by each manager at his discretion. For example, there may be clearly spelled out: activity orientation to results, instrumental (economic, professional) motivational psychotype, “achievable” type of motivation, the desire to earn, and not just “get paid”, the importance of the content of the work. The head, thus, cuts off the parameters that he does not need for this position, for example, patriotic motivation. This is necessary to eliminate undesirable types of applicants.
A real motivational profile is a real picture for each employee, a kind of dossier on him, where, in addition to the fact, a plan is described, what and how to finalize that the employee got into the regulatory profile for his official position.
A real motivational profile is like a diary or a ship’s log: it reflects the natural changes in the motivational sphere of an employee’s corporate life. They, in turn, reflect changes in his picture of the world and the real life situation. It is quite natural that an employee’s efficiency is not a constant. On the contrary, it can transform depending on different factors of quality of life. The motivational profile of a person is transformed, developed or degraded in the same way. He received a second higher education, got married, twins were born, etc. A person’s motivation can swing towards the traits of a professional type of motivation, or instrumental, depending on the change in value priorities, needs and self-esteem. The structure of the motivational profile of a sales department employee includes: type of activity orientation, motivational psychotype, type of motivation, goals, basic values, motivators and incentives.
To control changes in the real motivational profile, it makes sense to make annual measurements. Their results are reflected in the profile as in a document. This is how it is conducted. Literally, like a medical card, when a person passes a medical examination every year. Any changes in the real motivational profile of an employee are not just transformations in the inner world of a person, it is a signal for a manager to rebuild relations with an employee, change the settings of the motivation system on a personal scale. This is necessary to maintain the efficiency of your specialist, ensure its profitability as a business unit and maintain its social efficiency. No matter what a large company is, you need to work with B2B sellers individually. Only then will they be able to generate a profit stream for the entire enterprise as a whole. This necessity cannot be neglected.
Working with such profiles is quite simple. Based on the development, management and analysis of the employee’s motivational profile, the manager forms an individual motivational program for him. If the manager is satisfied with the current indicators, then he does not make changes to the motivation program for this employee. And if an employee ceases to be satisfied with the current performance indicators of his work, then the manager measures and analyzes the indicators of the motivational profile, and then plans and corrects the individual motivational program. For example, if an external type of reference prevails in an employee, the manager can strengthen the work with risks. If the internal prevails, the manager appeals to the maximum autonomy of managing his own time. The individuality of the motivational profile just shows which approaches work in one case, but may not work in another.
By the way, to analyze changes in the results of an employee’s work, you can also create a form where they will be tracked by a number of important indicators for a certain control period. Or you can use a plan or a KPI system for this, which will be discussed in another chapter.
The drift of performance indicators can be observed both in the direction of decreasing indicators and in the direction of increasing. The manager began to make a lot of mistakes, lose customers, reduced sales volumes, the average check for contracts. The reasons for this can also be found in his personal motivational program. Or, on the contrary, there is a serious increase in its efficiency. Measurements of the parameters of the motivational profile can give an understanding of what factors stimulated the employee to increase his personal effectiveness. It is important to fix these factors in order to apply them in the future to maintain growth or stabilize its effectiveness.