Motivation test. Motivational types and how to work with them.
Perhaps everyone understands that a motivated employee is much more productive than an unmotivated one. Therefore, when recruiting candidates, it is important to find out how motivated they are to achieve the result we need. But, as practice shows, it is very difficult to identify the real motivation of candidates without conducting specialised tests. Therefore, in this article, we will consider a Type of Professional Motivation test to identify the motivational type developed by a well-known sociologist, Professor Vladimir Isakovich Gerchikov. This test is automated in the Smart Way HR assessment system and is used by many HR professionals around the world to identify the basic needs and incentives of employees.
With the help of the Type of Professional Motivation test, we can identify which motivational type dominates an employee (or a candidate during recruitment), and depending on this type, predict how productive this candidate will be. The Type of Professional Motivation test is short, consists of 15 questions, and takes an average of 10-15 minutes to complete. Based on the results of the test, we find out the dominant type of employee motivation (there may be several). In total, Gerchikov identified 5 types of motivation, let's look at each of them.
Refers to the achieving type of motivation, in which employees behave in such a way as to achieve the goals they have set for themselves. Employees with an instrumental type of motivation are interested in earning as much as possible, the main motive being money. For them, work itself is not a value and is seen only as a source of earnings and other benefits received as a reward. But they are interested not in any money, but in earnings, so such employees can work with maximum efficiency at any job, provided that their work is fairly and highly (in their understanding) paid. The reasonableness of the price is important to them, as they do not want “handouts”. When recruiting candidates with an instrumental type of motivation, it is very important to clarify their income expectations. If you can fully provide them with the desired level, such candidates will become effective. If the offered salary is lower than the expectations of candidates with an instrumental type of motivation, then it is better to refuse such candidates because their approach is instrumental: “as they pay, so I work,” or pay according to the level of expectations of the candidates. For employees with an instrumental type of motivation, a high-quality system of economic motivation should be developed, thanks to which they will be able to earn more if they achieve better results. This type of motivation is very effective for sales managers and salespeople, provided the above factors are met.
They are motivated by an increase in earnings, payment of a bonus for good results.
They are demotivated by a reduction in bonus, fines, and deprivation of any benefits.
Refers to the achieving type of motivation. Employees with a professional type of motivation value the content of their work and the opportunity to prove themselves and prove (not only to others, but also to themselves) that they can cope with difficult tasks that not everyone can handle. They prefer independence in their work and are distinguished by their developed professional dignity. To express themselves, these employees take on difficult tasks: professional recognition is important to them. They often treat their bosses with a certain amount of irony. As a rule, employees with a professional type of motivation quickly become the best specialists in the company. It is very good to select such employees for the talent pool and develop them.
They are motivated by the opportunity to study at the company's expense, promotion, and recognition of personal achievements.
They are demotivated by ignoring personal achievements and those of their subordinates, deteriorating working conditions, lack of opportunities to learn and develop, a lot of routine work, and control at every step.
Usually, employees with a professional type of motivation perform well in any position, provided there are no demotivating factors.
Refers to the achieving type of motivation. Employees with a patriotic type of motivation are interested in participating in the implementation of a common cause that is very important to the organisation. They need an idea that will guide them, public recognition of their participation in success is important, and the main reward for them is the general recognition of their indispensability in the company. They are convinced that they are needed by the company and are willing to take on additional responsibility to achieve the results of the common cause.
But patriots have one distinctive trait: they do not like change. If changes are being made in the company, patriots tend to sabotage serious processes if they think it will worsen the company's position in general. Patriotic managers tend, firstly, to protect their subordinates if the optimisation involves layoffs or changes in the motivation system (because they are patriots of their team as well). Secondly, patriotic managers are usually loyal to the company in its current state, and if the primary manager changes (for example, when the owner leaves the business and is replaced by a hired manager), they may deliberately oppose any changes related to this.
When recruiting patriots, it is important to consider how dynamically the processes in the company are changing. If the changes are not very frequent and insignificant, then patriots are a good option for dedicated employees.
It is also good to select patriots for vacancies for which the level of salary is lower than that of competitors, they will work on patriotism. But don't forget to constantly praise such employees and distinguish them from others.
They are motivated by expressing gratitude in front of the entire team, expressing merit visually (honour board, “best employee” title, etc.).
They are demotivated by expressing gratitude in front of other employees, if the patriot was not encouraged or recognised, threats of dismissal, deprivation of the opportunity to “patronise” other employees (transfer to another department, branch).
Refers to the achieving type of motivation. Employees with an entrepreneurial type of motivation voluntarily take full responsibility for the work they do. They will work to the best of their ability, without insisting on special interest in the work or high pay, and without requiring either additional guidance or constant monitoring. Such employees are probably the most efficient in terms of cost-benefit ratio. But it is very difficult to manage a person with an entrepreneurial type of motivation: they are independent and not only do they not need orders or punishment, but they do not tolerate them either. This type of motivation is primarily characteristic of people engaged in entrepreneurial activities. If you are selecting candidates for managerial positions, people with an entrepreneurial type of motivation will be very well suited, provided there are no demotivating factors. But if you are selecting a candidate for a line position and they have an entrepreneurial type, then such employees will be extremely difficult to manage.
They are motivated by the opportunity to take full responsibility for their work, delegation of authority, supervision of the company's strategic projects, and ownership of shares.
They are demotivated by control over them, instructions on what to do and how to do it.
Refers to the avoidant type of motivation. Employees of this type have very little motivation to work effectively. They usually have low qualifications and do not seek to improve them. They are irresponsible and try to avoid any work that involves personal responsibility. They do not show any activity themselves and have a negative attitude towards the activity of others. Their main aspiration is to minimise their work efforts to the level that is acceptable to their immediate supervisor. As a result of these qualities, they are not highly valued as employees and cannot provide for themselves through their work. They can be assigned work that employees with other types of motivation would not accept. They are in favour of equality and will accept a low enough salary so that no one else earns significantly more than they do. They are extremely dependent on the manager and take this dependence for granted. In addition, employees with avoidant motivation are the only ones for whom the administrative style of management can be effective and therefore justified.
Conclusion. So, knowing the motivational type of a candidate when hiring, and comparing their needs with the company’s capabilities, we can predict how motivated this candidate will be to achieve the results we need and how effectively they can work in our corporate environment. And by assessing the motivational type of employees, we will understand how best to motivate them to achieve results. It is important to know that the motivational type can change, and the motivation that was effective will become ineffective. Therefore, you need to re-test employees at least once every six months to ensure their motivation remains the same or to revise motivational factors if it has changed. Also, if you see that an employee's productivity has decreased, you don't need to wait six months - you should immediately conduct a motivation test and a burnout test (we'll discuss the burnout test in another article, follow the Smart Way blog). And don't forget that motivated employees are the key to your company's success and your personal success.
