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THE MAZARS EXTERNAL EMPLOYEE MOTIVATION SURVEY
2015
ENTER
WELCOME
EMPLOYEE MOTIVATION
LEVELS
MOTIVATING FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT THE
PARTICIPANTS
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
Welcome to the 2015 Mazars External Employee Motivation Survey. This is the second year that
we have undertaken a survey on employee motivation levels in the Irish marketplace. This year
we extended our coverage to over 500 employees in Ireland.
Understanding employee motivation is imperative for organisations as it is linked to customer satisfaction, organisational performance, the achievement of organisational
goals and the level of staff turnover. Last year we gathered insights into what motivates and demotivates employees. This helped to identify how to get the best out of
employees and improve levels of motivation.
This year we were interested to see the impact that the improvement in the Irish economy had on levels of employee motivation. A strong economy often creates a mobile
workforce with greater employee expectations in terms of role, recognition and reward. For employers this means creating an environment that provides challenging
opportunities for employees while at the same time meeting their expectations. As organisations gear up to take advantage of the growth in the economy, having a strong
motivated workforce is important to ensure business objectives are achieved, absenteeism levels are kept low and productivity and turnover levels are satisfactory.
We hope you find this report a valuable tool for helping to motivate and inspire employees. We would like to thank the many people who have contributed to this survey for
your time and insight.
If you would like to discuss any of the issues raised in this report, please get in touch.
Keith McCarthy
Keith McCarthy
Director Human Resource and Organisation Development Consulting, Mazars
Phone: 01 449 4472
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EMPLOYEE MOTIVATION LEVELS
EMPLOYEE MOTIVATION
LEVELS
MOTIVATING FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
ABOUT THE
PARTICIPANTS
We have seen a significant increase in the number of employees that are either motivated or very motivated this year in comparison to the prior year survey. This is an
indication, perhaps, that people across the Irish economy are experiencing a more positive outlook either in the economy or in their careers. A motivated workforce brings with
it significant benefits for employers including increased productivity, energy, commitment, creativity and responsibility. When an employee is motivated their expectations can be
raised in terms of the desire for more challenging work, the variety of work they do, seeking promotion opportunities and financial rewards. The employer needs to meet these
expectations. If the employer does not meet these expectations, employees can move to other organsiations where their expectations/demands can be met. This move is easier
when the market is buoyant.
MOTIVATION LEVELS
BY INDUSTRY SECTOR
BY GENDER
BY AGE
BY LENGTH OF TIME IN JOB
Motivation Levels in Comparison to the Prior Year
86%
14%
of respondents are either
Motivated or Very Motivated
in their work
of respondents are either
Demotivated or Very
Demotivated in their work
of employees are
more motivated
than this time
last year
25%
The main reasons cited for the increase
in motivation levels in comparison to the
previous year are due to a change in job, role,
salary, an improved outlook in the economy
and being part of a growing business.
2
25%
of employees are
less motivated
than this time
last year
The main reasons cited for the decrease in
motivation levels in comparison to the previous
year are; change in reporting structure, change
in role, lack of financial incentives, a lack of
challenging work, a lack of communication and
being involved in a business that is not evolving.
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EMPLOYEE MOTIVATION LEVELS
EMPLOYEE MOTIVATION
LEVELS
MOTIVATING FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT THE
PARTICIPANTS
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
We have seen a significant increase in the number of employees that are either motivated or very motivated this year in comparison to the prior year survey. This is an
indication, perhaps, that people across the Irish economy are experiencing a more positive outlook either in the economy or in their careers. A motivated workforce brings with
it significant benefits for employers including increased productivity, energy, commitment, creativity and responsibility. When an employee is motivated their expectations can be
raised in terms of the desire for more challenging work, the variety of work they do, seeking promotion opportunities and financial rewards. The employer needs to meet these
expectations. If the employer does not meet these expectations, employees can move to other organsiations where their expectations/demands can be met. This move is easier
when the market is buoyant.
MOTIVATION LEVELS
BY INDUSTRY SECTOR
Public/Not-for-Profit Sector
BY GENDER
BY AGE
BY LENGTH OF TIME IN JOB
Private Sector
83%
88%
MOTIVATED/VERY MOTIVATED
17%
12%
DEMOTIVATED/VERY DEMOTIVATED
83% of respondents in the public sector / not-for-profit sector
are either motivated or very motivated in their work while
88% of respondents in the private sector are either motivated
or very motivated in their work. It is not surprising that the
level of employee motivation is higher in the private sector
than it is in the public / not-for-profit sector as the impact
of the recession continues to have a strong influence on the
public / not-for-profit sectors with pay, recruitment and
promotion freezes. Furthermore, employers in these sectors
have considerably less flexibility than their private sector
counterparts to implement motivation initiatives like reward
and recognition programmes and financial incentives.
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EMPLOYEE MOTIVATION LEVELS
EMPLOYEE MOTIVATION
LEVELS
MOTIVATING FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT THE
PARTICIPANTS
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
We have seen a significant increase in the number of employees that are either motivated or very motivated this year in comparison to the prior year survey. This is an
indication, perhaps, that people across the Irish economy are experiencing a more positive outlook either in the economy or in their careers. A motivated workforce brings with
it significant benefits for employers including increased productivity, energy, commitment, creativity and responsibility. When an employee is motivated their expectations can be
raised in terms of the desire for more challenging work, the variety of work they do, seeking promotion opportunities and financial rewards. The employer needs to meet these
expectations. If the employer does not meet these expectations, employees can move to other organsiations where their expectations/demands can be met. This move is easier
when the market is buoyant.
MOTIVATION LEVELS
BY INDUSTRY SECTOR
87%
of males are either
very motivated or
motivated to do a
good job
BY AGE
BY GENDER
BY LENGTH OF TIME IN JOB
There is very little variance when motivation levels by gender are examined.
87% of male respondents and 84% of female respondents report being
motivated or very motivated as they go about their daily work. This is a very
positive indicator as it demonstrates there are no specific issues associated
with gender and the level of motivation in the workforce. For an employer
it is important to consider gender when motivating the team around you.
Motivation levels can vary over the course of a career and can be influenced
significantly by life inside and outside of the work place. Male or female
employees can be driven by the desire for challenging work, promotions
etc. or equally may decide they have reached a point in their career and are
happy with the level of progression they have reached. Demotivation can
often occur when an employer makes a decision that impacts something
that the employee deems as non-negotiable. An example of this is the
requirement to work longer hours on a regular basis which impacts their
work life balance. A change like this can impact equally on either gender and
how the employer communicates the change can have a significant bearing
on the level of motivation.
84%
of females are either
very motivated or
motivated to do a
good job
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EMPLOYEE MOTIVATION LEVELS
EMPLOYEE MOTIVATION
LEVELS
MOTIVATING FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT THE
PARTICIPANTS
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
We have seen a significant increase in the number of employees that are either motivated or very motivated this year in comparison to the prior year survey. This is an
indication, perhaps, that people across the Irish economy are experiencing a more positive outlook either in the economy or in their careers. A motivated workforce brings with
it significant benefits for employers including increased productivity, energy, commitment, creativity and responsibility. When an employee is motivated their expectations can be
raised in terms of the desire for more challenging work, the variety of work they do, seeking promotion opportunities and financial rewards. The employer needs to meet these
expectations. If the employer does not meet these expectations, employees can move to other organsiations where their expectations/demands can be met. This move is easier
when the market is buoyant.
MOTIVATION LEVELS
MOTIVATED/
VERY MOTIVATED
BY GENDER
BY INDUSTRY SECTOR
18-24
YEARS OLD
100%
25-34
BY AGE
35-44
YEARS OLD
45-54
YEARS OLD
82%
55+
YEARS OLD
80%
BY LENGTH OF TIME IN JOB
YEARS OLD
90%
100%
Employees between the ages of 18 and 24 and employees over the age of 55 are the most motivated. The expectations and demands of employees can
change over the span of their career. At the early stages of a career the focus is on development and career building and the employer is a catalyst
to achieving this. It is not surprising therefore, that there are higher levels of motivation in this age group. From 25-44, there are greater external
pressures in terms of family, purchasing a house etc. and the focus of the employee can change from intrinsic to extrinsic factors, for example financial
rewards. At the same time however, the demands of their role typically have increased and so too are the demands and expectations of their employer.
Maintaining motivation levels can be a little more difficult during these career stages. Often employees between the ages 45 and 55+ have settled into
their career, expectations and demands are realistic and therefore the motivation levels can often be higher. This is reflected in the results of the survey
with 90% of employees between the ages of 45 and 54 being either very motivated or motivated and 100% of employees over the age of 55 being either
very motivated or motivated.
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EMPLOYEE MOTIVATION LEVELS
EMPLOYEE MOTIVATION
LEVELS
MOTIVATING FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT THE
PARTICIPANTS
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
We have seen a significant increase in the number of employees that are either motivated or very motivated this year in comparison to the prior year survey. This is an
indication, perhaps, that people across the Irish economy are experiencing a more positive outlook either in the economy or in their careers. A motivated workforce brings with
it significant benefits for employers including increased productivity, energy, commitment, creativity and responsibility. When an employee is motivated their expectations can be
raised in terms of the desire for more challenging work, the variety of work they do, seeking promotion opportunities and financial rewards. The employer needs to meet these
expectations. If the employer does not meet these expectations, employees can move to other organsiations where their expectations/demands can be met. This move is easier
when the market is buoyant.
MOTIVATION LEVELS
BY GENDER
BY INDUSTRY SECTOR
DEMOTIVATED/VERY DEMOTIVATED
GREATER THAN 12 YEARS
IN JOB
13%
87%
BY AGE
BY LENGTH OF TIME IN JOB
MOTIVATED/VERY MOTIVATED
8-12 YEARS
4-7 YEARS
IN JOB
19%
0-3 YEARS
IN JOB
81%
14%
IN JOB
86%
12%
88%
The initial engagement with the employer (0-3 years), the greater the expectations of that employer, particularly in the context of
rewarding employee loyalty. While an employee may remain motivated the level of motivation can wain where opportunities for
challenging work, reward etc. are not being met. While remaining motivated, external opportunities i.e. a new role can be attractive
and can present challenges in retaining employees.
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MOTIVATING FACTORS
EMPLOYEE MOTIVATION
LEVELS
MAIN MOTIVATING
FACTORS
MOTIVATING FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT THE
PARTICIPANTS
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
ABOUT MOTIVATING FACTORS
Promotion Prospects
Employees between the ages of 25 and 44 rank promotion prospects as their highest
motivating factors, despite this being considered the lowest motivating factor overall.
Employees within this age profile are seeking to be challenged, and promotions
provide this opportunity while also offering the potential to raise their profile, increase
their earning capacity and gain the experience that will stand to them as they
progress their career. The promotion in itself is a means to an end but brings multiple
motivational benefits.
Job Satisfaction
Job satisfaction is again ranked as the highest motivating factor for employees in this
year’s survey. 67% of the respondents to last year’s survey also believed that this was
a key motivating factor for them. Job satisfaction is the highest motivational factor
across all age groups and all organisation types. It is also the highest motivational
factor for both males and females. Job satisfaction as a motivational driver presents
both an opportunity and challenge for employers. Job satisfaction is a result, in many
ways, of offering employees a role that provides the opportunity for them to feel valued
and add value in their day to day working lives. However, meeting this demand on a
continuous basis can be challenging for employers, as an employee’s career with an
organisation can span many years.
Work Life Balance
Work life balance is considered more important this year than it was last year, with
44% of respondents citing this as a key motivational factor. Work life balance was
equally prioritised by both men and women and demonstrates a shift in focus for a
market that is beginning to stabilise allowing employees to regain focus on priorities
outside of their role, rather than on the role itself. In a more stable environment, work
life balance and other well-being focused initiatives begin to get greater attention from
employees. For employers this means that there needs to be an increased level of
visibility in this area. There is often divided opinion on flexible working options that can
be made available to employees, but with the right supports, processes and oversight
in place, flexible working can be very effective in improving work life balance options
and increasing productivity and morale.
Financial Benefits
It is interesting to see that as the Irish economy improves, financial benefits are
now seen as an important motivational factor. Nearly half of the respondents of the
survey believe that financial benefits are a key motivational factor, while only 31%
of respondents of last year’s survey believed that it was a key motivational factor.
Furthermore, 62% of respondents to the survey believe that employers should
focus more on financial benefits to help increase employee motivation levels. The
employment market has become increasingly active in the last 12 months after a long
period of stagnancy. Employees are still feeling the impact of the recession with pay
freezes and pay cuts, increasing their monthly/annual take home pay is now getting
more attention. Employees are seeking a fair reward for delivering results. Employers
need to consider the financial benefits package offered to their employees in terms of
the current market rates.
Achievement of Business Goals
The good news for employers is that the achievement of business goals is the 4th
main motivating factor according to employees. This reinforces the need for employers
to ensure there is a strong alignment between an employee’s individual goals
and those of the organisation. This is a very simple principle that is often
missed, if it is not structured and planned in a coherent way.
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MOTIVATING FACTORS
EMPLOYEE MOTIVATION
LEVELS
MAIN MOTIVATING
FACTORS
MOTIVATING FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT THE
PARTICIPANTS
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
ABOUT MOTIVATING FACTORS
67%
49%
44%
41%
PERSONAL
SATISFACTION
FINANCIAL
BENEFITS
WORK LIFE
BALANCE
ACHIEVEMENT OF
BUSINESS
GOALS
36%
33%
25%
PRAISE AND
RECOGNITION
ORGANISATION
CULTURE/PEOPLE
PROMOTION
PROSPECTS
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DEMOTIVATING FACTORS
EMPLOYEE MOTIVATION
LEVELS
MOTIVATING FACTORS
MAIN DEMOTIVATING
FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT THE
PARTICIPANTS
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
ABOUT DEMOTIVATING
FACTORS
56%
49%
44%
35%
LACK OF
PRAISE
DEMOTIVATING
MANAGEMENT
STYLE
NOT DEALING
WITH THE
UNSATISFACTORY
PERFORMANCE
OF OTHERS
FINANCIAL
REWARDS
(PAY BONUS)
28%
26%
24%
LACK OF
A FORMAL
PROGRESSION
PLAN
UNCHALLENGING
WORK
POOR WORKING
ENVIRONMENT
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DEMOTIVATING FACTORS
EMPLOYEE MOTIVATION
LEVELS
MAIN DEMOTIVATING
FACTORS
MOTIVATING FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT THE
PARTICIPANTS
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
ABOUT DEMOTIVATING
FACTORS
Over half (56%) of the respondents believe that a lack of praise and recognition is
a demotivating factor. This was also the highest demotivating factor in last year’s
survey (51%). Nearly half (49%) of respondents believe that having a demotivating
management style is a demotivating factor. 59% of the respondents to last year’s
survey also believed this to be the case. In addition, 44% of respondents believe that
not dealing with the unsatisfactory performance of others is a demotivating factor.
This was 47% last year.
It is interesting to note that the top three demotivating factors reflect leadership
/ management style. A demotivating management style reflects the behaviours
and actions of a manager and is linked very closely to not providing recognition
or praise and not dealing with the unsatisfactory performance of others. Ways
to help ensure management style is more motivational for employees includes
ensuring that there is equity in workloads, clearly defined expectations in terms
of deliverables and behaviours, formal and informal feedback on work and
recognition of work completed. These items are all in the control and influence of
the organisation and the leaders / managers and are not dependent on the external
environment.
Leadership and Management teams should consider the following key
questions:
• Are we consistent in our approach to managing people?
• Are we rewarding the preferred behaviours?
• Are we equipped with the right management and leadership skills?
• Are our support processes effective in balancing the needs of
managers and employees?
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MANAGEMENT’S ROLE IN ENCOURAGING MOTIVATION
EMPLOYEE MOTIVATION
LEVELS
MANAGEMENT’S ROLE
MOTIVATING FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT THE
PARTICIPANTS
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
ABOUT MANAGEMENT’S ROLE
Our survey has found that 64% of respondents believe that leadership and management teams are not doing enough to motivate employees.
What have management already done to increase motivation and what should they prioritise?
ALREADY IMPLEMENTED
SHOULD PRIORITISE
57%
49%
62%
59%
27%
25%
67%
40%
32%
31%
30%
17%
TRAINING AND
DEVELOPMENT
OPPORTUNITIES
PROMOTION
OPPORTUNITIES
SALARY
INCREASES
RECOGNITION
AND REWARD
PROGRAMMES
WELL-BEING
PROGRAMMES
INCREASED
ANNUAL/
FLEXIBLE LEAVE
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MANAGEMENT’S ROLE IN ENCOURAGING MOTIVATION
EMPLOYEE MOTIVATION
LEVELS
MANAGEMENT’S ROLE
MOTIVATING FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT THE
PARTICIPANTS
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
ABOUT MANAGEMENT’S ROLE
Training and development is clearly being used by employers to increase motivation. This was a similar trend last year. The good news for
employees is that employers are seeking to prioritise salary increases and recognition and reward programmes. This is typical in a market
that is becoming increasingly buoyant as the economy improves.
Other mechanisms respondents believe that employers should prioritise to help improve motivation levels, include:
• Enhanced communication and feedback,
• Recognising employee efforts and reward accordingly,
• Focusing on team building,
• Enabling employees to get more involved in strategy development and decision making, and
• Performance management.
Motivating people is made easier with support frameworks that reinforce communication and engagement. Implementing some or all of the mechanisms above give mutual
opportunities for managers and staff to build engagement, a bi-product of a motivated team. An effective performance management system (which can take various formats,
including linking to reward and recognition) can provide a mechanism for communication, feedback and engagement. This process can help reinforce good performance and
give managers an opportunity to deal with below standard performance. Similarly, team building is important to develop a strong and cohesive team ethos. A strong team ethos
is proven to increase morale, productivity and business results.
Developing a team ethos can be achieved when action is taken to build the following within the team:
• Goal clarity – are the team clear on the plan? What are they working towards?
• Role clarity – is each team member clear on their role in helping to achieve the plan?
• Process – are the processes in place to facilitate goal and role clarity; planning, communication, performance management etc.?
• Dynamic – are the team relationships effective in terms of the quality of interpersonal engagement, trust and openness?
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WHAT THESE RESULTS MEAN FOR EMPLOYERS?
EMPLOYEE MOTIVATION
LEVELS
MOTIVATING FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
• The importance of financial benefits in motivating employees is increasing. After
a long period of stagnancy the employment market is becoming more fluid with
employees increasing their focus on the financial benefits relating to their role.
Achieving this with their current employer or with a new employer will be at the
forefront of their mind. Employers need to consider the financial rewards they
offer to their employees. This should be undertaken in the context of market rates,
changes to pay in the last number of years, and employees of critical importance to
the organisation.
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT THE
PARTICIPANTS
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
Tapping the potential of an already motivated leadership and management team,
with the right skills can have a corresponding impact on people, processes,
productivity and business results.
• Job satisfaction was rated as the main motivating factor – therefore employers
must learn what drives each individual team member. Providing informal and formal
mechanisms for communication and engagement will help provide an opportunity
for employers to deepen their understanding of the personal satisfaction drivers of
employees.
• As the economy improves, it is no surprise that job security is no longer considered
a top priority for employees. Losing critical team members presents a number of
business challenges in terms of business/customer continuity, loss of organisational
knowledge and expertise, as well as having a negative impact on morale and
productivity. In some cases it can be a positive experience for the employer as it
encourages change and refocus. Employers need to develop strategies to retain
people, capture organisation knowledge and plan for succession.
• Motivating employees does not have to be costly, e.g. challenging employees,
recognising their contribution, providing feedback, involving them in decisionmaking, communicating business goals and empowering them are important,
achievable and can be delivered with minimum investment.
• There is a misalignment between the mechanisms that are being used to motivate
employees and the mechanisms that employees believe will motivate staff. We
have seen that employers are largely focusing on training and development as a key
mechanism for motivating employees. However, employees are seeking financial
rewards and recognition and reward programmes to increase their motivation
levels. While this might be a challenge for employers, it is important to engage with
employees on these areas.
• A key reason for employees staying in their current job is the fact that they are
being provided with challenging and interesting work. This is important and an easy
motivating tactic for employers. Stretching objectives i.e. agreeing objectives with
employees that are achievable but will challenge them and at the same time support
their career development and growth can be mutually beneficial. It demonstrates
the organisation’s commitment to the development of their employees’ potential.
• Motivated employees are more likely to recommend their organisation to others
as a great place to work. Our research shows that two-thirds of respondents would
recommend their organisation as a great place to work. The more motivated an
employee, the greater chance an organisation has that their employees will talk
positively about their experience in the organisation. This can bring multiple positive
benefits including enhanced market reputation which can impact both on business
results and the recruitment of high calibre employees.
• Employers need to recognise the link between their management style and key
motivating / demotivating factors – the top three demotivating factors identified by
employees reflect leadership / management style. This can be influenced directly
by the leadership and management team in an organisation. Development of
management and leadership skills is definitely an area worthy of focus in 2015.
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ABOUT THE PARTICIPANTS
EMPLOYEE MOTIVATION
LEVELS
GENDER
MOTIVATING FACTORS
DEMOTIVATING FACTORS
JOB TITLE
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
AGE PROFILES
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
TIME IN ROLE
ABOUT THE
PARTICIPANTS
INDUSTRY
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
EMPLOYEE NUMBERS
49%
51%
MALE
FEMALE
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ABOUT THE PARTICIPANTS
EMPLOYEE MOTIVATION
LEVELS
MOTIVATING FACTORS
GENDER
JOB TITLE
32%
SENIOR
MANAGER/
DIRECTOR
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
AGE PROFILES
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
TIME IN ROLE
31%
10%
MANAGER
FRONTLINE
MANAGER/
SUPERVISOR
15
ABOUT THE
PARTICIPANTS
INDUSTRY
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
EMPLOYEE NUMBERS
27%
STAFF MEMBER
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ABOUT THE PARTICIPANTS
EMPLOYEE MOTIVATION
LEVELS
GENDER
18-24
MOTIVATING FACTORS
JOB TITLE
25-34
3%
AGE PROFILES
45-54
YEARS OLD
23%
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
TIME IN ROLE
35-44
YEARS OLD
YEARS OLD
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
DEMOTIVATING FACTORS
YEARS OLD
26%
16
INDUSTRY
55-64
YEARS OLD
35%
ABOUT THE
PARTICIPANTS
12%
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
EMPLOYEE NUMBERS
65+
YEARS OLD
1%
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ABOUT THE PARTICIPANTS
EMPLOYEE MOTIVATION
LEVELS
MOTIVATING FACTORS
GENDER
JOB TITLE
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
AGE PROFILES
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
TIME IN ROLE
ABOUT THE
PARTICIPANTS
INDUSTRY
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
EMPLOYEE NUMBERS
0-3 years
4-7 years
8-12 years
13+ years
26%
24%
18%
32%
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ABOUT THE PARTICIPANTS
EMPLOYEE MOTIVATION
LEVELS
GENDER
MOTIVATING FACTORS
JOB TITLE
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
DEMOTIVATING FACTORS
AGE PROFILES
6%
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
TIME IN ROLE
5%
ABOUT THE
PARTICIPANTS
INDUSTRY
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
EMPLOYEE NUMBERS
SME
22%
Large Private Company/MNC
Not-for-Profit
26%
Public Sector
27%
13%
Partnership
Other
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ABOUT THE PARTICIPANTS
EMPLOYEE MOTIVATION
LEVELS
GENDER
MOTIVATING FACTORS
JOB TITLE
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
AGE PROFILES
19%
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
TIME IN ROLE
11%
ABOUT THE
PARTICIPANTS
INDUSTRY
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
EMPLOYEE NUMBERS
>11 Employees
11-100 Employees
14%
30%
101-500 Employees
501-1000 Employees
26%
>1001 Employees
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ABOUT MAZARS HR AND ORGANISATION DEVELOPMENT PRACTICE
EMPLOYEE MOTIVATION
LEVELS
MOTIVATING FACTORS
DEMOTIVATING FACTORS
MANAGEMENT’S ROLE
IN ENCOURAGING
MOTIVATION
WHAT THESE RESULTS
MEAN FOR EMPLOYERS?
ABOUT THE
PARTICIPANTS
ABOUT MAZARS HR
AND ORGANISATION
DEVELOPMENT PRACTICE
Mazars Can Help With The Following Services
Building & Developing Capability
Organisations are increasingly recognising the value to be gained from building and
developing the capabilities of their workforce. Mazars work closely with clients to
develop tailored programmes to leverage the internal capabilities of the organisation
to maximise employee potential and achieve sustainable organisational performance.
Our services include:
HR Audit & Compliance
The complex field of employment law presents an array of challenges for employers.
Mazars offer HR auditing and compliance services to clients in order to ensure
that their employment practices, policies and procedures comply with current
employment legislation and best practice. We make use of our proprietary HR Audit
Tool to undertake a comprehensive review of the current approach to HR within the
organisation, identifying priority areas for improvement in order to minimise exposure
to risks from non-compliance. Our services include:
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.
.
.
.
.
.
.
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.
.
HR Audit (legislation & best practice)
Employee handbook development
Drafting contracts of employment
Development of HR policies & procedures
HR Due Diligence
HR / Organisation Development Operation Support
Mazars offer a range of additional HR and Organisation Development Operational
Support services, depending on our clients’ individual needs. Other support services
provided include:
Organisation Change & Transition
Organisational change can be a complex process presenting a number of challenges
to employers if not managed effectively. Mazars support clients in aligning their
strategic change initiatives to the operational changes that occur at all levels,
building HR capabilities to support the transition while minimising disruption to the
organisation. Our services include:
.
.
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.
.
Recruitment and selection
Leadership and management development
Employee engagement and retention
Competency framework development
Performance management
Talent management
.
.
.
.
Leading and supporting change projects
Cultural alignment
Organisation design
Downsizing / redundancy
Business process re-engineering
HR Secondment / outsourcing
HR employment legislation advice
HR investigations
Development of HR metrics / scorecards
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CONTACTS
For further information contact
Mazars
Dera McLoughlin
Partner, Consulting
Tel: +353 1 449 4485
Email: [email protected]
Keith McCarthy
Director, HR & Organisation Development Consulting
Tel: +353 1 449 4472
Email: [email protected]
Harcourt Centre
Block 3
Harcourt Road
Dublin 2
Ireland
Tel: +353 (0)1 449 4400
Fax: +353 (0)1 475 0037
Mazars Place
Salthill
Galway
Ireland
Tel: +353 (0)91 570 100
Fax: +353 (0)91 583 242