Shalin Gehlot MA, MS.’s Post

🌟 Unlocking Employee Motivation: Balancing Money and Development  🏮 In the dynamic landscape of work, two critical factors consistently emerge as key drivers for employee satisfaction: money and development. Let’s explore how these elements intertwine and impact our professional lives. 💰The Money Myth : We often assume that higher pay directly correlates with motivation. But research tells a more nuanced story. ➡️While competitive compensation matters, it’s not the sole motivator. Intrinsic factors, such as meaningful job, variety of skills, team setup and leadership received, play a pivotal role. Let's imagine a world where we chase not just the paycheck but also the joy of creating, learning, and the pride of contributing. 🚀The Power of Development : Growth fuels motivation. When we learn, evolve, and stretch our abilities, our energy soars, mood improves and we feel " a hit of wave" Organizations that invest in  development reap the rewards, skill-building opportunities create engaged teams; knowledge sharing and learning environment creates creativity. 👀 The magic lies in balance - The Harmonious Blend: Money and development need not be adversaries; they can dance together. A competitive salary opens doors, while learning and growth keep those doors wide open. Imagine a career path where financial stability walks hand in hand with personal fulfillment! 🔑 Takeaways: Advocate for Balance, reward not only results but "reward the interest to change or learning! 📌Remember, we’re not just climbing the corporate ladder; we’re ascending toward purpose, passion, and possibility. Let’s create workplaces where both our wallets and our souls thrive. #MotivationMatters #CareerGrowth #ProfessionalDevelopment

Yes, there's a cost of living crisis. 💸 Yes, we're officially in a 'recession'. 📉 Yes, there's been an epidemic of employees asking for pay rises. 💰 But, despite all that, money is NOT one of the top reasons for employee happiness and retention. It's a great short-term driver, but, in order to keep exceptional talent for the long haul, you need to ensure that they: 👉 Have meaningful roles 👉 Feel appreciated for their great work 👉 Are inside a positive team 👉 Have growth opportunities 👉 Are allowed to enjoy a decent work-life balance All the money in the world won't replace those in the long haul. So, how do you ensure you don't lose your best team members for those reasons? You hire correctly. Matching the right people, with the right role, inside the right team. This is a clip from a recent chat I had with Joe Aston, Sales and Commercial Director of Aria Finance. #employeehappiness #retention #worklifebalance #teamwork #growthopportunities #meaningfulwork #appreciation #hiringwisely #jobfit #teamdynamics #leadership #nrginsights

Pay doesn't motivate top performance. Pay satisfaction does. Here's the difference... Giving pay means, "Hey employee, here's a paycheck at an amount that may or may not be better than what you'd make elsewhere." Giving pay satisfaction means, "Hey employee, here's an ongoing compensation scenario that gives you: ✅ 1️⃣ A paycheck at an amount that is competitive with or better than what you'd make elsewhere, ✅ 2️⃣ An existing, tactical career development & advancement path that can very likely increase your pay and career prospects over the next 2-3 years, ✅ 3️⃣ And work/life boundaries that do not make it difficult for you to live the life outside of work that you're making money to pay for." So, if you're wondering why your employees aren't "just grateful to have a paycheck," Now you know. _________________________________ Feel free to click "View my Newsletter" at the top of this post to signup for more custom content and special offers. #management #sales #leadership #motivation #humanresources #bestadvice #futureofwork

Recently, I had an insightful conversation with a fellow leader who shares my enthusiasm for pay equity. We touched upon a critical aspect where even the most well-intended organizations can falter—an issue I once faced firsthand. While companies—especially those operating at scale—establish standardized levels and compensation ranges to enable pay equity, they can stumble applying these standards during hiring and promotion processes. Early in my career—when it was permissible to require current salary on job applications—I transitioned to a sector with a more aggressive pay philosophy than I was prior. Thinking my offer was generous, I only discovered the disparity later. My excitement quickly waned when I learned my peers in both experience and job scope were generally 2 levels higher than I, highlighting a design flaw. While a pay equity report would have confirmed I was being paid fairly among my level peers, the data wouldn’t account for the inequitable level placement at hire. Fortunately, with the support of a new manager, the situation was quickly addressed and rectified over time. Yet, not everyone is as fortunate, resulting in their trailing behind their peers indefinitely. Conversely, I have had to influence leaders to avoid artificially up-leveling roles to meet candidate pay expectations that were misaligned with the scope, level, and pay of the needed role. My advice to leaders is simple: when determining leveling and pay, consider business need and capabilities required to meet the need before determining a role's level and pay range—and stick to it. Avoid downgrading or up-leveling roles to adjust to individual expectations, as such practices can lead to disillusionment and friction among teams. This necessitates having the creators of the leveling and compensation frameworks train HRBPs and recruiters on design principles and proper application, so they are well-positioned to influence their hiring teams and stakeholders to consistently apply the methodology during hiring, performance, and promotion cycles. I'm eager to hear about the strategies others have employed to maintain consistency in implementing leveling and pay frameworks. Let's continue this conversation. #payequity #equalpayforequalwork #compensation #compensationphilosophy #internalequity #equalpayday #payequality #hrbestpractices #careerdevelopment #talentacquisition #recruiting #totalcompensation #totalrewards #meritandpromotion #performance #jobleveling

"Increment / pay hike will be better next year!" Year on year, this could be a widely used statement by ‘transactional’ managers… especially during this time of the year. While it’s a very important and sensitive topic… it is good to know how the ‘Great Managers' deal with it. The 'Great Managers' do not just talk about Pay but use this opportunity to talk about holistic offerings. Based on learning from great managers, I call these offerings ‘PACKAGES’, which can be expanded as under: Pay / hike / increment [not just 1 year, but for the past 3-5 years… why? because orgs. show growth perspective in 3-5 years time horizon to other stakeholders as well – shareholders, vendors, investors, etc., then why not for employees also] Appreciation / recognition Change of role (promotion/ lateral / rotation / domestic / international move) Knowledge aligned meaningful work Access to leadership / visibility Growth plans through development Empowerment / flexibility / support Sponsorship / benefits aligned to individual needs So this year, don’t just talk about Pay, but share the holistic offerings of ‘PACKAGES’ in conversation with your teams! #leadership #increment #pay #hike #manager #package #employee #opportunity #role #recognition #appreciation #knowledge #greatmanager #meaningfulwork #visibility #development #growth #empowerment #flexibility #sponsorship #benefits

What's your walk away point? I talk about this when I am working with pay negotiation clients.  For example, when an employer makes a job offer and the pay is so under market that you cringe, it is time to consider walking away. And low pay plus red flags like an employer that is struggling to find a competitive advantage or learning that several executives have left recently can add to your confidence that walking away is the right decision. There are red flags I look for when I am talking to employers who want compensation work done.  I look for slow decision making, a small budget for a large project, and a lack of an ability to influence other decision makers within the organization. When I was an employee, there were two times I left a job without having another one lined up.  Both times it was because I was in a work environment that was toxic. I couldn’t trust my manager, my ability to influence decisions was low, and I was miserable. Every Sunday night I was over thinking, anxious, and not looking forward to the work and the people I would be interacting with over the next week. We all have a walk away point. Too often I see it undefined until the person is miserable and then looking backward, they realize that the walk away point or line was crossed a long time ago. Define your walk away point when you start feeling miserable. Our feelings and emotions are a guidance system. They tell us when we are getting our needs met or not getting our needs met. It is empowering to clearly define boundaries and the actions you will take when they aren’t respected. And if you are wondering what I mean by needs, review the image associated with this post. What needs are being met, and which ones aren’t?  If you are in a relationship or work situation, that is causing misery and distress define your walk away point. And don’t collect those red flags. What red flags have you experienced that caused you to walk away? https://lnkd.in/g2XRupKw #walkawaypoint #boundaries #leadingyourself #hr #humanresources #paynegotiation #compensation #leadership #workenvironment #culture

A frequent conversation lately surrounds the topic of whether employees are becoming lazy, or if their jobs aren't fulfilling enough. It seems the conversation has become a bit convoluted, when it really boils down to one simple thing.     The modern employee, lucky as they are to have a job in this market, often sees very different trajectories when comparing their career path to cost-of-living increases.     If they stay at their job and work hard, in a few years they *might* be looking at a promotion (while the majority will not) which will put them up a bit on their compensation. Meanwhile, their cost of living is all but guaranteed to skyrocket in that same amount of time.     This creates a situation where employees are encouraged to look elsewhere for work or else face the consequences of not having increased their earning power enough to keep up with cost of living.     To compound this problem, the prospect of actually moving up in the world is greatly diminished because in order to just tread water, you have to be climbing the ladder. Compare this to decades past where climbing the ladder was essentially the equivalent of moving up in the world.     Now, while the employee is climbing the ladder, the ladder is moving down the whole time, so the employee is not really going up—they are just mitigating the downward movement.     So, employees are no longer motivated by the prospect of working hard at a job where pay raises are not aligned with inflation increases, and certainly don't result in an improved quality of life for all their hard work.     If anything, modern employees, even top-performers for all their hard work, are rewarded with the equivalent of a pay decrease after calculating the difference between inflation increases and their pay increases.       Should they be lucky enough to be selected for a promotion when competing among their peers, they are only looking at getting back in line with where they were years ago when their lower pay had greater buying power in a lower cost-of-living world.

🎯💥 The War on Talent: Why It's Time to Pay for Performance, Not Presence 💼🕒 In the thick of the war on talent, the old playbook of paying workers for their time rather than their impact is no longer cutting it. As we navigate a fiercely competitive landscape, it’s crucial to rethink how we value and remunerate talent. 🚀 Why Pay for Performance? Boosts Innovation: When pay is tied to outcomes, it encourages creativity and problem-solving, driving innovation forward. Enhances Engagement: Employees are more motivated when their efforts are recognized and directly linked to rewards. Attracts Top Talent: High performers are drawn to environments where their contributions are visibly valued and compensated. 📊 Moving Beyond the Clock: It's time to shift from watching the clock to watching the impact. Whether it's completing projects, smashing targets, or creating innovative solutions, our focus should be on what employees achieve, not how long they sit at a desk. 🤔 Ask Yourself: Are your skills and results being valued appropriately? What could you achieve if your job focused purely on output? 👥 Join the Conversation: I want to hear from you! How would your work life change if your compensation was tied to your outputs and achievements? Let's discuss the future of work where talent truly wins the war. #TalentManagement #FutureOfWork #PerformanceBasedPay #CareerDevelopment