top of page

Fuelling Success: The Power of Motivation and Values



The pandemic brought about significant changes to the way people work and view their careers. Even before COVID hit many individuals were re-evaluating their priorities but this seems to have accelerated in recent years. Individuals are increasingly seeking greater alignment between their personal values, motivations and the organisations they choose to work for.


It is well recognised also that the pandemic has highlighted the importance of employee well-being, work-life balance, and social responsibility. Individuals have become more conscious of the values and culture of a company alongside their personal motivation and drivers to work. People want to work for organisations that prioritise the well-being of their employees, demonstrate empathy, show a genuine commitment to making a positive impact, all whilst aligning to their personal drivers and motivation.


As a result, job seekers are placing greater emphasis on finding companies whose values resonate with their own and fulfil their motivational drivers. They are more likely to research a company's mission, values, and actions before considering employment opportunities. This alignment of values and motivation can lead to increased job satisfaction, engagement, and long-term commitment to an organisation.


Similarly, companies are increasingly recognising the importance of attracting and retaining talent by showcasing their values and purpose and honestly explaining what individual jobs entail. They understand that fostering a positive work culture and demonstrating a commitment to shared values can help attract like-minded individuals who are motivated to contribute their best work.


People are seeking meaning and purpose in their work, and they are more likely to choose employers who align with their personal beliefs, values, and aspirations. Motivation and values are important in recruitment for several reasons:


Alignment and Cultural Fit

Motivation and values play a crucial role in determining whether a candidate will fit into the company's culture. Hiring individuals who align with the company's values and mission ensures a better cultural fit, which leads to higher job satisfaction and employee engagement. When employees share similar values and are motivated by the same goals, they are more likely to work well together and contribute positively to the organisation.


Performance and Productivity

Motivated employees who are aligned with the company's values are more likely to be engaged and committed to their work. They have a sense of purpose and are driven to achieve both personal and organisational goals. When employees are motivated, they tend to be more productive, take initiative, and strive for excellence. Values alignment ensures that employees are working towards a common purpose, which can enhance collaboration and overall performance.


Long-Term Retention

Employees who are motivated and share similar values with the organisation are more likely to stay with the company for the long term. When individuals find their work meaningful and feel connected to the company's values, they are more likely to be satisfied and committed to their roles. This reduces turnover and the inevitable costs associated with recruiting and training new employees.


Organisational Reputation

Employees who are motivated and aligned with the company's values are more likely to act as ambassadors for the organisation. They can positively contribute to the company's reputation by sharing their experiences and values externally, attracting like-minded individuals as potential candidates and customers. Conversely, if there is a misalignment between employee motivation and company values, it can lead to negative perceptions and potentially affect the organisation's reputation.


Adaptability and Resilience

Motivation and values play a role in an employee's ability to adapt to changing circumstances and overcome challenges. When individuals are intrinsically motivated and connected to the organisation's values, they are more likely to exhibit resilience, creativity, and a willingness to adapt to new situations. This is particularly important in a dynamic and uncertain business environment.


When working with clients we recommend clarity and honesty in communications about a role and an organisation's values to allow individuals to self-select and find the most appropriate employer and role for them. Motivation or values assessment tools can be used to support targeted interviews and conversations to ensure this alignment and individual fit. At GFB we have a number of different tools which support this process, an overview of our 3 most popular assessments are detailed here:


The Intrinsic motivation test is a powerful measure to help understand the internal motivators and drivers of an individual. It identifies an individual's ideal role from a motivational standpoint and can be used to determine whether a specific role will give them that 'buzz' to work well.

Intrinsic can identify what an ideal role would be for a candidate from a motivational point of view. The tool measures what will give an individual the drive to convert competency into performance. What will make them ‘do’ instead of simply being 'able to do'.


It offers you an understanding of how an individual will convert competency into performance: that is, what motivates them to actually 'do' something rather than simply have the capability to do something - which ability tests assess.


It does not measure 'extrinsic' motivation - drivers such as salary or bonuses as these can be assessed during an interview.



The Motivation Questionnaire (MQ) gives a comprehensive insight into what motivates people to exert more energy in the workplace. By understanding what motivates a person, you can unlock each individual’s full potential and direct their energies more constructively.

The MQ is delivered online and is available in a number of languages making it simple and easy to complete for all candidates.


It looks at motivation across 4 areas:


Energy and Dynamism

Where the person gets their energy from and “what drives them”

Synergy

How important environmental comfort factors are to maintaining their motivation

Intrinsic

Motivators to do the job itself

Extrinsic

Rewards and outcomes


The Hogan Motives, Values, Preferences Inventory (MVPI) provides an understanding of what motivates an individual’s choices and decisions. Through gaining an appreciation of these drivers, organisations can better advise, motivate and manage staff.


MVPI profiles are concerned with a person’s ‘fit’ with a job, team or organisation. Its effectiveness arises from the capacity to operate at these different levels within the organisation. Derived from over 80 years of literature on motivation, the ten scales of the MVPI form an all-encompassing taxonomy of the motives and values defined in research by the most prominent motivation theorists.



The assessment tool(s) or processes we recommend depends on individual company drivers and role requirements. Essentially the measures outlined above are different ways of cutting the same pie so you would only use one of these, and typically alongside personality and ability assessments if appropriate.


GFB are experts, with decades of experience in the use of psychometrics, and happy to discuss with you the best tools and processes to support your recruitment strategy, internally and externally. As Albert Einstein once said:

“Try not to become a man of success. Rather, become a man of value.”

If you’d like to know more please do get in touch:

42 views0 comments

Comments


bottom of page