So, Part 1 of why your direct report is feeling demotivated is done!
Based on your answers to the previous questions, below you will find suggested next steps and guidance on what would be best to do next.
In the first 11 questions, you have been asked the most basic questions about your direct report's work hygiene factors.
The idea of work hygiene factors originates in Herzberg's Two-Factor Theory. It is worth mentioning that in Part 1, this tool combines the essence of 3 Work motivation theories and guides you through questions about your direct report's hygiene needs: existence needs, relatedness needs, and growth needs.
You are here in this guide because one or more needs of your direct report might not be met.
Existence needs analysis:
Growth needs analysis:
Relatedness needs analysis:
Check when the last time you or the direct report brought up the salary review/increase question. If it was longer than 9 months ago, this needs to be your 1st priority to check.
Analyze whether your direct report has all the necessary tools and appliances to complete their work effectively. For example, is the computer fast enough to work with needed apps? Do they have a comfortable place to work in (especially applicable for remote colleagues)?
If you have observed that your direct report stays after hours to finish up work tasks, a conversation is a must. You need to understand whether your direct report has too much work or is working ineffectively and needs mentoring.
Check whether your direct report feels like a valuable team member. A conversation about feeling secure and valued at the workplace is a must here.
If you have not provided both positive and constructive feedback about their work, your direct report might feel detached from work and start questioning their performance and value here at Hostinger. Ensure you provide balanced feedback about their work in the closest 1on1 or other interaction.
If your team member feels alone and unsupported at work, a serious team effectiveness question needs to be raised. You can reach out to your People Partner to analyze your team's effectiveness together.
If all of the above factors look good, your direct report might be lacking growth challenges.
It would be suggested for you to have a 'Growth talk' 1on1 with your direct report. Inquire about plans and aspirations for growth and possible actions one can take in the near future to create more engagement and motivation.
Ensure that your direct report has the possibility to do at least a bit of growth-oriented tasks during their working hours, not just outside them.
