We need motivation to do a good job
Today, it’s (nearly) common knowledge that there is a strong link between engaged employees and business success. Most employers are aware that they need a motivated team of people to reach business goals. On a competitive talent market, employer branding is used to communicate a strong and authentic employer offer that attracts and retains the right talents.
The relationship between employer and employee has shifted gradually over the last century. Back then, machines, not employees were seen as the companies’ most important asset. In 1990, the term employer branding was mentioned for the first time. Why then, and when in time did employers realize that they needed loyal and motivated employees to reach their goals? And what has made employees motivated throughout history?
Farming – motivated by surviving as a team
Before industrialism, most put food on the table and roof over their heads through farming. Families and villages worked together, following the rhythm of nature. The work began at dawn, and it was a team effort. Although there was a hierarchical structure within the team, they were all dependent on each other and had a common motivation – surviving.
Industrialism – machines the source of profit or employment
With industrialism came factories, machines, workers, and owners (with their extended arms – managers). In the early 1900s, as a worker, the biggest motivation (that was available) was keeping the job and getting the paycheck. Instead of working together, they worked for someone else.
The factory owners’ highest priority was to make more money and not loose profit. The machines had to be constantly running. The workers were there to maintain the different sections in the production, under the supervision of the managers. Some companies hired researchers to analyze the production chain and how to optimize it. At one of those occasions, Elton Mayo, an American psychologist, and his team realized that workers became more productive when the researchers where present in the factory. They enjoyed receiving the attention and participating in the study. The “Hawthorne effect” (1932) suggests that the attitude of workers toward managers influences their performance.
Keeping and accumulating knowledge – a new priority for employers
By this time, managers also started to realize that certain skills and insights that the workers had accumulated, could also prevent a potential stop in the production. Since that knowledge walked out the door every night, employers needed to ensure that the workers stayed loyal. Therefore, there was a gradual shift in management from a command-and-control mindset towards putting more emphasis on a coaching leadership (which is still a common leadership style to this day).
What do we need to feel motivated?
In 1943, the American psychologist, Abraham Maslow presents a “hierarchy of needs”, which is a theory of five categories of human needs that motivates people. If we don’t have our basic needs met – as roof over our heads, we don’t feel secure, which impacts our relationships and in turn affects our feeling of accomplishment and ability to reach our full potential.
Trends, technology and other changes in society impacts the workplace
After WWII, the number of employed women increased in the 50s. Following the civil rights’ movement in the 60s, demands from employees on more influence in decisions, and equality raised to the surface and impacted the workplace during the 70s. In the 80s, working 9 to 5, became more common, and employees started lobbying for work life balance. A corporate culture (defined and known in the organization) rose as a new priority for employers.
How to attract and keep employees? Employer branding is introduced
In the 90s, many employees started to question the value of long-term loyalty and began putting their needs and interests first. New technology such as cell phones and emails impacted workplaces and human needs. To encompass the company’s values, work culture and reputation on the job market, employer branding was introduced in the early 90s. By the same time “Casual Friday” was born.
How to stay enaged and loyal – Herzberg’s “Two Factor Theory”
In the late 50s, Frederick Herzberg, an American psychologist, introduced his “Two Factor Theory”. Herzberg argued that there are two different factors that impacts job satisfaction or dissatisfaction. Job security, a good pay, insurance, and vacation are examples of factors that don’t increase motivation but if they are missing, there will be discontent. These hygiene factors must be in place before an employer can offer motivators, such as recognition, challenging work tasks, the opportunity to work with something meaningful etc.
Motivated by communicating in new ways and autonomy at work
During the 00s, Facebook, Twitter, Skype, and the iPhone, where important innovations that changed the way we communicated to the core. The use of technology in the workplace impacted the job market, and there was an increasing demand for social and analytical skills. To facilitate co-work, the cubicle was replaced by open-floor office plans. In the 10s, Slack, Teams and the Cloud were introduced and opened the possibility for teaming up with colleagues all over the world. Employees began to ask for the freedom to solve issues in autonomous teams.
2020 – the decade of networks, authenticity, and empathy
With a climate crisis, a pandemic, and global movements (#MeToo, Black Lives Matter etc.), many have started to get new perspectives on what really matters. In digital meetings, we have shown sides of ourselves (family members, pets, favorite slippers etc.) that we’ve never shown before. Colleagues are more seen as humans, as equals. We look for authenticity, and companies that previously could get away with claiming their products and services were sustainable, now need to walk their talk. Thanks to technology, the employees are now employers’ most important market pillars – what they say in their networks matter, and that information can spread like wildfire). There is a big shift when it comes to why companies exists and for what purpose. A century ago, the focus was on producing in big scales, it then shifted to provide advanced services. Today costumers/clients look for companies that can create complete and meaningful experiences, and employees what to be part of that creation. Being part of a big network of experts, working for a purpose and a common goal is a big motivator. But only if there is enough time to fulfill important needs such as spending time with family, travelling with friends, bench watching series, going out for a run, and/or enjoying nature.
Sources
https://www.linkedin.com/pulse/employer-branding-look-back-path-forward-jennifer-brannigan/
https://hbr.org/2014/07/managements-three-eras-a-brief-history
https://www.atlassian.com/history-of-work
https://www.wrexham-history.com/working-life-1900s/
https://www.simplypsychology.org/herzbergs-two-factor-theory.html
https://www.masterclass.com/articles/a-guide-to-the-5-levels-of-maslows-hierarchy-of-needs
https://www.employerbranding.tech/2023/01/19/then-now-the-evolution-of-hr-the-connection-to-employer-branding-%EF%BF%BC/
https://brigadebranding.com/authenticity-the-buzzword-of-2020/
