What are the best practices for evaluating motivational outcomes and impacts?

In my experience: 1. Communicating effectively with team members is crucial to gaining and “sustaining” attention of every one. 2. Educating team members about the organization’s vision (short-medium- and long-term) and it’s importance is critical to them being able to appreciate objectives and the need to focusing on achieving the objectives. 3. Periodic “reminders” of the vision and it’s relationship with the objectives. 4. Ensuring a work culture, and workplace environment that is not just conducive, but having the necessarily-required tools for the team, as well as, tools relevant to the individual needs of each team member.

Focus on the people you are trying to motivate first and foremost. An initiative to motivate requires a very intentional focus on the human aspect of productivity - start there. What motivates them, specifically? Ask! Then you have some context to get creative with. Remember that increased productivity does not always indicate increased motivation, and if the latter is not the source it will not be sustainable and/or will backfire from a cultural perspective. When evaluating, take care to check in on whether or not the results are coming from a sustainable place.

El principal mérito de un líder actual ya no radica en el poder, si no precisamente en ser capaz y tener el valor de empoderar a los demás. La ciencia nos dice que el cerebro no es un centro si no una red y su eficacia no proviene de la potencia del núcleo si no de una eficiente conexión reticular. ?Qué estamos esperando para imitar a la naturaleza? Es muy importante convertir las jerarquías piramidales en estructuras más transversales y ayudar a potenciar las competencias personales y el desarrollo profesional de los colaboradores. Y por supuesto trabajar incansablemente para convertir el espacio de la empresa en un marco en que se puedan desarrollar. Si se consigue la automotivación y la autogestión no se necesitarán muchos controles.

You can definitely use tools like Harrison Assessments Engagement questionnaire. It is very thorough and gives accurate clear results for the levels of engagement of employees on an individual level & on the organizational level. It shows data that works as a road map for what do your teams need to be engaged, You can use it before & after any type of intervention you’ve made to measure the effectiveness of whatever intervention you did.

I agree, but overall: My method for evaluating motivational outcomes focuses on: 1. Self-assessment by each team member and reviews by others. This enables comparisons of obtained results for similarity. 2. A 3-monthly survey in form of an open-ended questionnaire because this allows for a more honest, relevantly contextual description of how team members feel. I am able to identify the pin-points of strengths and weaknesses, that can be used for their individual and professional developments.

I agree, but: In addition, analysis of gathered information (data) should focus more on using it to enable personal and professional developments of the team members. This approach is critical to achieving organizational set-objectives and goals in the short- medium- and long-term vision. It is called a “strategical-approach” to achieving objectives.

In my experience, reporting findings should go hand-in-hand with RECOMMENDATIONS. Appropriately-Relevant RECOMMENDATIONS enable: 1. Reviews 2. Amendments 3. Removal of ineffective policies 4. Enactment of new regulations and/or policies All these will enhance an “edge-over-others” in business, bolster the image of the organization, encouraging retention and engagement of workers. Generally, good outcomes for everyone.

In my experience, having to evaluate for motivational outcomes and their impacts gives me a “bird-view” and from there, the ability to have a “pin-pointed-view for a general and specific areas to improve upon. This enhances my capabilities, the best approaches and continuity of a seamless appropriately relevant design methods for use.