Practising Maslow’s Pyramid

Practising Maslow’s Pyramid

PUT INTO PRACTICE

Maslow's real contribution is to be able to recognise what your employees need in order to avoid the disengagement of your teams and to find the levers of motivation.

1. The first needs

According to Maslow's theory, an employee will start his or her career by focusing first on physiological and security needs such as salary and a stable work environment. If these needs are not met, this employee will tend to make decisions and behave based on notions of compensation, security and stability.

Also, it is always difficult for an employee to be motivated if their salary is not perceived as fair or if their job is threatened.

  • In contexts of restructuring, for example, if employees do not feel secure, the role of the manager is to address these initial needs.

2.The Intermediate needs

Subsequently, employees want to work in an environment where they feel accepted and interact positively with each other.

  • The role of the manager is therefore to create a working atmosphere that favours cooperation, but also an atmosphere where information flows freely, because the less informed an employee is, the more he or she will feel excluded from the group. It is therefore essential to create an atmosphere of team cohesion where everyone feels integrated.

3. High level needs

Self-esteem is linked to self-image, but also to the recognition and respect obtained within the organisation.

The more a manager recognises his or her employees and involves them in decisions, the greater the self-esteem.

  • It will also be fundamental to develop the skills of employees, as well as their autonomy, and to offer work that allows them to grow. Today, the need for achievement is major among Millennials (generation Y).

EXERCISES

In view of the different needs, take the time to map your team by identifying what you think your employees' current needs are. These needs may have been expressed directly, or you may use your knowledge of the team, or even rely on your intuition.

Answer these questions:

  • Which of your employees' needs do you think are being met, and which are not?
  • What do you notice when you look at these needs?
  • What levers do you have at your disposal to fill the unmet needs?
  • What commitments can you make to satisfy the needs of your employees?
  • And finally, what are your own needs that are not being met today? What would it take for you to meet them?