Life stages and motivation – don't lump everyone together!

Intrinsic motivation is an important driving force for creating engagement and productivity in all life stages of working life. So surely you just need to put together a package of motivating measures tailored to each life stage? That isn't enough, because the differences between individuals are greater than between age groups. If we are to succeed, measures must be tailored to each individual, and managers must be given enough room for manoeuvre to manage what is right in each situation.

It is nothing new that individual adaptation works best:

“If companies really implemented a good HRM policy based on individual circumstances and development needs, there would be no need for a life-stage-oriented HRM policy, let alone a senior policy” (NOU 1998:19).

How can a manager contribute positively to motivation?

Your best tool as a manager is to gain the best possible insight into and understanding of the employee's perception of their own work situation. There is no doubt that motivation has a great influence on how well they carry out their tasks.

Motivation has a short shelf life, and that is challenging. Motivation cannot be imposed or taught, and our experience of the work situation and how motivating it is also depends on the situation. This means that the insight you have gained as a manager is not necessarily relevant after a while. You must therefore have routines that ensure you regularly check how things are going. Nor do we ourselves always have a clear picture of what triggers us or holds us back. For various reasons, we don't always want to be open either. Managers should therefore find methods that lower the threshold for each employee to bring what matters to them to the table. The employee appraisal is a good arena for putting motivation in focus, and it should come as the first topic.

Put the employee in the driving seat.

An employee whose motivation is declining will not find it inspiring to discuss tasks and goals if something is hampering their engagement and motivation. Being seen and heard is fundamental for us humans, but for it to have a good effect, what comes up must feel relevant. That is why it is wise to let the employee bring their perception and wishes regarding their work situation to the table. Then it becomes easier to give feedback and help clarify expectations.

• Read: How to create high motivation at work

One piece of advice is to start from the 8 factors below.

They are derived from intrinsic motivation factors that give a general picture of a role in an employment relationship. What matters most to you? Where is there room for improvement? How important is it?

• That the content of your work is meaningful and interesting?
• Having a lot of responsibility together with the freedom to decide?
• Getting honest criticism and praise?
• Having a good relationship with, and the possibility of support from, your manager?
• Getting to develop new competence?
• Feeling included among your colleagues, and knowing that you can get professional and social support?
• That there is good collaboration across the organisation?
• That you succeed and master your work situation?

The mastery factor is particularly important to focus on. A lack of the experience of mastering and succeeding in your working day is a frequent cause of stress and burnout.

A good starting point is to be well-meaningly curious and interested in what each person needs to thrive and perform at their best. Together, you then find out what good measures might be that are compatible with the organisation's framework and goals. This is a good way to show respect for the employee while also making each person accountable.

• Read: Curious dialogue: Simple and good enough in the employee appraisal?

It is important to recognise that employees are in different life stages.

Where you are in life naturally affects what matters to an employee in their work situation, but these things will come to light anyway by taking an individual perspective. An employee aged 65 can be just as motivated to develop as one aged 25, which is not necessarily so visible through a life-stage perspective.

If you as a manager manage to handle the different starting points constructively, you will have satisfied employees who know what they are expected to contribute.