If there’s one word that sums up what HR leaders are constantly seeking, it’s this: engagement. We want employees who are present, productive, and committed. We invest in technology, training, and initiatives designed to improve wellbeing and performance. Yet many organisations are still grappling with disengagement, burnout, and high turnover. We have all seen the 2024 Gallup report showing that disengagement is costing the global economy $8.9 trillion per year.
So what’s missing? In my work as a Motivation Specialist, I help organisations recruit, manage, and retain motivated, energised staff. And what I see time and again is this: we often focus on the visible signs of engagement—performance metrics, feedback scores, attendance—but we don’t dig deeply enough into what really drives people. Motivation is often assumed or overlooked. But when we understand what truly motivates our people, everything changes.
Motivation: More Than Just a Buzzword
Motivation isn’t just about enthusiasm or ambition. It’s the fuel that powers our decisions, our actions, and ultimately our performance. And it’s highly personal. What energises one employee might completely drain another. Yet many organisations still take a “one size fits all” approach—rewarding behaviours or values that only resonate with some, while others quietly disengage.
To put it simply, motivation underpins everything. When employees are motivated, they learn faster, think more creatively, collaborate better, and are more resilient under pressure. They don’t just perform better—they thrive.
The Hidden Cost of Misaligned Motivation
I often work with organisations that are puzzled by underperformance in high-potential teams. They’ve hired the “best and brightest,” offered generous packages, and yet something’s not clicking. The problem? Misaligned motivation.
Let’s take recruitment, for example. If we’re only assessing skills and experience, we’re missing a crucial piece of the puzzle. A technically brilliant candidate may still struggle if the role doesn’t align with what truly drives them. A person who craves freedom and autonomy won’t last long in a tightly controlled environment, no matter how well they perform at interview. Likewise, someone motivated by making a difference might feel stuck in a role focused solely on profit margins.
Retention issues often trace back to the same root cause. People don’t just leave because of pay or workload—they leave because they don’t feel energised by their work. They feel unseen, unfulfilled, or out of sync with the culture around them.
When we get curious about what motivates our teams, we start to see where the real gaps are.
Moving Beyond Perks: Creating Conditions for Motivation
Too often, organisations try to “fix” engagement by adding more perks—free lunches, wellness apps, social events. These can be nice to have, but they won’t get to the heart of the issue if employees are fundamentally disconnected from what gives them energy.
Real engagement comes from helping people do more of what motivates them. That means creating roles, teams, and environments where different drivers are recognised and valued.
In practice, this looks like:
- Recruiting for alignment, not just ability. Understanding what motivates a candidate helps you assess whether the role and culture will energise them long-term.
- Managing with motivation in mind. Great managers don’t just track KPIs—they understand what drives each team member, and they flex their approach to bring out the best in them.
- Retaining through relevance. People stay when they feel their work matters—to them, not just to the company. Regular conversations about what energises (or drains) them are essential.
- Leadership that listens. Motivated organisations are led by people who value emotional intelligence, curiosity, and open dialogue—not just control or tradition.
Practical Ways to Start the Motivation Conversation
You don’t need complex systems to start focusing on motivation. But you do need to create space for honest conversations. Ask your people:
- What parts of your work give you the most energy?
- When do you feel at your best here?
- What frustrates or demotivates you in your role?
- How could we help you feel more connected to your work?
These questions might feel simple, but they open the door to deeper insights. Over time, they help build a culture where motivation is not left to chance—but actively supported.
Motivation is a Shared Responsibility
While individual motivation is personal, creating the conditions for motivation is a shared responsibility. HR teams have a critical role in shaping strategies that don’t just attract talent, but keep it thriving. Line managers are on the front line, translating organisational goals into meaningful day-to-day experiences. And leaders set the tone, valuing people not just for what they do—but for what drives them to do it.
When we prioritise motivation, we stop firefighting disengagement. We build workplaces where people want to be, where they bring energy and purpose, and where performance naturally follows.
It’s time to move beyond assuming what motivates people—and start discovering it together. Because when motivation is understood, managed, and nurtured, the results speak for themselves.
About the Author
Sarah Stones is a Motivation Specialist with a background in HR and recruitment, and a passion for helping people find the energy to thrive. Her talks leave audiences with clarity, confidence, and the tools to make lasting change – long after the mic is switched off. Her work focuses on unlocking motivation from the inside out, using a blend of practical tools, lived experience, and warm, human connection.
With over 20 years of experience in HR, Sarah helps individuals and businesses achieve their goals by understanding and harnessing the power of motivation. Her approach is grounded in a unique blend of personal resilience and professional expertise, offering practical strategies that make a real difference.