While motivation is often regarded as an intrinsic attribute, there are some very real ways that leaders can influence the extrinsic factors that elevate engagement levels. And this is the moment to implement them. Studies throughout 2024/25 show declining employee motivation and engagement levels. The USA, for example, is well below the global average.
This is likely the result of numerous factors affecting today’s multigenerational workplace. But with Millennials and Gen Z slated to make up 74% of the global workforce by 2030, it’s time to dig into what, specifically, can ignite their fire.
Deloitte research show that Gen Z, particularly, are more focused on learning and growing, rather than seeking career leadership roles. Learning and Development is in their top three reasons for choosing to work for an employer, along with the opportunity to progress, and a good work life balance. Currently though, there is an increasing disconnect between how they want to be mentored and guided, and how they are being managed. Their thirst for learning and development is not being met at the rate that is keeping them engaged.
It’s tempting to think, well let’s just throw more L and D their way, but it’s a step before that where the real meaning is created, that is, the feedback loops and conversations we are having with team members.
Recognition and Feedback as Motivating Forces
Recognition and Feedback are two of the most important extrinsic factors affecting how motivated we will be at work. However, according to Culture Amp, since 2022, there has been a 7% drop in employees’ perceptions that their performance reviews accurately reflect their impact.
Coupled with the declining rates of Employee Perception of Recognition in the workplace, there is a signal going out that many of us aren’t feeling seen, heard, or appreciated.
And according to the Great Place To Work® Trust Index™ survey, recognition is the heavy hitter when it comes to driving engagement.
Tips for Personalising and Maximising Feedback Loops
So, here are some tangible ways we can enhance leader-employee conversations and feedback, to positively impact our teams.
Frequent, personalised feedback
Regular, personalised feedback is crucial. Instead of relying solely on annual performance reviews, leaders should engage in more frequent, informal feedback sessions. This allows employees, particularly Gen Z and Millennials, to feel seen and heard consistently. Focus on the impact the employee is making, rather than just on their achievements, and make sure to highlight how their contributions tie back to larger team and organisational goals.
Shift from Performance Reviews to Development Conversations
Consider moving away from traditional performance reviews and introducing development conversations that focus on growth and learning. These conversations should be two-way, encouraging employees to share their career aspirations and how they want to develop. Asking reflective questions such as “What skills would you like to develop next?” or “How can I support your learning journey?” will signal a desire for professional development and mentorship.
Recognising Progress, Not Just Outcomes
A shift to recognising incremental progress is important. This means not only acknowledging end results but also recognising the efforts and improvements employees make along the way. Positive feedback is effective when it’s specific, timely, and connected to daily work. This may include peer recognition programs or informal check-ins where progress is celebrated, ensuring team members feel their contributions are valued.
Create Clear Learning Paths and Development Goals
Clearly articulate and even map out career progression paths within the organisation. Then work with your team members to set short-term learning goals that align with both the individual’s ambitions and the team’s needs. This might stretch past attending training sessions, and into working on cross-functional projects, or receiving mentorship from senior leaders. But it’s important to follow up on this, once set in motion.
Embed a Coaching Culture
Leaders should consider adopting a more coaching mindset, where feedback is not just directive but collaborative. Coaches ask empowering questions, provide space for self-reflection, and guide individuals toward finding their own solutions, rather than simply telling them what to do. This, in turn, creates a supportive environment that nurtures individual and collective growth.
Be Curious Around Recognition
Leaders should create opportunities for team members to share how they want to be recognised. For example, some employees may appreciate public recognition, while others prefer private, one-on-one acknowledgment. There is no one size fits all. Tailoring recognition makes the process feel more meaningful and genuine. This includes asking for feedback on how the recognition program can be improved.
Some of these tips might not be new to you. Indeed you could be practising all of them to some degree.
