Breaking away from the Maslow’s hierarchy of needs, author David Rock introduced a new model called ‘SCARF’. His belief is that social incentives are as strong as physical incentives and that an individual responds to either with equal intensity.
Rock lists 5 social factors that trigger an individual’s response: Status, Certainty, Autonomy, Related-ness & Fairness.
Assuming that his contentions are valid, we need to Map our HR processes to understand how we can satisfy the above employee desires.
Status --- Coaching & Mentoring Opportunities/ Promotions/ Recognition
Certainty --- Career Planning/ Performance Reviews/ Development Planning/ Employee Communication
Autonomy --- Ensuring sufficient decision making say (regular frank informal chats with the manager can ensure satisfaction of the same)
Relatedness --- Engagement Initiatives/ Involvement in Organizational Initiatives/ Regular Informal Discussions to know your employees & their needs better/ Internal Branding
Fairness --- Fair Performance Appraisal / Honest Practices
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Interesting thought. I would probably look at the SCARF in the following manner:
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2. Certainty: Certainty of outcome. Certainty of growth. Certainty of continuity. An organization in which an employee can envisage a long and fruitful career is likely to to be satisfying.
3. Autonomy: Autonomy of decision making. Within the profile of a job, an individual is likely to be more happy if he/she has the freedom and flexibility to chart one's own course to reach the objectives of the job,
4. Relatedness: This is where the culture and people of the organization come into picture. A person is likely to find a job more satisfying if one can identify with the culture and people of the organization.
5. Fairness: Fairness in performance review. Fairness in practice. Fairness in policy.