Now let's talk about the importance of social motivation. Social motivators are more powerful than material motivators. Social motivation is more powerful than material motivation. We need to remember that we're dealing with people, not a resource like a machine or office supplies, not a part of a machine. So another way to look at it is by understanding two markets or motivation, one is money and the other social. Now another way to say it is the difference between intrinsic motivation and extrinsic motivation, or even esteem versus money.

Human beings need to feel esteem. They need to believe that what they were doing serve a bigger purpose. And it just make this up. In a study by researchers from the University of California, Berkeley, and MIT. It was found that social boards can drive People to perform at a higher level than monetary rewards. Not only that, if you end up mixing money with social rewards, performance reboot resembles that of only having monetary rewards, performance will actually go down.

In other words, cash is not King, social motivators, the internal drivers that people use to make decisions. Those things are what's King. So social motivation is where we should focus if we want to have an impact on our recruitment and retention strategies. Now, I know many of us have already seen manuals hierarchy of needs, but it's one great way we can look at social motivation. It's a clean way to consider the theories behind everything we're talking about today. So for the purpose of this course, we can see that as people move up the hierarchy, we move into a social realm, where social esteem is is necessary.

Another way to look at it is that most companies, they can provide the bottom two rungs or Basil's hierarchy, most companies can overcome physiological needs and safety needs. In fact, almost every company could do that, especially in the world. We know it today, with the regulations we have today and the compliance we have today. Now, those drivers of human behavior are not really in the social realm. But if we look at the social realm, we have a much better chance of recruiting the candidates we want to recruit. So think about how you can craft messages to reach the social deeds of people.

Do you think about their families? What about the benefits to their families? Do you include families when you introduce the company to new employees? I know a friend of mine, they went to fly for FedEx. And I know that when his family and he when they got hired, they had a whole De where their families came out and got introduced to the company. Now, I mean, that is huge for people.

It's how you get people to get ingrained in your culture. And it's how you get people to become loyal. Does your organization does your company have any of that? Do you include families, in your marketing? In your communication? on how you recruit?

Do you have programs inside your organization that allows people to grow? Is there a path employees can follow that could earn them more achievement? Does your organization think about employees as part of the solution to organizational problems? Are employees input valued? And finally, what are the values of the organization? These are all things you should be thinking about?

The organizational values are important because when you're communicating whatever you're putting a piece of Communication out there are those values, something that people could support. If they are, if the values of your organization can give people a steam, you need to communicate those values so that you reach some of the social motivators people have within them. Not only that, but you will draw people that have those values to your company. retention of employees goes hand in hand with recruitment. You don't just want to bring people into the organization. You want to bring people in, but then you want to keep those employees in the long run.

Now, let's consider this problem by looking at the issues facing the United States Air Force. On October 9 2017, Business Insider published an article called the Air Force is facing a quiet crisis of manpower. But recruitment isn't the problem. They quoted Lera Seligman. She's a pentagon editor for Aviation Week. And she said the Air Force's pilot shortage problem is not about money.

It's really about the experience. The Air Force is facing a shortage of pilots. Two thirds of those pilots are fighter pilots. And they may lose an additional 1600 in the next four years. So when we ask why, the answer goes back to what experience are the pilots gaining? If they're not getting the social motivators that they need to stay to stay engaged, they'll go somewhere else to find it.

Or like my friend, they'll go do something different. So how do we use this idea about the experience to recruit and then retain new professionals. To help us think about the role of the experience, we can look again at Maslow's hierarchy of needs. First, physiological needs. This is why we need to be thinking about communicating in improving our HR processes. People need to work for food and shelter, if they don't hear from you.

If you're not timely on your communication, if you're unclear about the hiring process or where they are the process, they may decide just to go somewhere else. They may leave you just because you're not providing some of that information that they crave, or they're unclear on the process. Now we could look at safety. So we're able to say, Hey, we meet your physiological needs, because we can pay you because we have benefits because we have health benefits because you have medical and you have retirement, whatever it is, whatever these things you offer people that's easy to accomplish. That's why I say most companies can do these bottom two rungs, physiological needs safety needs. Now let's look at this safety.

Safety includes a lot of different things. Yes, they need to feel safe that doing their job is taking into account all the risks that might be associated with the job. What this means is people need to feel safe. They need to understand that they will maintain their employment, how safety people feel being employed by the company? Do they think they're going to get laid off in six months? Or do they think they're in it for the long haul?

Now, this level deserves a bit of discussion. When we're talking about safety, we should think about how to discuss safety. Now, the older view of safety is very linear. It looks at human beings as the problem, somebody does something wrong. They get in trouble for that sort of, we know what that's like because we've all experienced it. Now, the new view of safety, understand that safety is a capacity, capacity that organizations can manage and it looks at people as a solution.

Now this helps us in our discussion of recruitment, because what we're really trying to do here is manage the capacity of the organization to be a safe and appealing place for people to work. This leads us into this upper part of Basil's hierarchy. And this is where we're referring to it as a social market is social market motivators. Another way to think of this is as motivators that touch emotions, not just pocketbooks. When we're talking about here are things that touch us internally, impacting our feelings. We want to move into what social motivation and really what we're talking about, is drawing candidates to us because of these social motivators, they're coming to us because of those feelings and emotions.

And we can have a longer lasting impact. We could keep employed for a longer term. Now some of my writing and some of the speeches I give the pre presentations I provided I've actually said this. And I've said, our needs are largely social, once basic physical needs, such as food and shelter are met. Now, this quote is about using social factors to drive behavior. In order to have a greater impact on recruitment and retention.

We need to remember that because it's easy to communicate that a person's physiological needs and safety needs are met. It's easy to say that we've taken care of those things because we can show them a salary. We can show them health benefits, we could show them all of that stuff. It is more difficult to communicate about social needs. But this is where we could separate ourselves from other companies. It's where we can stand out when we separate ourselves from other professions by focusing on social needs.

We get to establish a career long relationship with the people we hire. Now, so the first part of social motivation is what's Called Love and belonging, love and belonging is a key to getting more people to join your organization. If they can see that there are social benefits to working for your company, you have a much higher chance of recruiting them, and you have a much higher chance of them coming to you instead of going to somebody else. Now let's talk a little bit about what that actually means. It means that people believe what they perceive. And if they believe that the company cares about that, that's what their perceptions are going to be.

And as a member of that company, if they think they're going to have the opportunity to connect with others, and there's a focus on people outside of work, such as family, friends, this can remove barriers. This can remove barriers that exist when people Just think of a company as some huge monolithic bureaucratic entity that provides a paycheck. If they see the company is full of people just like that, that think about them, they care about them. This will do a whole lot of good to getting more people to come to your company. Because that information spreads. People feel like they're having as much satisfaction outside of work, as they do at work will be more motivated to join the organization.

So think about how you could do recruitment marketing, in a way that also highlights the social experiences people can have. How do you include families? Do employees also have a chance to hang out together? What kind of team building activities does your company offer? Are family members welcomed into the organization? Is there any material you provide that shows families that the organization Understand family members are just as important to success as the person getting hired.

So is there anything that basically recognizes, hey, look, we know that we're hiring somebody good. We know we're hiring your family in addition to that, because we also know that everything we do affects you and your family. And because you're part of our family, because you're part of our team, we include your family, because we understand how important they are to you. This is a huge weapon in your arsenal of recruiting people. So as we move up this hierarchy of social motivation, we can see that people need more than just money. They need to feel safe.

They need to feel part of a group and they need to be able to feel good about themselves. Self Esteem gives people the hope that they will achieve something great. So what can you highlight about your country company or your organization that will let people see a vision of things they can accomplish. It doesn't mean that you're limited to recruitment materials only. Because think about some of these stories, think about some bullish stories that will draw people to you. But they're not just blatant recruitment, ads.

They're stories about good things your company does. Good things people in your company do. Do you have any good stories? Was your company in the news for something positive? Are people saying good things about the company? These things should be constantly highlighted.

Because if you want to recruit good people, focusing purely on recruiting is not going to get you there just by itself. So think about these things that draw people into groups they want. They want to be part of think about things like esteem. People want to feel like they have a chance to do create things, they want to have a vision of things that could come for them in the future. So what this means to us is we need to work with other parts of the organization to constantly think about esteem building opportunities. Recruitment can be thought of as a capacity to bring people into the organization.

And like any capacity we try to manage, it shouldn't be the sole responsibility of one group or one person, or one team in the organization. It's better if it's a larger goal of the organization where multiple groups can have a positive impact. And they can have a role to play. Because there's other parts of our companies that have a huge impact on recruitment. Now, it may not be their job, but that doesn't mean they have a big impact on it. So having conversations, and building relationships within our organizations can only help us and this concept applies to new candidates in addition to apply to existing employees.

Now this leads us to our final discussion on Maslow's hierarchy of needs. And this is a talk about self actualization. self actualization includes the need, people have to reach their potential. This is where people are at the top of this Maslow's hierarchy. This is where they're thinking themselves, I could get there, I can reach this pinnacle of performance in this company. And this appeals to a person's want for personal growth and the feeling of accomplishment.

So here are a couple questions to consider. Do people feel like they could make a difference when working in your organization? Because sitting here behind a computer, I know if you're in recruiting, you have this huge ability to make a difference in your organization because you are bringing people in to your organization that will have a generational impact on that organization. Now, another question you can ask, do people feel like the company will support them in seeking personal growth and reaching their potential? Do what you can to highlight those opportunities. And we've discussed situations where we're dealing with recruiting new employees, we see the need for examining our hiring and communication practices to make sure they're more aligned with how people are used to doing business today, using technology, making things quicker, reducing time, we figured out that people are not as driven by money as they are by socially based motivation.

Because of that, we're able to move through Basil's hierarchy of needs, in order to consider what we can do to coax people to join our company to bring them to us There is this misplaced focus on money and tangible benefits as things that will dry people to us. Now those things exist, those things are easy to find. Those things are important, but our energy can be spent in other places where there's a higher return on investment. For instance, most people interested in your company will know that their basic needs for things like food and shelter will be met. If they work for your company. They want to work that's why they're applying for the job.

They want to do that job. They know they get paid. They know this will provide them food and shelter. So fulfilling their higher order needs will be what separates you from others that compete for the same candidate pool. So now we all have a good understanding of the power of social motivation. Let's back a little bit and see how we can apply this information.