Using Maslow's Hierarchy to Motivate Employees at Work

Researchers have come up with all sorts of ideas to explain human motivation. The "Maslow's hierarchy of needs" hypothesis is one we all know well. According to this theory, although everyone aspires to realize their full potential and achieve self-actualization, certain other basic human needs must be met first. You can assess whether your own needs are being met at work — and, by understanding this psychological concept, better meet the needs of your team.

Today's employers need a new approach to keeping employees secure, connected, and engaged. Maslow's hierarchy of needs is used in the workplace to evaluate employee behavior across many areas, including motivation and engagement. Applied to employee engagement, the hierarchy places highly motivated, high-performing team members at the top of the pyramid. Make sure you use this engagement hierarchy of needs to give employees everything they need to reach their goals.

Key Takeaways of Maslow's Hierarchy of Needs

The hierarchy covers five levels of human needs, also known as Maslow's theory of motivation: physiological, safety, love and belonging, esteem, and self-actualization. They can be drawn as a pyramid, with the most basic requirements at the base and self-actualization at the peak. Basic needs are typically defined as physiological and safety needs, while psychological needs are defined as social and esteem needs. Self-actualization needs sit in a distinct category of their own.

• Physiological — the biological needs essential for survival, such as food, air, water, and shelter.
• Safety — people seek security and protection to keep themselves safe.
• Belonging — people long to build deeper relationships and love within their surroundings.
• Esteem — people seek recognition and dignity in their lives.
• Self-actualization — the feeling of doing one's best and realizing one's full potential.

The basic principle is that people are driven to satisfy their most basic needs before they can be motivated to pursue more complex goals. Once those needs are met, people naturally begin to look for love and belonging, and so on. Humans seek greater purpose and ambition in order to live healthy, fulfilling lives.

Applying Maslow's Theory in the Workplace

In the workplace, Maslow's hierarchy is used to evaluate employee behavior across many areas, including motivation and engagement. It must be adapted to the times, both before and after the COVID-19 pandemic. Using this psychoanalytic lens to discuss employee engagement is important. According to employees themselves, employers who understand their needs are far more likely to keep them on board. As they climb each step of the pyramid, you win their loyalty, raising their independence, confidence, and autonomy along the way — and improving employee well-being and retention. If employers explore our new normal and how employee expectations have evolved, they will be better at recruiting and retaining talent, and at keeping their employees engaged, connected, and happy.

Let's talk about how to use Maslow's hierarchy of needs to motivate employees more effectively in the workplace.

① Physiological and Safety

Today, effective communication is the first step toward meeting employees' physiological and safety needs. It starts with providing a welcoming, pleasant work environment: clean drinking water, clean air, reasonable room temperature, places to eat and grab snacks, and a clean, hygienic workplace. For employees, "safety" includes not only job security but also a safe work environment and an employer who supports work-life balance. Their health and well-being are equally driven by these requirements. To move up to the next level, employees must first have these met.

② Belonging

A genuine "sense of belonging" means letting your employees freely value their own individuality and be comfortable being themselves at work. This need can be met by building a welcoming atmosphere and an office that encourages teamwork and communication. Helpful managers, cooperative colleagues, and a positive work environment all satisfy these needs. Employers are responsible for keeping these activities going, even in virtual settings. When employees feel part of the team and can see how well they fit the role, they are far more likely to work hard and deliver results.

③ Self-Esteem

Recognition for their efforts is what employees seek from employers. Employees' engagement and esteem needs must be met before they can experience a sense of success and the acknowledgment of colleagues. Employees who feel invested in their work put in more effort and are less likely to leave. When there are opportunities for continuous learning and personal growth, employees experience a sense of achievement — which in turn motivates them to push themselves further at work.

④ Self-Actualization

Self-actualization needs can be hard to classify and even harder to assess. The goal at this level is to reach the peak of one's potential, development, and experience. This level expands their capabilities, enabling them to motivate and lead others. Self-actualization needs can be met by offering growth opportunities tailored specifically to these employees. Self-actualized employees are diligent, curious, and creative — and far more likely to think outside the box.

⑤ Key Points

Highly engaged, motivated employees tend to inspire positivity in their colleagues. By investing in employees' overall well-being, companies can raise satisfaction while boosting engagement and motivation — which in turn influences productivity. When companies stay in touch with employees and show they are committed to creating a positive work environment, they find recruiting easier and retain employees better.