Chester County SHRM Respect Model Presentation 2-25-11


Published on

Published in: Business
1 Like
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • If we don’t know what we’re trying to motivate employees toward, then how can we put programs/interventions move them toward it? Yet, rarely does anyone even ask that question – all I hear is “We want more motivated employees!”
  • Caution Will Rogers
  • Ellen Langer at Harvard and Chixamiyha at Chicago – ‘withitness”
  • If a diamond is a girl’s best friend, then engaged employee’s are a companies greatest asset
  • Environmentalist Animal Rights Activist Pacifist
  • Chester County SHRM Respect Model Presentation 2-25-11

    1. 1. Increasing Employee Engagement by Fostering a Culture of RESPECT ™ by Dr. Paul Marciano Chester County SHRM February 25, 2011 Whiteboard, LLC Maximizing Human Capital
    2. 2. Work Ethic – Fixed or Fixable?      Fixed Internal Got it or don’t Fixable Environment Potential for it
    3. 3. mo·ti·va·tion (mō'tə-vā'shən) n. <ul><ul><li>Motivation requires a desire to act, an ability to act, and having an objective (Ramlall, 2004) </li></ul></ul>Latin ( movere ): a drive which directs behavior toward a desired outcome
    4. 4. What are we Motivating? <ul><li>Productivity </li></ul><ul><li>Efficiency </li></ul><ul><li>Initiative </li></ul><ul><li>Independent Thinking/Creativity </li></ul><ul><li>Personal Responsibility </li></ul><ul><li>Teamwork </li></ul><ul><li>Customer Service </li></ul><ul><li>??? </li></ul>
    5. 5. Traditional Reward & Recognition Programs <ul><li>PROGRAMS </li></ul>
    6. 6. Published in The New Yorker 4/19/2010 by Farley Katz &quot;It's the only way I can get myself out of bed in the morning.&quot;
    7. 7. #1: Programs Fail Because They Are Programs
    8. 8. #4: Programs Focus on the Wrong Dependent Variable
    9. 9. #10: Programs Are Cover-Ups for Ineffective Supervisors
    10. 10. #13: Programs Reduce Creativity & Risk Taking
    11. 11. #14: Extrinsic Reinforcement Reduces Intrinsic Motivation
    12. 12. #20: Reward Programs Reduce Overall Motivation Low Average High
    13. 13. ENGAGEMENT
    14. 14. <ul><li>Productivity & Performance (21% increase) </li></ul><ul><li>Profitability (+28 cents vs. -11 cents EPS) </li></ul><ul><li>Turnover (4x-9x) </li></ul><ul><li>Absenteeism (2x) </li></ul><ul><li>Employee Fraud </li></ul><ul><li>Customer Satisfaction & Loyalty </li></ul><ul><li>Quality Defects </li></ul><ul><li>Safety Compliance </li></ul><ul><li>Employee Satisfaction </li></ul><ul><li>Physical & Psychological Well-Being </li></ul>Robust Impact of Engagement
    15. 15. <ul><li>Old French ( en + gage ): to pledge, as in marriage; commitment, loyalty, dedication </li></ul>en·gage·ment (ĕn-gāj'mənt) n.
    16. 16. Engagement Meter 1 2 3 4 5 Actively Disengaged Disengaged Opportunistic Engaged Actively Engaged
    17. 17. Engagement Behaviors 1 2 3 4 5 Creates the mess Walks past mess without thought Hopes not to see it, will clean-up if personal benefit Cleans-up what he/she sees Helps clean-up, fix & prevent
    18. 18. Assessing Level of Engagement <ul><ul><li>Time passes quickly at work. </li></ul></ul><ul><ul><li>I do just enough to get by. </li></ul></ul><ul><ul><li>My mind often wanders while I am at work. </li></ul></ul><ul><ul><li>I am often bored at work. </li></ul></ul><ul><ul><li>I work just as hard for this organization as I would in my own business. </li></ul></ul><ul><ul><li>My current job keeps me challenged </li></ul></ul>
    19. 19. Realizing sustainable increases in employee engagement requires influencing the culture.
    20. 20. Self-Sustaining Culture Culture Behavior Leadership
    21. 21. RESPECT ™ Model
    22. 22. What is the RESPECT Model? An actionable philosophy which guides and directs behavior.
    23. 23. Circle of RESPECT
    24. 24. Respect the Organization Organization
    25. 25. Respect the Supervisor Organization Supervisor
    26. 26. Respect Team Members Organization Supervisor Team
    27. 27. Respect the Work Organization Supervisor Team Work
    28. 28. Feel Respected Organization Supervisor Team Work Individual
    30. 30. RESPECT Drivers
    31. 31. <ul><li>Recognizes, acknowledges, and shows appreciation for others’ efforts and contributions </li></ul><ul><li>Social reinforcement is the most powerful form of reinforcement: “Pat on the back” </li></ul><ul><li>Timely, sincere, specific: “Thank you for staying last night and helping John finish up the proposal” </li></ul><ul><li>What happens when we fail to recognize good performance? </li></ul><ul><li>Few “problems” like material rewards </li></ul><ul><li>Why so hard? “Squeaky wheel gets the grease” </li></ul>R ECOGNITION recognition
    32. 32. <ul><li>Provides tools, training, information and resources to be successful, e.g., decision making authority, equipment, time, etc. </li></ul><ul><li>Removes barriers to success </li></ul><ul><li>Provides consistent vision and direction </li></ul><ul><li>“ What do you need from me to be successful?” </li></ul><ul><li>Maintains “I know you can” attitude </li></ul>E MPOWERMENT empowerment
    33. 33. <ul><li>Delivers regular, constructive performance feedback in a positive and supportive manner </li></ul><ul><li>Feedback should be timely, specific, behaviorally focused and future-oriented </li></ul><ul><li>Forget “positive” & “negative” – all feedback should be supportive because supervisors care about the employee’s success </li></ul><ul><li>Annual performance appraisal: Surprise! </li></ul>S UPPORTIVE FEEDBACK supportive feedback
    34. 34. <ul><li>Fosters collaborative working relationships at the individual, team and organizational level </li></ul><ul><li>Builds bridges internally (team members, peers, departments) and externally (vendors, customers, unions, regulatory agencies) </li></ul><ul><li>“ How can we accomplish this?” </li></ul><ul><li>“ We are in this together – win or lose” </li></ul><ul><li>Seeks “win-win” solutions </li></ul>P ARTNERING partnering
    35. 35. <ul><li>Sets clear & consistent expectations </li></ul><ul><li>Expectations are in alignment with other departmental and organizational initiatives </li></ul><ul><li>Goals are challenging </li></ul><ul><li>Goals are measurable </li></ul><ul><li>People are held accountable </li></ul><ul><li>You get what you accept </li></ul><ul><li>“ Confused & Concerned” </li></ul>E XPECTATIONS expectations
    36. 36. <ul><li>Fair & honest treatment of all employees </li></ul><ul><li>Elicits employee comments and concerns </li></ul><ul><li>Demonstrates thoughtfulness & caring </li></ul><ul><li>Good Manners – “Please” & “Thank You” </li></ul><ul><li>Sensitive to gender, age, ethnic & religious differences </li></ul><ul><li>Keeps people in the information loop </li></ul><ul><li>Follows-up in a timely manner; avoids leaving people in limbo </li></ul>C ONSIDERATION consideration
    37. 37. <ul><li>Foundation for engaged workforce </li></ul><ul><li>Avoids micro-managing </li></ul><ul><li>“ Walks the walk” </li></ul><ul><li>Follows through on promises </li></ul><ul><li>Owns up to mistakes </li></ul><ul><li>Talks to you – not about you </li></ul><ul><li>Increase communication & transparency </li></ul>T RUST trust
    38. 38. Key Takeaways <ul><li>Employee engagement is the single most important predictor of organizational vitality </li></ul><ul><li>Motivation ≠ Engagement </li></ul><ul><li>Traditional reward & recognition programs are designed to motivate and largely ineffective </li></ul><ul><li>Engagement is manifested behaviorally through increased discretionary effort </li></ul><ul><li>Fostering a culture of engagement requires changing how behaviors are consequated </li></ul><ul><li>When people are treated with RESPECT, they engage and when they are treated disrespectfully, they disengage. </li></ul>
    39. 39. Questions & Comments
    40. 40. WHITEBOARD, LLC Maximizing Human Capital through Targeted Behavioral Solutions Paul L. Marciano, Ph.D. 908.268.7272 [email_address]