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Employee Engagement

Employee Engagement






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    Employee Engagement Employee Engagement Presentation Transcript

    • Increasing Human Capital ROI with RESPECT by Dr. Paul Marciano Ambrose New York City, NY June 14, 2012
    • My goal today is to . . . make a difference that makes adifference for you, your organization, your employees, and your clients.
    • Human capital ROI is directly related to employee engagement.
    • What is employee engagement?
    • Employee engagement is a psychologicalconstruct which refers to an individual’scommitment to one’s organization, work,team, employer, and clients and which isdemonstrated behaviorally through highlevels of discretionary effort.
    • In other words…
    • Fully in the Game
    • What would be the impact if everyonein your organization played full out?
    • Robust Impact of Engagement Productivity & Performance Profitability Turnover & Absenteeism Innovation Employee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & Psychological Well-Being
    • Statistical cost of disengaged employees
    • Disengaged employees cost the American economy $350 billion per year in lost productivity. Gallup
    • Engaged vs. Disengaged• 78% would recommend their company’s products and services vs. 13%• 67% advocate on behalf of their organization vs. 3%• 86% often feel happy at work vs. 11%• 59% say their job brings out their most creative ideas vs. 3% Gallup
    • Opportunistic 3 Disengaged Engaged 2 4 Actively Activelydisengaged engaged 1 5 Engagement Meter
    • Hopes not to see it, will clean-up if personal benefit Walks past mess 3 Cleans-up what without thought he/she sees 2 4 Creates Helps clean-up,the mess fix & prevent 1 5 Engagement Meter
    • Opportunistic 3 Disengaged Engaged 2 35% 4 15% 30% Actively Activelydisengaged engaged 1 5 5% 15% Engagement Meter
    • Value to Organization Engagement Level ROIActively Engaged 120%Engaged 100%Opportunistic 80%Disengaged 60%Actively Disengaged 40%
    • Sample Cost AnalysisStaff Size: 20Avg. Salary: $100,000Total Human Capital Investment: $2,000,000Cost of Disengagement: $540,000
    • Consider . . .
    • We have new employees at “Hello.”
    • 1st day of work
    • My Story
    • What happened?
    • Work Ethic Fixed Fixable 1 2 3 4 5 Internal EnvironmentGot “it” or don’t Potential for “it”
    • Create a culture that engages employees
    • Most people believe that . . .
    • employee engagement and motivation are thesame . . . they are not
    • Motivated Engaged Self Organization Opportunistic CommittedShort-term View Long-term ViewExternal Focus Internal FocusNarrow Focus Big Picture Unstable Stable
    • Realizing sustainable increases in employee engagement requiresimpacting the culture of the organization.
    • BehaviorsCulture & Attitudes
    • What doesn’t change culture is trying tomotivate employees with carrots & sticks
    • It’s the only way I can get myself out of bed in the morning. Published in The New Yorker 4/19/2010 by Farley Katz
    • Traditional reward & recognition programs
    • why programs fail
    • Programs fail… …because they are programs
    • Programs reduce… creativity and risk taking
    • Programs have noimpact on culture
    • Reward programs… Reward programs… …reduce overall motivation …reduce overall motivation
    • Don’t worry about how to motivate employees.
    • It isn’t even the right question.
    • The question is . . .
    • how do we engage our employees?
    • menghormati уважение respecto respect respecterenrispetto Respekt
    • “ I’m not concerned with your liking or disliking me. All I ask is that you respect ” me as a human being. ~ Jackie Robinson
    • Respect = PowerPower is the ability to influence others Power Respect
    • the RESPECT™ model
    • An actionable philosophy which guides and directs behavior
    • Respect the Organization ORGANIZATION RESPECT
    • Respect the Supervisor SUPERVISOR RESPECT
    • Respect Team Members TEAM RESPECT
    • Respect the Work WORK RESPECT
    • Feel Respected INDIVIDUALRESPECT
    • the RESPECT™ drivers
    • R ECOGNITION Thank You
    • Turnkey Solutions & Best Practices Recognition• Send a handwritten “thank you” note home• Spread the word; inform higher ups• Hold exemplary work up as an example
    • Turnkey Solutions & Best Practices Empowerment• Ask employees what tools, training, and resources they need to be more successful at their job• Ask employees how you can reduce barriers and help them do their jobs better• Increase level of cross-training
    • Turnkey Solutions & Best Practices Supportive Feedback• Deliver immediate, specific feedback focused on behaviors• Be selective and focused in your feedback; prioritize• Serve as a role model and ask employees to provide you with feedback
    • Turnkey Solutions & Best Practices Partnering• Increase formal and informal communication; “lunch and learn”• Offer to “jump in” and help out• Be transparent
    • Turnkey Solutions & Best Practices Expectations• Set clear, challenging, and measurable goals• Hold a “compare expectations” exercise• Employ “confused and concerned” conversations• Hold people accountable
    • Turnkey Solutions & Best Practices Consideration• Take an active and appropriate interest in your staff’s personal lives, e.g., hobbies, interest, family• Be on time for meetings and give your full attention• Follow-up promptly to emails and phone calls• Regularly ask employees for their opinions & ideas
    • TRUST
    • Turnkey Solutions & Best Practices Trust• Avoid micro-managing• Own up to mistakes• Talk to people not about them• Increase autonomy and delegate meaningful tasks• If trust is broken, move on
    • Where to start?
    • What Is Kudos?Kudos is the simple & cost effective corporatesocial network with a recognition engine at itscore. Kudos creates employee engagement byenhancing communication, building connectionsand supporting collaboration through recognition.
    • www.KudosNow.com RESPECT
    • “ ” Be the change you want to see in the world. -- Mahatma Gandhi