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Leading with RESPECT: The Keys to Increasing Employee Engagement
 

Leading with RESPECT: The Keys to Increasing Employee Engagement

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This presentation was held at Mercer County Community College in Hamilton, New Jersey on 4-20-11. The workshop was intended for HR professionals, supervisors, managers, and small business owners. ...

This presentation was held at Mercer County Community College in Hamilton, New Jersey on 4-20-11. The workshop was intended for HR professionals, supervisors, managers, and small business owners. Anyone who needs to influence, engage, and increase the productivity of others should attend. Specifically, participants learned:
• Why traditional reward and recognition programs fail
• The difference between engagement and motivation
• How increasing employee engagements adds directly to the bottom line
• How to measure employee engagement
• The RESPECT™ Model
• How to create a culture of RESPECT that will drive employee engagement and productivity

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  • Think about a boss whom you most respected. Did you gladly follow them?

Leading with RESPECT: The Keys to Increasing Employee Engagement Leading with RESPECT: The Keys to Increasing Employee Engagement Presentation Transcript

  • LEADING WITH
    RESPECT
    The Keys to Increasing Employee Engagement
     
     
     
    Paul L. Marciano, Ph.D.
    www.PaulMarciano.com
    @drpaulmarciano on Twitter
    paul@paulmarciano.com
  • R-E-S-P-E-C-T
    Joked
    Sang
    Preached
  • Who teaches us about respect?Who do we learn to respect?What do we learn to respect?How do we show respect?
  • Lorenzo Marcianoa.k.a.Grandpa
  • As business leaders,
    why care about respect?
  • Respect = PowerPower is the ability to influence others
    Power
    Respect

  • I’m not concerned with your liking or disliking me. All I askis that you respectme as a human being.
    ~ Jackie Robinson

  • Respect : Employee Productivity
  • First Day of New Job
  • My Story
  • Work Ethic
    Fixable?
    Fixed
    1
    2
    3
    4
    5
    Fixed
    Internal
    Got it or don’t
    Fixable
    Environment
    Potential for it
    © 2011 Whiteboard, LLC
  • We have new employees at “Hello”
  • What’s the difference between motivatedand engaged?

  • 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
  • Theories of Motivation
    Maslow’s Hierarchy of Needs
    McClelland’s Internal Needs Motivation
    Self-Efficacy
    Expectancy-Value Theory
    Goal Setting Theory
    Herzberg’s Two-Factor Theory
    Equity Theory
    Job Characteristics Model
    Maslow’s Hierarchy of Needs
  • Maslow’s Hierarchy of Needs
    Self-Actualization
  • What Do We Mean by Carrots and Sticks?
    Using rewards and punishments to motivate behavior based on the principles of operant conditioning.
  • Why Programs Fail
  • Programs fail…
    …because they are Programs
  • Not all rewards…
    …are rewarding
  • Programs focus…
    …on the wrong dependent variable
  • Programs reduce…
    …creativity and risk taking
  • Extrinsic reinforcement…
    …reduces intrinsic motivation
  • Reward programs…
    …reduce overall motivation
  • How do most top performersget rewarded?
  • And…
  • sticks don’t work.
  • Sticks don’t work.
  • Sticks don’t work.
  • Forget about motivation…
  • Employee engagement is apsychological construct which refers to an individual’s commitment to one’s organization, job, team, supervisor and customers and which is demonstrated behaviorally through high levels of discretionary effort and focus.
  • In other words…
  • Fully in the Game
    Brian Urlacher, Chicago Bears
  • Robust Impact of Engagement
    Productivity & Performance
    Profitability
    Turnover
    Absenteeism
    Employee Fraud
    Customer Satisfaction & Loyalty
    Quality Defects
    Safety Compliance
    Employee Satisfaction
    Physical & Psychological Well-Being
  • Levels of Engagement
  • OPPORTUNISTIC
    3
    DISENGAGED
    ENGAGED
    2
    4
    ACTIVELY DISENGAGED
    ACTIVELY ENGAGED
    1
    5
    Engagement Meter
  • Hopes not to see it,
    will clean-up if personal benefit
    3
    Walks past mess without thought
    Cleans-up what he/she sees
    2
    4
    Createsthe mess
    Helps clean-up, fix & prevent
    1
    5
    Engagement Meter
  • How do we IncreaseEngagement?
    (Hint . . .not through traditional programs)
  • Realizing sustainable increases in employee engagement requires impacting the culture of the organization.
  • Self-Sustaining Culture
    Culture
    Behavior
  • the RESPECT™ model
  • An actionable philosophy which guides and directs behavior.
  • Respects the Organization
    ORGANIZATION
    INDIVIDUAL
    SUPERVISOR
    RESPECT
    WORK
    TEAM
  • Respects the Supervisor
    SUPERVISOR
    ORGANIZATION
    TEAM
    RESPECT
    INDIVIDUAL
    WORK
  • Respects Team Members
    TEAM
    SUPERVISOR
    WORK
    RESPECT
    ORGANIZATION
    INDIVIDUAL
  • Respects the Work
    WORK
    TEAM
    INDIVIDUAL
    RESPECT
    SUPERVISOR
    ORGANIZATION
  • Feels Respected
    INDIVIDUAL
    WORK
    ORGANIZATION
    RESPECT
    TEAM
    SUPERVISOR
  • the RESPECT™ drivers
  • recognition
  • RECOGNITION
    Recognizes, acknowledges and shows appreciation for others’ efforts and contributions
    Social reinforcement is the most powerful form of reinforcement: “Pat on the back”
    Timely, sincere, specific: “Thank you for staying last night and helping John finish up the proposal”
    What happens when we fail to recognize good performance?
    Few problems like material rewards
    Why so hard? Not wired to see what’s working
    recognition
  • empowerment
  • EMPOWERMENT
    Provides tools, training, time, information and resources to be successful
    Removes barriers to success
    Provides consistent vision and direction
    “What do you need from me to be successful?”
    Maintains “I know you can” attitude
    Gives autonomy and decision making authority
    empowerment
  • supportive feedback
  • SUPPORTIVE FEEDBACK
    Delivers regular, constructive performance feedback in a positive and supportive manner
    Feedback should be timely, specific, behaviorally focused and future-oriented
    Forget “positive” and “negative” – all feedback should be supportive because supervisors care about their employees’ success
    Annual performance appraisal: Surprise!
    supportive feedback
  • PARTNERING
    Fosters collaborative working relationships at the individual, team, and organizational level
    Builds bridges internally (team members, peers, departments) and externally (vendors, customers, unions, regulatory agencies)
    “How can we accomplish this?”
    “We are in this together – win or lose”
    Seeks “win-win” solutions
    partnering
  • EXPECTATIONS
    Sets clear & consistent expectations
    Expectations are in alignment with other departmental and organizational initiatives
    Goals are challenging
    Goals are measurable
    People are held accountable
    You get what you accept
    “Confused & Concerned”
    expectations
  • CONSIDERATION
    Demonstrates thoughtfulness & caring
    Good Manners – “Please” & “Thank You”
    Being on time for meetings
    Elicits employee comments and concerns
    Sensitive to gender, age, ethnic and religious differences
    Keeps people in the information loop
    Follows-up in a timely manner; avoids leaving people in limbo
    consideration
  • TRUST
    trust
  • TRUST
    Foundation for engaged workforce
    Avoids micro-managing
    “Walks the walk”
    Follows through on promises
    Owns up to mistakes
    Fair, honest & consistent
    Talks to you – not about you
    trust
  • How do we measure employee engagement?
  • Symptom vs. Cause
  • Typical Engagement Questions
    I know what is expected of me at work
    I have the resources I need to do my work right
    My supervisor cares about me as a person
    I was recently told that I was doing a good job
    My opinions and ideas seem to count
    My co-workers are committed to doing quality work
    I am satisfied with my job
    I have a friend at work
  • Assessing the Symptoms of Engagement
    Time passes quickly at work
    I spend time outside of work thinking about how I could do my job better
    I find my work rewarding
    I take great interest in my work
    At work, my mind wanders to things unrelated to my job (R)
    I get bored at work (R)
    I find it hard to focus on my work (R)
    I do what I need to for my job but not much more (R)
  • RESPECT
  • Driving RESPECT Home
    “Be the change you want to see in the world” -- Ghandi
    Complete a RESPECT Assessment for yourself and your organization
    Actively communicate and market the principles of RESPECT in your organization
    Align RESPECT with current Mission, Vision & Values
    Consequate behaviors consistent with or counter to principles of RESPECT
    Conduct workshops to teach and reinforce behaviors consistent with RESPECT
  • An invitation
  • THANK YOU
    Mercer County Community College