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Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
Leading with RESPECT: The Keys to Increasing Employee Engagement
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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?
  • Transcript

    • 1. LEADING WITH
      RESPECT
      The Keys to Increasing Employee Engagement
       
       
       
      Paul L. Marciano, Ph.D.
      www.PaulMarciano.com
      @drpaulmarciano on Twitter
      paul@paulmarciano.com
    • 2. R-E-S-P-E-C-T
      Joked
      Sang
      Preached
    • 3. Who teaches us about respect?Who do we learn to respect?What do we learn to respect?How do we show respect?
    • 4. Lorenzo Marcianoa.k.a.Grandpa
    • 5.
    • 6.
    • 7.
    • 8. As business leaders,
      why care about respect?
    • 9. Respect = PowerPower is the ability to influence others
      Power
      Respect
    • 10.
    • 11.
      I’m not concerned with your liking or disliking me. All I askis that you respectme as a human being.
      ~ Jackie Robinson

    • 12. Respect : Employee Productivity
    • 13. First Day of New Job
    • 14.
    • 15. My Story
    • 16. Work Ethic
      Fixable?
      Fixed
      1
      2
      3
      4
      5
      Fixed
      Internal
      Got it or don’t
      Fixable
      Environment
      Potential for it
      © 2011 Whiteboard, LLC
    • 17. We have new employees at “Hello”
    • 18.
    • 19. What’s the difference between motivatedand engaged?
    • 20.
      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
    • 21. 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
    • 22. Maslow’s Hierarchy of Needs
      Self-Actualization
    • 23. What Do We Mean by Carrots and Sticks?
      Using rewards and punishments to motivate behavior based on the principles of operant conditioning.
    • 24.
    • 25.
    • 26. Why Programs Fail
    • 27. Programs fail…
      …because they are Programs
    • 28. Not all rewards…
      …are rewarding
    • 29. Programs focus…
      …on the wrong dependent variable
    • 30. Programs reduce…
      …creativity and risk taking
    • 31. Extrinsic reinforcement…
      …reduces intrinsic motivation
    • 32. Reward programs…
      …reduce overall motivation
    • 33. How do most top performersget rewarded?
    • 34. And…
    • 35. sticks don’t work.
    • 36. Sticks don’t work.
    • 37. Sticks don’t work.
    • 38. Forget about motivation…
    • 39. 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.
    • 40. In other words…
    • 41. Fully in the Game
      Brian Urlacher, Chicago Bears
    • 42. Robust Impact of Engagement
      Productivity & Performance
      Profitability
      Turnover
      Absenteeism
      Employee Fraud
      Customer Satisfaction & Loyalty
      Quality Defects
      Safety Compliance
      Employee Satisfaction
      Physical & Psychological Well-Being
    • 43.
    • 44. Levels of Engagement
    • 45. OPPORTUNISTIC
      3
      DISENGAGED
      ENGAGED
      2
      4
      ACTIVELY DISENGAGED
      ACTIVELY ENGAGED
      1
      5
      Engagement Meter
    • 46. 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
    • 47. How do we IncreaseEngagement?
      (Hint . . .not through traditional programs)
    • 48. Realizing sustainable increases in employee engagement requires impacting the culture of the organization.
    • 49. Self-Sustaining Culture
      Culture
      Behavior
    • 50. the RESPECT™ model
    • 51. An actionable philosophy which guides and directs behavior.
    • 52. Respects the Organization
      ORGANIZATION
      INDIVIDUAL
      SUPERVISOR
      RESPECT
      WORK
      TEAM
    • 53. Respects the Supervisor
      SUPERVISOR
      ORGANIZATION
      TEAM
      RESPECT
      INDIVIDUAL
      WORK
    • 54. Respects Team Members
      TEAM
      SUPERVISOR
      WORK
      RESPECT
      ORGANIZATION
      INDIVIDUAL
    • 55. Respects the Work
      WORK
      TEAM
      INDIVIDUAL
      RESPECT
      SUPERVISOR
      ORGANIZATION
    • 56.
    • 57. Feels Respected
      INDIVIDUAL
      WORK
      ORGANIZATION
      RESPECT
      TEAM
      SUPERVISOR
    • 58. the RESPECT™ drivers
    • 59. recognition
    • 60. 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
    • 61. empowerment
    • 62. 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
    • 63. supportive feedback
    • 64. 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
    • 65. 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
    • 66. 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
    • 67. 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
    • 68. TRUST
      trust
    • 69. 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
    • 70. How do we measure employee engagement?
    • 71. Symptom vs. Cause
    • 72. 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
    • 73. 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)
    • 74. RESPECT
    • 75. 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
    • 76. An invitation
    • 77. THANK YOU
      Mercer County Community College

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