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Engaging the Disengaged
 

Engaging the Disengaged

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Discusses why traditional reward and recognition programs reduce overall productivity and morale. Describes the RESPECT Model. Provides specific techniques to implement drivers.

Discusses why traditional reward and recognition programs reduce overall productivity and morale. Describes the RESPECT Model. Provides specific techniques to implement drivers.

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  • I’m going to do this by providing you with a gameplan and specific strategies that will allow you to win.

Engaging the Disengaged Engaging the Disengaged Presentation Transcript

  • Engaging the Disengaged by Dr. Paul Marciano New York City, NY June 12, 2012
  • My goal today . . . to have a conversation that makes adifference for you, your organization, your employees, and your customers
  • 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
  • Levels of Engagement
  • 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
  • What percentage of your employees fit into each category?
  • Robust Impact of Engagement Productivity & Performance Profitability Turnover Absenteeism Employee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & Psychological Well-Being
  • What would be the impact if everyone in your organization played full out?
  • Most people believe that . . .
  • employee engagement and motivation are thesame . . . they are not
  • What do you see as the difference?
  • Motivated Engaged Self Organization Opportunistic CommittedShort-term View Long-term ViewExternal Focus Internal FocusNarrow Focus Big Picture Unstable Stable
  • Does anyone have an employee engagementprogram that is distinct from an employeemotivation program?
  • 1st day of work
  • Consider . . .
  • We have new employees at “Hello”
  • How do good employeesbecome bad employees?
  • Work Ethic Fixed Fixable 1 2 3 4 5 Internal EnvironmentGot “it” or don’t Potential for “it”
  • Our goal . . .
  • . . . is to create an environment thatallows employees to flourish.
  • How do we make that happen?
  • 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?
  • What factors contribute to and distract from engagement?
  • 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
  • RespectFollowers Power
  • 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
  • EMPOWERMENT
  • SUPPORTIVE FEEDBACK
  • PARTNERING
  • EXPECTATIONS
  • CONSIDERATION
  • TRUST
  • BullyingWho has issues of bullying in their organization? Respect is antidote to bullying www.surveymonkey.com/s/RVKKFCJ
  • What can you do today to fosterRESPECT in your organization?
  • “ ” Be the change you want to see in the world. -- Mahatma Gandhi