Carrots and Sticks Dont Work:Increase Employee Engagement with the       Principles of RESPECT™                  by       ...
1st day of work
Consider . . .
We have new employees at “Hello.”
They come to us in a state of readiness to                                  engage.
What does employee engagement look like?
Fully in the Game
Opportunistic                          3        Disengaged                   Engaged             2                        ...
Hopes not to see it,                   will clean-up if personal benefit       Walks past mess            3              C...
What would be the impact if everyonein your organization played full out?
Robust Impact of Engagement     Productivity & Performance             Profitability       Retention & Attendence         ...
Unfortunately,not everyoneplays full out.
Opportunistic                                 3        Disengaged                                Engaged             2    ...
Value to Organization Engagement Level      ROIActively Engaged      125%Engaged               100%Opportunistic          ...
Sample Productivity Cost AnalysisStaff Size: 20Avg. Salary: $50,000Total Annual Investment: $1,000,000Cost of Disengagemen...
What caused engagement to decrease?
What does it take to create aculture that engages employees?
Most people believe that . . .
employee engagement and motivation are thesame . . . they are not.
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 people?
Realizing sustainable increases in    employee engagement requiresimpacting the culture of the organization.
BehaviorsCulture        &          Attitudes
•   respect
“   I’m not concerned with    your liking or disliking    me. All I ask is that    you respect me as a                    ...
Respect = PowerPower is the ability to influence others         Power                     Respect
Lose Respect      ↓Lose Followers      ↓ Lose 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
Where to start?
“                                             ”    Be the change you want to see in the world.                            ...
Carrots and Sticks Don't Work
Carrots and Sticks Don't Work
Carrots and Sticks Don't Work
Carrots and Sticks Don't Work
Carrots and Sticks Don't Work
Carrots and Sticks Don't Work
Carrots and Sticks Don't Work
Carrots and Sticks Don't Work
Carrots and Sticks Don't Work
Carrots and Sticks Don't Work
Carrots and Sticks Don't Work
Carrots and Sticks Don't Work
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Carrots and Sticks Don't Work

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This presentation reviews the RESPECT Model, reasons why traditional reward and recognition programs decrease overall morale and productivity, and distinguishes motivation from engagement. For more information, visit my website at: www.PaulMarciano.com or email me directly at: Paul@PaulMarciano.com. Thanks for your interest.

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Carrots and Sticks Don't Work

  1. 1. Carrots and Sticks Dont Work:Increase Employee Engagement with the Principles of RESPECT™ by Dr. Paul Marciano Morris County SHRM February 13, 2013
  2. 2. 1st day of work
  3. 3. Consider . . .
  4. 4. We have new employees at “Hello.”
  5. 5. They come to us in a state of readiness to engage.
  6. 6. What does employee engagement look like?
  7. 7. Fully in the Game
  8. 8. Opportunistic 3 Disengaged Engaged 2 4 Actively Activelydisengaged engaged 1 5 Engagement Meter
  9. 9. 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
  10. 10. What would be the impact if everyonein your organization played full out?
  11. 11. Robust Impact of Engagement Productivity & Performance Profitability Retention & Attendence Innovation Employee Trustworthiness Customer Satisfaction & Loyalty Quality Safety Compliance Employee Satisfaction Physical & Psychological Well-Being
  12. 12. Unfortunately,not everyoneplays full out.
  13. 13. Opportunistic 3 Disengaged Engaged 2 35% 4 15% 30% Actively Activelydisengaged engaged 1 5 5% 15% Engagement Meter
  14. 14. Value to Organization Engagement Level ROIActively Engaged 125%Engaged 100%Opportunistic 75%Disengaged 50%Actively Disengaged 25%
  15. 15. Sample Productivity Cost AnalysisStaff Size: 20Avg. Salary: $50,000Total Annual Investment: $1,000,000Cost of Disengagement: $162,500
  16. 16. What caused engagement to decrease?
  17. 17. What does it take to create aculture that engages employees?
  18. 18. Most people believe that . . .
  19. 19. employee engagement and motivation are thesame . . . they are not.
  20. 20. Traditional reward & recognition programs
  21. 21. why programs fail
  22. 22. Programs fail… …because they are programs
  23. 23. Programs reduce… creativity and risk taking
  24. 24. Programs have noimpact on culture
  25. 25. Reward programs… Reward programs… …reduce overall motivation …reduce overall motivation
  26. 26. Don’t worry about how to motivate employees.
  27. 27. It isn’t even the right question.
  28. 28. The question is . . .
  29. 29. . . . how do we engage our people?
  30. 30. Realizing sustainable increases in employee engagement requiresimpacting the culture of the organization.
  31. 31. BehaviorsCulture & Attitudes
  32. 32. • respect
  33. 33. “ I’m not concerned with your liking or disliking me. All I ask is that you respect me as a ” human being. ~ Jackie Robinson
  34. 34. Respect = PowerPower is the ability to influence others Power Respect
  35. 35. Lose Respect ↓Lose Followers ↓ Lose Power
  36. 36. the RESPECT™ model
  37. 37. An actionable philosophy which guides and directs behavior
  38. 38. Respect the Organization ORGANIZATION RESPECT
  39. 39. Respect the Supervisor SUPERVISOR RESPECT
  40. 40. Respect Team Members TEAM RESPECT
  41. 41. Respect the Work WORK RESPECT
  42. 42. Feel Respected INDIVIDUALRESPECT
  43. 43. the RESPECT™ drivers
  44. 44. R ECOGNITION Thank You
  45. 45. EMPOWERMENT
  46. 46. SUPPORTIVE FEEDBACK
  47. 47. PARTNERING
  48. 48. EXPECTATIONS
  49. 49. CONSIDERATION
  50. 50. TRUST
  51. 51. Where to start?
  52. 52. “ ” Be the change you want to see in the world. -- Mahatma Gandhi
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