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North Jersey ASTD/SHRM Presentation 11/18/2010

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"Carrots and Sticks Don’t Work: The Truth Behind Employee Motivation and Engagement North Jersey" ASTD/SHRM Presentation 11/18/2010

"Carrots and Sticks Don’t Work: The Truth Behind Employee Motivation and Engagement North Jersey" ASTD/SHRM Presentation 11/18/2010

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  • If a diamond is a girl’s best friend, then engaged employee’s are a companies greatest asset How would you like to marriage to be judged on whether you were “motivated” on a particular day.
  • Ellen Langer at Harvard and Chixamiyha at Chicago – ‘withitness”
  • Caution Will Rogers
  • Environmentalist Animal Rights Activist Pacifist
  • Transcript

    • 1. Carrots and Sticks Don’t Work: The Truth Behind Employee Motivation and Engagement by Paul L. Marciano, Ph.D. North Jersey ASTD/SHRM Fairfield, NJ November 18, 2010 Whiteboard, LLC Maximizing Human Capital
    • 2. Day 1
    • 3.  
    • 4.  
    • 5. What Happened?
    • 6.  
    • 7. RESPECT Model
    • 8. Respect the Organization Organization
    • 9. Respect the Supervisor Organization Supervisor
    • 10. Respect Team Members Organization Supervisor Team
    • 11. Respect the Work Organization Supervisor Team Work
    • 12. Feel Respected Organization Supervisor Team Work Individual
    • 13. What is the difference between being motivated and engaged?
    • 14. mo·ti·va·tion (mō'tə-vā'shən) n.
        • Motivation requires a desire to act, an ability to act, and having an objective (Ramlall, 2004)
      Latin ( movere ): a drive which directs behavior toward a desired outcome
    • 15.
      • Old French ( en + gage ): to pledge, as in marriage; commitment, loyalty, dedication
      en·gage·ment (ĕn-gāj'mənt) n.
    • 16. Motivation vs. Engagement Stable Unstable Big Picture Narrow Focus Organization Self
        • Long-term View
      Short-term View Committed Opportunistic
        • Internal Focus
      External Focus
    • 17.
      • Productivity & Performance (21% increase)
      • Profitability (+28 cents vs. -11 cents EPS)
      • Turnover (4x-9x)
      • Absenteeism (2x)
      • Employee Fraud
      • Customer Satisfaction & Loyalty
      • Quality Defects
      • Safety Compliance
      • Employee Satisfaction
      • Physical & Psychological Well-Being
      Robust Impact of Engagement
    • 18. Levels of Engagement
    • 19. Engagement Meter 1 2 3 4 5 ACTIVELY DISENGAGED DISENGAGED OPPORTUNISTIC ENGAGED ACTIVELY ENGAGED
    • 20. Engagement Behaviors 1 2 3 4 5 Creates the mess Walks past mess without thought Hopes not to see it, will clean-up if personal benefit Cleans-up what he/she sees Helps clean-up, fix & prevent
    • 21. When was a time in your life when you were truly engaged and what had you be that way?
    • 22. What creates an engaged workforce?
    • 23. . . . Not Traditional Programs
      • PROGRAMS
    • 24.  
    • 25. #1: Programs Fail Because They Are Programs
    • 26. #20: Reward Programs Reduce Overall Motivation Low Average High
    • 27. How do we Increase Engagement? Realizing sustainable increases in employee engagement requires impacting the CULTURE.
    • 28. Self-Sustaining Culture Culture Behavior
    • 29. RESPECT ™ Model
    • 30. What is the RESPECT Model? An actionable philosophy which guides and directs behavior.
    • 31. RESPECT Meter R E S P E C T ORGANIZATION * SUPERVISOR * TEAM MEMBERS * WORK * INDIVIDUAL LOW HIGH
    • 32. RESPECT Drivers Leader & Organizational Culture
    • 33.
      • 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? “Squeaky wheel gets the grease”
      R ECOGNITION recognition
    • 34.
      • Provides tools, training, 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
      E MPOWERMENT empowerment
    • 35.
      • Delivers regular, constructive performance feedback in a positive and supportive manner
      • Feedback should be timely, specific, behaviorally focused and future-oriented.
      • Forget “positive” & “negative” – all feedback should be supportive because supervisors care about the employee’s success
      • Annual performance appraisal: Surprise!
      S UPPORTIVE FEEDBACK supportive feedback
    • 36.
      • 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
      P ARTNERING partnering
    • 37.
      • 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”
      E XPECTATIONS expectations
    • 38.
      • Demonstrates thoughtfulness & caring
      • Good Manners – “Please” & “Thank You”
      • Being on time for meetings
      • Elicits employee comments and concerns
      • Sensitive to gender, age, ethnic & religious differences
      • Keeps people in the information loop
      • Follows-up in a timely manner; avoids leaving people in limbo
      C ONSIDERATION consideration
    • 39.
      • 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
      T RUST trust
    • 40. What can you do to bring RESPECT to your organization?
    • 41. WHITEBOARD, LLC Maximizing Human Capital through Targeted Behavioral Solutions Paul L. Marciano, Ph.D. 908.268.7272 [email_address] www.paulmarciano.com