Carrots and Sticks Don’t Work: The Truth Behind Employee  Motivation and Engagement   by Paul L. Marciano, Ph.D. North Jer...
Day 1
 
 
What Happened?
 
RESPECT Model
Respect the Organization Organization
Respect the Supervisor Organization Supervisor
Respect Team Members Organization Supervisor Team
Respect the Work Organization Supervisor Team Work
Feel Respected Organization Supervisor Team Work Individual
What is the difference between being motivated and engaged?
mo·ti·va·tion   (mō'tə-vā'shən)  n. <ul><ul><li>Motivation requires a desire to act, an ability to act, and having an obje...
<ul><li>Old French  ( en + gage ): to pledge, as in marriage; commitment, loyalty, dedication  </li></ul>en·gage·ment   (ĕ...
Motivation vs. Engagement Stable Unstable Big Picture Narrow Focus Organization Self <ul><ul><li>Long-term View </li></ul>...
<ul><li>Productivity & Performance (21% increase) </li></ul><ul><li>Profitability (+28 cents vs. -11 cents EPS) </li></ul>...
Levels of Engagement
Engagement Meter 1 2 3 4 5 ACTIVELY  DISENGAGED DISENGAGED OPPORTUNISTIC ENGAGED ACTIVELY  ENGAGED
Engagement Behaviors 1 2 3 4 5 Creates the mess Walks past mess  without thought Hopes not to see it,  will clean-up if pe...
When was a time in your life when you were truly engaged and what had you be that way?
What creates  an engaged workforce?
. . . Not Traditional Programs   <ul><li>PROGRAMS </li></ul>
 
#1: Programs Fail Because They Are  Programs
#20: Reward Programs Reduce Overall Motivation Low   Average High
How do we Increase Engagement? Realizing sustainable increases in employee engagement requires impacting the CULTURE.
Self-Sustaining Culture Culture Behavior
RESPECT ™  Model
What is the RESPECT Model?   An   actionable philosophy  which guides and directs behavior.
RESPECT Meter R  E  S  P  E  C  T ORGANIZATION * SUPERVISOR * TEAM MEMBERS * WORK * INDIVIDUAL LOW HIGH
RESPECT Drivers  Leader & Organizational Culture
<ul><li>Recognizes, acknowledges and shows appreciation for others’ efforts and contributions </li></ul><ul><li>Social rei...
<ul><li>Provides tools, training, information and resources to be successful </li></ul><ul><li>Removes barriers to success...
<ul><li>Delivers regular, constructive performance feedback in a positive and supportive manner </li></ul><ul><li>Feedback...
<ul><li>Fosters collaborative working relationships  at the individual, team and organizational level  </li></ul><ul><li>B...
<ul><li>Sets clear & consistent expectations  </li></ul><ul><li>Expectations are in alignment with other departmental and ...
<ul><li>Demonstrates thoughtfulness & caring </li></ul><ul><li>Good Manners – “Please” & “Thank You” </li></ul><ul><li>Bei...
<ul><li>Foundation for engaged workforce </li></ul><ul><li>Avoids micro-managing </li></ul><ul><li>“ Walks the walk” </li>...
What can you do to bring RESPECT to your organization?
WHITEBOARD, LLC Maximizing Human Capital through Targeted Behavioral Solutions Paul L. Marciano, Ph.D. 908.268.7272 [email...
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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

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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
  • North Jersey ASTD/SHRM Presentation 11/18/2010

    1. 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. 2. Day 1
    3. 5. What Happened?
    4. 7. RESPECT Model
    5. 8. Respect the Organization Organization
    6. 9. Respect the Supervisor Organization Supervisor
    7. 10. Respect Team Members Organization Supervisor Team
    8. 11. Respect the Work Organization Supervisor Team Work
    9. 12. Feel Respected Organization Supervisor Team Work Individual
    10. 13. What is the difference between being motivated and engaged?
    11. 14. mo·ti·va·tion (mō'tə-vā'shən) n. <ul><ul><li>Motivation requires a desire to act, an ability to act, and having an objective (Ramlall, 2004) </li></ul></ul>Latin ( movere ): a drive which directs behavior toward a desired outcome
    12. 15. <ul><li>Old French ( en + gage ): to pledge, as in marriage; commitment, loyalty, dedication </li></ul>en·gage·ment (ĕn-gāj'mənt) n.
    13. 16. Motivation vs. Engagement Stable Unstable Big Picture Narrow Focus Organization Self <ul><ul><li>Long-term View </li></ul></ul>Short-term View Committed Opportunistic <ul><ul><li>Internal Focus </li></ul></ul>External Focus
    14. 17. <ul><li>Productivity & Performance (21% increase) </li></ul><ul><li>Profitability (+28 cents vs. -11 cents EPS) </li></ul><ul><li>Turnover (4x-9x) </li></ul><ul><li>Absenteeism (2x) </li></ul><ul><li>Employee Fraud </li></ul><ul><li>Customer Satisfaction & Loyalty </li></ul><ul><li>Quality Defects </li></ul><ul><li>Safety Compliance </li></ul><ul><li>Employee Satisfaction </li></ul><ul><li>Physical & Psychological Well-Being </li></ul>Robust Impact of Engagement
    15. 18. Levels of Engagement
    16. 19. Engagement Meter 1 2 3 4 5 ACTIVELY DISENGAGED DISENGAGED OPPORTUNISTIC ENGAGED ACTIVELY ENGAGED
    17. 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
    18. 21. When was a time in your life when you were truly engaged and what had you be that way?
    19. 22. What creates an engaged workforce?
    20. 23. . . . Not Traditional Programs <ul><li>PROGRAMS </li></ul>
    21. 25. #1: Programs Fail Because They Are Programs
    22. 26. #20: Reward Programs Reduce Overall Motivation Low Average High
    23. 27. How do we Increase Engagement? Realizing sustainable increases in employee engagement requires impacting the CULTURE.
    24. 28. Self-Sustaining Culture Culture Behavior
    25. 29. RESPECT ™ Model
    26. 30. What is the RESPECT Model? An actionable philosophy which guides and directs behavior.
    27. 31. RESPECT Meter R E S P E C T ORGANIZATION * SUPERVISOR * TEAM MEMBERS * WORK * INDIVIDUAL LOW HIGH
    28. 32. RESPECT Drivers Leader & Organizational Culture
    29. 33. <ul><li>Recognizes, acknowledges and shows appreciation for others’ efforts and contributions </li></ul><ul><li>Social reinforcement is the most powerful form of reinforcement: “Pat on the back” </li></ul><ul><li>Timely, sincere, specific: “Thank you for staying last night and helping John finish up the proposal” </li></ul><ul><li>What happens when we fail to recognize good performance? </li></ul><ul><li>Few “problems” like material rewards </li></ul><ul><li>Why so hard? “Squeaky wheel gets the grease” </li></ul>R ECOGNITION recognition
    30. 34. <ul><li>Provides tools, training, information and resources to be successful </li></ul><ul><li>Removes barriers to success </li></ul><ul><li>Provides consistent vision and direction </li></ul><ul><li>“ What do you need from me to be successful?” </li></ul><ul><li>Maintains “I know you can” attitude </li></ul><ul><li>Gives autonomy and decision making authority </li></ul>E MPOWERMENT empowerment
    31. 35. <ul><li>Delivers regular, constructive performance feedback in a positive and supportive manner </li></ul><ul><li>Feedback should be timely, specific, behaviorally focused and future-oriented. </li></ul><ul><li>Forget “positive” & “negative” – all feedback should be supportive because supervisors care about the employee’s success </li></ul><ul><li>Annual performance appraisal: Surprise! </li></ul>S UPPORTIVE FEEDBACK supportive feedback
    32. 36. <ul><li>Fosters collaborative working relationships at the individual, team and organizational level </li></ul><ul><li>Builds bridges internally (team members, peers, departments) and externally (vendors, customers, unions, regulatory agencies) </li></ul><ul><li>“ How can we accomplish this?” </li></ul><ul><li>“ We are in this together – win or lose” </li></ul><ul><li>Seeks “win-win” solutions </li></ul>P ARTNERING partnering
    33. 37. <ul><li>Sets clear & consistent expectations </li></ul><ul><li>Expectations are in alignment with other departmental and organizational initiatives </li></ul><ul><li>Goals are challenging </li></ul><ul><li>Goals are measurable </li></ul><ul><li>People are held accountable </li></ul><ul><li>You get what you accept </li></ul><ul><li>“ Confused & Concerned” </li></ul>E XPECTATIONS expectations
    34. 38. <ul><li>Demonstrates thoughtfulness & caring </li></ul><ul><li>Good Manners – “Please” & “Thank You” </li></ul><ul><li>Being on time for meetings </li></ul><ul><li>Elicits employee comments and concerns </li></ul><ul><li>Sensitive to gender, age, ethnic & religious differences </li></ul><ul><li>Keeps people in the information loop </li></ul><ul><li>Follows-up in a timely manner; avoids leaving people in limbo </li></ul>C ONSIDERATION consideration
    35. 39. <ul><li>Foundation for engaged workforce </li></ul><ul><li>Avoids micro-managing </li></ul><ul><li>“ Walks the walk” </li></ul><ul><li>Follows through on promises </li></ul><ul><li>Owns up to mistakes </li></ul><ul><li>Fair, honest & consistent </li></ul><ul><li>Talks to you – not about you </li></ul>T RUST trust
    36. 40. What can you do to bring RESPECT to your organization?
    37. 41. WHITEBOARD, LLC Maximizing Human Capital through Targeted Behavioral Solutions Paul L. Marciano, Ph.D. 908.268.7272 [email_address] www.paulmarciano.com
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