Engaging Employees with RESPECT (Princeton HRMA 12-10-12)

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This presentation reviews the difference between employee motivation and engagement, reasons why traditional reward and recognition programs fail, the relationship between employee engagement and …

This presentation reviews the difference between employee motivation and engagement, reasons why traditional reward and recognition programs fail, the relationship between employee engagement and organizational vitality, the Circle of Respect, and RESPECT Model by Dr. Paul Marciano. www.paulmarciano.com

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  • 1. Engaging Employees with RESPECT by Dr. Paul Marciano HRMA, Princeton December 10, 2012
  • 2. 1st day of work
  • 3. Consider . . .
  • 4. We have new employees at “Hello.”
  • 5. They come to us in a state of readiness to engage.
  • 6. What does employee engagement look like?
  • 7. Fully in the Game
  • 8. What would be the impact if everyonein your organization played full out?
  • 9. Robust Impact of Engagement Productivity & Performance Productivity & Performance Profitability Profitability Retention & Attendence Retention & Attendence Innovation Innovation Employee Trustworthiness Employee Trustworthiness Customer Satisfaction & Loyalty Customer Satisfaction & Loyalty Quality Quality Safety Compliance Safety Compliance Employee Satisfaction Employee Satisfaction Physical & Psychological Well-Being Physical & Psychological Well-Being
  • 10. Opportunistic 3 3 Disengaged Engaged 2 2 4 4 Actively Activelydisengaged engaged 1 1 5 5 Engagement Meter
  • 11. Hopes not to see it, will clean-up if personal benefit Walks past mess 3 3 Cleans-up what without thought he/she sees 2 2 4 4 Creates Helps clean-up,the mess fix & prevent 1 1 5 5 Engagement Meter
  • 12. Opportunistic 3 3 Disengaged Engaged 2 2 35% 4 4 15% 30% Actively Activelydisengaged engaged 1 1 5 5 5% 15% Engagement Meter
  • 13. Value to Organization Engagement Level ROIActively Engaged 120%Engaged 100%Opportunistic 80%Disengaged 60%Actively Disengaged 40%
  • 14. Sample Cost AnalysisStaff Size: 20Avg. Salary: $100,000Total Annual Investment: $2,000,000Cost of Disengagement: $540,000
  • 15. What happened?
  • 16. Work Ethic Fixed Fixable 11 22 33 44 55 Internal EnvironmentGot “it” or don’t Potential for “it”
  • 17. What does it take to create aculture that engages employees?
  • 18. Most people believe that . . .
  • 19. employee engagement and motivation are thesame . . . they are not.
  • 20. Traditional reward & recognition programs
  • 21. why programs fail
  • 22. Programs fail… …because they are programs
  • 23. Programs destroyteamwork
  • 24. Inconsistent & unfair administration
  • 25. Programs reduce… creativity and risk taking
  • 26. Programs have no impact on culture
  • 27. Reward programs… Reward programs… …reduce overall motivation …reduce overall motivation
  • 28. Don’t worry about how to motivate employees.
  • 29. It isn’t even the right question.
  • 30. The question is . . .
  • 31. . . . how do we engage our employees?
  • 32. respect
  • 33. ‫احترام گذاشتن؛ ارج نهادن•‬
  • 34. “ I’m not concerned with your liking or disliking me. All I ask is that you respect me as a ” human being. ~ Jackie Robinson
  • 35. Respect = PowerPower is the ability to influence others Power Respect
  • 36. Lose Respect ↓Lose Followers ↓ Lose Power
  • 37. “We get our power from the people we lead,not from our stars and our bars.” - J. Stanford
  • 38. the RESPECT™ model
  • 39. An actionable philosophy which guides and directs behavior
  • 40. Respect the Organization ORGANIZATION R IND IND ISO IVID IVID E RV UA UA RESPECTSUP LL W W OR OR AM AM K K TE TE
  • 41. Respect the Supervisor SUPERVISOR OR OR GA GA M NIZ NIZTEA AT ATI RESPECT ION ON IIN ND DII V VII RK RK DU DU OO AL W W AL
  • 42. ON ON I INND TII T DII V VII ZA ZA DU DU NII N AL AL GA GA OR OR R OR RESPECT ISO WO RVVIS RK PER PESUSU TEAM Respect Team Members
  • 43. O O R RG RG SOOR AN AN IIS IIZ RV RV Z A AT PE PE TII O ONSUSU N IND RESPECT M AM IVIDTEATE UAL WORK Respect the Work
  • 44. Feel Respected INDIVIDUAL ON A TI WO WO NIZ RK RK GA RESPECTOR R OR SO IIS TE TE AM AM RV RV PE PE SU SU
  • 45. the RESPECT™ drivers
  • 46. R ECOGNITION Thank You
  • 47. EMPOWERMENT
  • 48. SUPPORTIVE FEEDBACK
  • 49. PARTNERING
  • 50. EXPECTATIONS
  • 51. CONSIDERATION
  • 52. TRUST
  • 53. Where to start?
  • 54. “ ” Be the change you want to see in the world. -- Mahatma Gandhi