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A comprehensive presentation on employee engagement based on Dr. Marciano's book "Carrots and Sticks Don't Work: Building a Culture of Engagement with the Principles of RESPECT." (McGraw-Hill, 2010)

A comprehensive presentation on employee engagement based on Dr. Marciano's book "Carrots and Sticks Don't Work: Building a Culture of Engagement with the Principles of RESPECT." (McGraw-Hill, 2010)

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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.
  • What will make this really effective is to put what we talk about onto your playing field. Consider what is going on in your organization and your life.
  • And, technology is not what is going to make you succeed
  • Bullying activates the sympathetic nervous system that release hormones that interfere with functioning of prefrontal cortex which is responsible for executive functioning, including:·         problem solving·         decision making·         attention·         consequences of behavior ·         working toward a defined goal·         ability to suppress urges
  • Think about a boss whom you most respected. Did you gladly follow them?
  • Think about a boss whom you most respected. Did you gladly follow them?
  • Think about a boss whom you most respected. Did you gladly follow them?
  • Think about a boss whom you most respected. Did you gladly follow them?
  • Think about a boss whom you most respected. Did you gladly follow them?
  • Think about a boss whom you most respected. Did you gladly follow them?


  • 1. How Leaders Can Build a Sustainable Culture of Engagement Using the RESPECT™ Model HRnetGroup Singapore November 15, 2011 by Dr. Paul Marciano
  • 2. My goal today is to . . . make a difference that makes adifference for you, your organization,your employees, and your customers
  • 3. Increase the return on your human capital investment SAMPLE SAMPLE by increasing the level of employee engagement
  • 4. I ask that youListen for . . .
  • 5. Introductory ExerciseIntroduce yourself to others at your table: • Name • Company • Position • Take away today • Hobby 5-10 minutes
  • 6. Most people believe that . . .
  • 7. employee engagement and motivation arethe same . . . they are not
  • 8. Motivated EngagedExternal Focus Internal Focus Opportunistic CommittedShort-term View Long-term View Self OrganizationNarrow Focus Big Picture Unstable Stable
  • 9. 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
  • 10. In other words…
  • 11. Tao Li
  • 12. Fully in the Game
  • 13. How can we achieve this level of performance and productivity with our employees and gain a competitive advantage?
  • 14. Not with technologyEveryone has access to the same technology
  • 15. The competitive advantage is your people
  • 16. Achieving maximum engagement requires that leaders at every level inspire employees tobehave in ways that further the mission and vision of their organization
  • 17. Discuss Why are leaders and managers not better atinspiring their employees and maximizing their level of discretionary effort? 10 minutes
  • 18. What would the impact be if everyone in your organization played full out?
  • 19. Robust Impact of Engagement Productivity & Performance Profitability Turnover Absenteeism Employee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & Psychological Well-Being
  • 20. Nurse Engagement… …Patient Satisfaction
  • 21. How do we get to the land of engagement?
  • 22. Consider . . .
  • 23. We have new employees at ―Hello‖
  • 24. my story
  • 25. DiscussWhy do employees lose their enthusiasm? 10 minutes
  • 26. Work Ethic Fixed Fixable 1 2 3 4 5 Internal EnvironmentGot ―it‖ or don’t Potential for ―it‖
  • 27. How do we create an environment that allows our staff to flourish and give maximum discretionary effort?
  • 28. Realizing sustainable increases in employee engagement requiresimpacting the culture of the organization
  • 29. BehaviorsCulture & Attitudes
  • 30. What doesn’t change culture is trying tomotivate employees with carrots & sticks
  • 31. 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
  • 32. Theories of Motivation Maslow’s Hierarchy of NeedsMcClelland’s Internal Needs Motivation Self-Efficacy Goal Setting Theory Herzberg’s Two-Factor Theory Equity Theory Job Characteristics Model Expectancy-Value Theory
  • 33. Maslow’s Hierarchy of Needs Self- Actualization Esteem Affiliation Security Physiological
  • 34. Self-Actualization
  • 35. Expectancy-Value Theory Motivation = E x V
  • 36. Traditional reward & recognition programs
  • 37. why programs fail
  • 38. Programs fail……because they are programs
  • 39. People stop trying after winner wins
  • 40. Goals can limit performance―I never have a goal that involves number of wins—never.It would just tend to limit our potential.‖ -- Mike Krzyzewski
  • 41. Rewards are not necessarily reinforcing
  • 42. Inconsistent & unfair administration
  • 43. Added stress for supervisors
  • 44. Programs destroy teamwork
  • 45. Programs focus……on the wrong dependent variable
  • 46. Programs reduce…creativity and risk taking
  • 47. Extrinsic reinforcement…reduces intrinsic motivation
  • 48. Programs offer a weak reinforcement schedule
  • 49. Gifts are giftsnot reinforcers
  • 50. Employees feel manipulated
  • 51. Programs have no impact on culture
  • 52. Reward programs……reduce overall motivation
  • 53. How do most top performers get rewarded?
  • 54. And…
  • 55. sticks don’t work
  • 56. Chinese Proverb Respect out of fear is never genuineReverence out of respect is never false
  • 57. Resentment
  • 58. Performance limited to minimum
  • 59. Requires presence of threat
  • 60. Fear activates the sympathetic nervous system that releaseshormones that interferewith functioning of theprefrontal cortex which is responsible forexecutive functioning.
  • 61. So, when it comes to increasing theproductivity of your workforce . . .
  • 62. Forget about motivation
  • 63. The questions is . . .
  • 64. how do we engage our employees?
  • 65. Discuss What factors contribute toincreasing employee engagement? 10 minutes
  • 66. Factors that Increase Employee EngagementTrust; feeling that my supervisor has my backKnowing that what I do mattersRespect for my opinion and trust in my abilitiesWhen I have freedom to determine how I achieve my goalsA supervisor who believes in me and wants me to excelWhen I understand how and why the work mattersHaving a supervisor who does not look over my shoulderWhen I have the tools to do my job properlyMutual and contagious respect among co-workers
  • 67. Discuss What factors contribute to adecrease in employee engagement? 10 minutes
  • 68. Factors that Decrease Employee EngagementWhen my manager takes credit for my workLack of coaching, feedback, and supportIncompetent leaders whom people don’t respectLack of basic pleasantries such as “hello” or “thank you”Seeing managers who are not actively engagedWhen your boss never asks you for your inputLack of appreciation or compliments for a job well doneHaving to do work that does not appear to add valueCriticism that isn’t constructive
  • 69. EngagementLow High
  • 70. Levels of Engagement
  • 71. Opportunistic 3 Disengaged Engaged 2 4 Actively Activelydisengaged engaged 1 5 Engagement Meter
  • 72. 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
  • 73. DiscussHow would your employees be distributed and what factors account for this distribution? 10 minutes
  • 74. So . . .
  • 75. How do we move the needle on employee engagement and get our employees fully in the game?
  • 76. menghormati уважение respecto Hormat respecterenrispetto Respekt
  • 77. “ I’m not concerned with your liking or disliking me. All I ask is that you respect me as a ” human being. ~ Jackie Robinson
  • 78. How do we understand the critical role of respect in society?
  • 79. From an evolutionary perspective respect is associated with strength and protection Being respected keeps you as part of the―in group.‖ Those members of the tribe who are respected survive
  • 80. Disrespected individuals are consideredless important and more expendable to the tribe or clan
  • 81. ―Dissed‖
  • 82. DiscussAs business leaders, why care about respect? 10 minutes
  • 83. Respect = PowerPower is the ability to influence others Power Respect
  • 84. Lose respect  Lose power  Lose followers
  • 85. DiscussHow do business leaders earn/lose respect? 10 minutes
  • 86. Respect  Employee Productivity
  • 87. the RESPECT™ model
  • 88. An actionable philosophy which guides and directs behavior
  • 89. Respect the Organization ORGANIZATION RESPECT
  • 90. Respect the Supervisor SUPERVISOR RESPECT
  • 91. Respect Team Members TEAM RESPECT
  • 92. Respect the Work WORK RESPECT
  • 93. Feel Respected INDIVIDUALRESPECT
  • 94. You cannot treat your staff with disrespectand expect them to treat your patients with respect
  • 95. the RESPECT™ drivers
  • 96. R ECOGNITION―A pat on the back is only a few vertebraeremoved from a kick in the pants, but is milesahead in results.‖ -- W. Wilcox Thank You
  • 97. Turnkey Solutions & Best Practices Recognition• Send a handwritten ―thank you‖ note home• Spread the word; inform higher ups• Create a wall of great ideas• Hold work up as an example• Increase decision making & autonomy• Create more opportunities• Document performance in personnel file
  • 98. Recognition Assessment• Employees are appropriately recognized and acknowledged for their contributions• My supervisor lets me know that he appreciates me and my work• My supervisor regularly gives ―pats on the back‖ to deserving team members• It doesn’t matter how hard you work, no one seems to notice or care
  • 99. Are the employees in your organizationappropriately recognized and what can be done to increase the frequency and effectiveness of recognition?
  • 100. EMPOWERMENT―The most vital task of the leader is to motivate,inspire, empower and encourage the teamsprimary resource -- the unlimited, creativehuman potential to find better ways.‖ -- Dr. Lewis LosoncyIf he works for you, you work for him.- Japanese proverb
  • 101. Turnkey Solutions & Best Practices Empowerment• Create powerful on-boarding and new hire training programs; set employees up for success• Ask employees how you can reduce barriers and help them do their jobs better• Increase level of cross-training or at least shadowing• Increase flow of communication, e.g., hold monthly lunches and invite a leader or team member from another department to share updates• Increase level of autonomy and decision making• Create learning opportunities through delegation
  • 102. Empowerment Assessment• I have the resources I need to be successful in my job• I have received sufficient training to do my job well• My supervisor provides me with opportunities to learn and grow• If I had more training, I could be more effective at my job
  • 103. Are employees empowered to do their best workand what can be done to improve this?
  • 104. SUPPORTIVE FEEDBACK―No one enjoys addressing others deficienciesbut failure to do so sends the message thatpeople are on track when they really arent.And that may be the greatest disservice aleader can do to someone else.‖ -- Eric Harvey
  • 105. Turnkey Solutions & Best Practices Supportive Feedback• Focus on behavior and impact of behavior not attitude• Schedule time on the calendar for regular feedback• Utilize ―coaching moments‖ – quick feedback• Add role-play to supplement verbal comments• Keep feedback future focused• Be selective and focused in your feedback; prioritize• Serve as a role model and ask employees to provide you with feedback
  • 106. Supportive Feedback Assessment• I am given ongoing feedback about my performance• My supervisor gives me straightforward, honest feedback• When my supervisor gives me corrective feedback, he/she does so in a constructive and supportive manner• My supervisor rarely tells me how I am doing
  • 107. Do your employee receive sufficient supportive feedback and what can be done to increase the frequency and quality of feedback?
  • 108. PARTNERING―In the past a leader was the boss. Today’sleaders must be partners with their people‖ -- Ken Blanchard
  • 109. Turnkey Solutions & Best Practices Partnering• Conduct an internal service assessment• Develop a mentoring program• Create an employee council to provide feedback and have input on organizational decisions – especially those relevant to their jobs and benefits• Increase communication through town hall meetings, weekly newsletters, and a company blog• Institute a profit sharing or stock option program• Eliminate differences in benefits and perks, e.g., parking spaces, healthcare, and company cars
  • 110. Partnering Assessment• My supervisor treats me more like a partner than a subordinate• My supervisor really encourages teamwork• My supervisors jumps in and helps out team members when they need it• My supervisor encourages team members to compete with one another rather than collaborate with one another
  • 111. Do people at different locations and indifferent positions partner with one another and how can this sense of partnership be increased across the organization?
  • 112. EXPECTATIONS ―Set your expectations high; find men and women whose integrity and values yourespect; get their agreement on a course of action; and give them your ultimate trust.‖ -- John Akers
  • 113. Turnkey Solutions & Best Practices Expectations• Give job candidates the ―real deal‖• Set clear, consistent and challenging goals• ―What gets measured gets done‖; track progress• Document expectations to ensure common understanding and to hold others accountable• Put checkpoints in place; especially early• Hold a ―compare expectations‖ exercise• Consequate behavior early; ―Confused & ―Concerned‖• Hold people accountable!
  • 114. Expectations Assessment• My performance goals and objectives are clearly defined• I know precisely what is expected of me in my job• My boss holds me accountable for meeting my performance goals• Sometimes I wonder what is expected of me
  • 115. Are expectations clearly set and people held accountable and how do you do a better job of this in your organization?
  • 116. CONSIDERATION―People do not care how much you know until they know how much you care.‖ -- John Maxwell
  • 117. Turnkey Solutions & Best Practices Consideration• Know your employees, e.g., hobbies, interest, family• Be on time & follow-up promptly• Celebrate accomplishments & special days• Regularly ask employees for their opinions & ideas• Create flexibility in schedule• Keep people in the information loop; ask if they would like to be copied on emails or join meetings• Give people your full attention during meetings
  • 118. Consideration Assessment• My supervisor really cares about me as a person• My supervisor is understanding when employees have personal difficulties• My supervisor is a considerate person• My supervisor cares only about himself/herself
  • 119. Do people show sufficient consideration toward one another and how do you foster this in your organization?
  • 120. TRUST―Leadership without mutual trust is a contradiction in terms.‖ -- Warren Bennis
  • 121. Turnkey Solutions & Best Practices Trust• Avoid micro-managing• Keep your promises• Own up to mistakes• Talk to people not about them• Be honest and direct• Give credit where credit is due• Increase autonomy• ―Walk the talk‖; don’t say one thing and do another
  • 122. Trust Assessment• My supervisor is honest and trustworthy• My supervisor trusts me to make good decisions• I trust my supervisor to do right by me• I feel like my supervisor is always looking over my shoulder and doesn’t trust me to do a good job
  • 123. Is there a high level of trust in your organization and what hasto happen to increase this level of trust?
  • 124. How do we measure employeeengagement?
  • 125. Symptom vs. Cause
  • 126. Typical Engagement Questions• I know what is expected of me at work• I have the resources I need to do my work right• My supervisor cares about me as a person• I was recently told that I was doing a good job• My opinions and ideas seem to count• My co-workers are committed to doing quality work• I am satisfied with my job• I have a friend at work
  • 127. Assessing the Symptoms of Engagement• Time passes quickly at work• I spend time outside of work thinking about how I could do my job better• Sometimes I get so into my work that I lose track of time• I work just as hard for this organization as I would work for myself• I am energized by the work that I do• My mind wanders to things unrelated to my job (R)• I do just enough to get by in my job (R)• If I wanted, I could put more effort into my job (R)
  • 128. a new virtual world
  • 129. with a new workforce
  • 130. and new technology
  • 131. Number of Mobile Workers by 2012 1 Billion
  • 132. Work has shifted from a place you go to something you do
  • 133. Case Example: Best BuyROWE: Results-Only Work Environment
  • 134. DiscussWhy are implications and challenges of fostering engagement in the younger generation? 10 minutes
  • 135. Benefits of Mobile Workforce• Recruit best talent worldwide• 24/7 Operation – virtual work relay• Reduced overhead & travel costs for organization• Reduced absenteeism• Reduced costs for employee• More TIME!• Increased flexibility• Increased productivity & efficiency• Increased employee satisfaction• Better customer service – locate near customers• Improved work/life balance
  • 136. Challenges/Potential Costs of Virtual Teams• Increased demands on manager• Cultural differences• Time zones• Decreased opportunity to build personal relationships• Investment in technology & skills training• Potential decrease in communication & increase in miscommunication (loss of visual cues)• Increased potential for conflict• Takes longer to build trust• Less knowledge of what others are doing• Decreased accountability especially on cross-functional teams• Us vs. Them (cliques, especially with home office)• Distractions
  • 137. Effective Virtual Team Leaders• Communicate, Communicate, Communicate• Establish a sense of purpose for team• Build, merge & manage culture• Build relationships; foster collaboration & connectedness• Establish roles & responsibilities• Set clear goals & expectations; prioritize• Monitor progress & share with team• Hold people accountable• Provide ongoing recognition• Respond quickly to needs of team members• Deal effectively with conflict situations• Focus on outcomes/objectives not process• 24/7 (Requiring little sleep helps!)
  • 138. Effective Virtual Team Members• Expert communicator• Virtual social skills to foster collaboration & connectedness• Self-directed & self–motivated• Structured & organized• Tolerance for ambiguity• Flexible/Adaptable• Culturally sensitive• Adept/Penchant for technology & social media• Qualities of introvert & extrovert• Straight shooter• Highly responsive• Focused on delivering results & meeting objectives
  • 139. Virtual Team Technologies1. Need technology that facilitates social interaction and decreases the psychological distance between employee and manager, and among team members2. The less training, the more intuitive the better3. People want technology that fits the way they think and how they live
  • 140. Virtual Team Technologies• Email & Instant Messaging (SMS)• Cisco’s Telepresence & HP’s Halo• Web based bulletin board; virtual Whiteboard• Web-ex; Go-to-meeting• Social Media – Twitter, Facebook• Google Docs• Wiki’s• Ning• Second Life• Kudos
  • 141. What Is Kudos?Kudos is the simple & cost effective corporatesocial network with a recognition engine at itscore. Kudos creates employee engagement byenhancing communication, building connectionsand supporting collaboration through recognition.
  • 142. RESPECT
  • 143. What can you do today to foster RESPECT in your organization andincrease the ROI of your human capital?
  • 144. “ ” Be the change you want to see in the world. -- Mahatma Gandhi