Singapore 11 15-11


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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)

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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?
  • Singapore 11 15-11

    1. 1. How Leaders Can Build a Sustainable Culture of Engagement Using the RESPECT™ Model HRnetGroup Singapore November 15, 2011 by Dr. Paul Marciano
    2. 2. My goal today is to . . . make a difference that makes adifference for you, your organization,your employees, and your customers
    3. 3. Increase the return on your human capital investment SAMPLE SAMPLE by increasing the level of employee engagement
    4. 4. I ask that youListen for . . .
    5. 5. Introductory ExerciseIntroduce yourself to others at your table: • Name • Company • Position • Take away today • Hobby 5-10 minutes
    6. 6. Most people believe that . . .
    7. 7. employee engagement and motivation arethe same . . . they are not
    8. 8. Motivated EngagedExternal Focus Internal Focus Opportunistic CommittedShort-term View Long-term View Self OrganizationNarrow Focus Big Picture Unstable Stable
    9. 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. 10. In other words…
    11. 11. Tao Li
    12. 12. Fully in the Game
    13. 13. How can we achieve this level of performance and productivity with our employees and gain a competitive advantage?
    14. 14. Not with technologyEveryone has access to the same technology
    15. 15. The competitive advantage is your people
    16. 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. 17. Discuss Why are leaders and managers not better atinspiring their employees and maximizing their level of discretionary effort? 10 minutes
    18. 18. What would the impact be if everyone in your organization played full out?
    19. 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. 20. Nurse Engagement… …Patient Satisfaction
    21. 21. How do we get to the land of engagement?
    22. 22. Consider . . .
    23. 23. We have new employees at ―Hello‖
    24. 24. my story
    25. 25. DiscussWhy do employees lose their enthusiasm? 10 minutes
    26. 26. Work Ethic Fixed Fixable 1 2 3 4 5 Internal EnvironmentGot ―it‖ or don’t Potential for ―it‖
    27. 27. How do we create an environment that allows our staff to flourish and give maximum discretionary effort?
    28. 28. Realizing sustainable increases in employee engagement requiresimpacting the culture of the organization
    29. 29. BehaviorsCulture & Attitudes
    30. 30. What doesn’t change culture is trying tomotivate employees with carrots & sticks
    31. 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. 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. 33. Maslow’s Hierarchy of Needs Self- Actualization Esteem Affiliation Security Physiological
    34. 34. Self-Actualization
    35. 35. Expectancy-Value Theory Motivation = E x V
    36. 36. Traditional reward & recognition programs
    37. 37. why programs fail
    38. 38. Programs fail……because they are programs
    39. 39. People stop trying after winner wins
    40. 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. 41. Rewards are not necessarily reinforcing
    42. 42. Inconsistent & unfair administration
    43. 43. Added stress for supervisors
    44. 44. Programs destroy teamwork
    45. 45. Programs focus……on the wrong dependent variable
    46. 46. Programs reduce…creativity and risk taking
    47. 47. Extrinsic reinforcement…reduces intrinsic motivation
    48. 48. Programs offer a weak reinforcement schedule
    49. 49. Gifts are giftsnot reinforcers
    50. 50. Employees feel manipulated
    51. 51. Programs have no impact on culture
    52. 52. Reward programs……reduce overall motivation
    53. 53. How do most top performers get rewarded?
    54. 54. And…
    55. 55. sticks don’t work
    56. 56. Chinese Proverb Respect out of fear is never genuineReverence out of respect is never false
    57. 57. Resentment
    58. 58. Performance limited to minimum
    59. 59. Requires presence of threat
    60. 60. Fear activates the sympathetic nervous system that releaseshormones that interferewith functioning of theprefrontal cortex which is responsible forexecutive functioning.
    61. 61. So, when it comes to increasing theproductivity of your workforce . . .
    62. 62. Forget about motivation
    63. 63. The questions is . . .
    64. 64. how do we engage our employees?
    65. 65. Discuss What factors contribute toincreasing employee engagement? 10 minutes
    66. 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. 67. Discuss What factors contribute to adecrease in employee engagement? 10 minutes
    68. 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. 69. EngagementLow High
    70. 70. Levels of Engagement
    71. 71. Opportunistic 3 Disengaged Engaged 2 4 Actively Activelydisengaged engaged 1 5 Engagement Meter
    72. 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. 73. DiscussHow would your employees be distributed and what factors account for this distribution? 10 minutes
    74. 74. So . . .
    75. 75. How do we move the needle on employee engagement and get our employees fully in the game?
    76. 76. menghormati уважение respecto Hormat respecterenrispetto Respekt
    77. 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. 78. How do we understand the critical role of respect in society?
    79. 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. 80. Disrespected individuals are consideredless important and more expendable to the tribe or clan
    81. 81. ―Dissed‖
    82. 82. DiscussAs business leaders, why care about respect? 10 minutes
    83. 83. Respect = PowerPower is the ability to influence others Power Respect
    84. 84. Lose respect  Lose power  Lose followers
    85. 85. DiscussHow do business leaders earn/lose respect? 10 minutes
    86. 86. Respect  Employee Productivity
    87. 87. the RESPECT™ model
    88. 88. An actionable philosophy which guides and directs behavior
    89. 89. Respect the Organization ORGANIZATION RESPECT
    90. 90. Respect the Supervisor SUPERVISOR RESPECT
    91. 91. Respect Team Members TEAM RESPECT
    92. 92. Respect the Work WORK RESPECT
    93. 93. Feel Respected INDIVIDUALRESPECT
    94. 94. You cannot treat your staff with disrespectand expect them to treat your patients with respect
    95. 95. the RESPECT™ drivers
    96. 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. 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. 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. 99. Are the employees in your organizationappropriately recognized and what can be done to increase the frequency and effectiveness of recognition?
    100. 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. 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. 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. 103. Are employees empowered to do their best workand what can be done to improve this?
    104. 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. 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. 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. 107. Do your employee receive sufficient supportive feedback and what can be done to increase the frequency and quality of feedback?
    108. 108. PARTNERING―In the past a leader was the boss. Today’sleaders must be partners with their people‖ -- Ken Blanchard
    109. 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. 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. 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. 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. 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. 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. 115. Are expectations clearly set and people held accountable and how do you do a better job of this in your organization?
    116. 116. CONSIDERATION―People do not care how much you know until they know how much you care.‖ -- John Maxwell
    117. 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. 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. 119. Do people show sufficient consideration toward one another and how do you foster this in your organization?
    120. 120. TRUST―Leadership without mutual trust is a contradiction in terms.‖ -- Warren Bennis
    121. 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. 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. 123. Is there a high level of trust in your organization and what hasto happen to increase this level of trust?
    124. 124. How do we measure employeeengagement?
    125. 125. Symptom vs. Cause
    126. 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. 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. 128. a new virtual world
    129. 129. with a new workforce
    130. 130. and new technology
    131. 131. Number of Mobile Workers by 2012 1 Billion
    132. 132. Work has shifted from a place you go to something you do
    133. 133. Case Example: Best BuyROWE: Results-Only Work Environment
    134. 134. DiscussWhy are implications and challenges of fostering engagement in the younger generation? 10 minutes
    135. 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. 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. 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. 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. 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. 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. 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. 142. RESPECT
    143. 143. What can you do today to foster RESPECT in your organization andincrease the ROI of your human capital?
    144. 144. “ ” Be the change you want to see in the world. -- Mahatma Gandhi
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