Employee Engagement and Retention with Dr. Paul Marciano

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Learn how to better engage and retain good employees.

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  • Dr.Paul's groundbreaking work on employee engagement is a classic boon for organisations. As an HR professional who has executed the model and saw the dividends, I would vouch RESPECT Model would be a bedrock for people management. Thanks a million, Dr.Paul. And let your tribe proliferate.
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  • I think this is a great presentation. Is there any way you could send it to me for a project I am currently working on? My email is jerrymac@cox.net. Thank you.
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  • Ultimately, partnering can only occur among equals. “Keeping employees well informed will keep them well-engaged”
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  • Employee Engagement and Retention with Dr. Paul Marciano

    1. 1. Engaging Employees with RESPECT Rypple Webinar July 12, 2011 by   Paul L. Marciano, Ph.D. Email : Paul@PaulMarciano.com for presentation
    2. 2. Your people are your greatest asset Are you maximizing their talents ?
    3. 5. Why care about RESPECT ?
    4. 6. Respect = Power Power is the ability to influence others Power Respect
    5. 8. Respect  Employee Productivity
    6. 9. First day of new job
    7. 11. We have new employees at “Hello”
    8. 12. 1 Internal Got “it” or don’t 2 3 Environment Potential for “it” Work Ethic 4 5 Flexible Fixed
    9. 15. We focus too much on programs to motivate employees and not enough on culture that sustains them.
    10. 16. Published in The New Yorker 4/19/2010 by Farley Katz It’s the only way I can get myself out of bed in the morning. “ ”
    11. 17. What Do We Mean by Carrots and Sticks? Using rewards and punishments to motivate behavior based on the principles of operant conditioning
    12. 20. Why Programs Fail
    13. 21. Programs fail… … because they are programs
    14. 22. Rewards are not necessarily reinforcing
    15. 23. 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
    16. 24. Inconsistent & unfair administration
    17. 25. Programs foster cheating and destroy teamwork
    18. 26. Programs reduce … … creativity and risk taking
    19. 27. Extrinsic reinforcement… … reduces intrinsic motivation
    20. 28. Programs have no impact on culture
    21. 29. Reward programs … … reduce overall motivation
    22. 30. How do most top performers get rewarded?
    23. 31. And…
    24. 32. sticks don’t work
    25. 34. Forget about motivation…
    26. 36. <ul><li>Employee engagement is a psycho logical construct which refers to an individual’s commitment to one’s organization, work, team, employer, and patients and which is demonstrated behaviorally through high levels of discretionary effort </li></ul>
    27. 37. In other words…
    28. 38. Fully in the Game
    29. 39. Robust Impact of Engagement Productivity & Performance Profitability Turnover Absenteeism Employee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & Psychological Well-Being
    30. 40. motivated and engaged ? What is the difference between
    31. 41. Motivated Engaged External Focus Internal Focus Opportunistic Committed Short-term View Long-term View Self Organization Narrow Focus Big Picture Unstable Stable
    32. 42. Levels of Engagement
    33. 43. Engagement Meter 1 2 3 4 5 Actively disengaged Disengaged Opportunistic Engaged Actively engaged
    34. 44. 1 2 3 4 5 Creates the problem Ignores the problem Hopes not to see problem; will help if personal benefit Willingly helps when asked Proactive; fix & prevent Engagement Meter
    35. 45. How do we engage employees?
    36. 46. Not with programs
    37. 47. Realizing sustainable increases in employee engagement requires impacting the culture of your organization
    38. 48. Culture Behavior
    39. 49. the RESPECT™ model
    40. 50. An actionable philosophy which guides and directs behavior
    41. 51. Respects the Organization ORGANIZATION RESPECT INDIVIDUAL WORK TEAM SUPERVISOR
    42. 52. Respects the Supervisor SUPERVISOR RESPECT ORGANIZATION INDIVIDUAL WORK TEAM
    43. 53. Respects Team Members TEAM RESPECT SUPERVISOR ORGANIZATION INDIVIDUAL WORK
    44. 54. Respects the Work WORK RESPECT TEAM SUPERVISOR ORGANIZATION INDIVIDUAL
    45. 55. Feels Respected INDIVIDUAL RESPECT WORK TEAM SUPERVISOR ORGANIZATION
    46. 56. Posada felt disrespected about being bumped to the ninth spot in the lineup. He then told Girardi he couldn’t play … “ ” Yankees vs. Boston, 5-14-11; Boston wins 6-0
    47. 57. the RESPECT™ drivers
    48. 58. R ECOGNITION <ul><li>“ A pat on the back is only a few vertebrae removed from a kick in the pants, but is miles ahead in results.” </li></ul><ul><li> -- W. Wilcox </li></ul>Thank You
    49. 59. Turnkey Solutions & Best Practices Recognition <ul><li>Send a handwritten “thank you” note home </li></ul><ul><li>Spread the word; inform higher ups </li></ul><ul><li>Hold work up as an example </li></ul><ul><li>Increase decision making & autonomy </li></ul><ul><li>Create more opportunities </li></ul><ul><li>Document performance in personnel file </li></ul>
    50. 60. E MPOWERMENT “ The most vital task of the leader is to motivate, inspire, empower and encourage the team's primary resource -- the unlimited, creative human potential to find better ways.” -- Dr. Lewis Losoncy If he works for you, you work for him. - Japanese proverb
    51. 61. Turnkey Solutions & Best Practices Empowerment <ul><li>Create powerful on-boarding and new hire training programs; set employees up for success </li></ul><ul><li>Ask employees how you can reduce barriers and help them do their jobs better </li></ul><ul><li>Increase level of cross-training or at least shadowing </li></ul><ul><li>Increase flow of communication, e.g., hold monthly lunches and invite a leader or team member from another department to share updates </li></ul><ul><li>Create learning opportunities through delegation </li></ul>
    52. 62. S UPPORTIVE FEEDBACK “ No one enjoys addressing others' deficiencies but failure to do so sends the message that people are on track when they really aren't. And that may be the greatest disservice a leader can do to someone else.” -- Eric Harvey
    53. 63. Turnkey Solutions & Best Practices Supportive Feedback <ul><li>Focus on behavior and impact of behavior not attitude </li></ul><ul><li>Utilize “coaching moments” – quick feedback </li></ul><ul><li>Add role-play to supplement verbal comments </li></ul><ul><li>Schedule time on the calendar for regular feedback </li></ul><ul><li>Be selective and focused in your feedback; prioritize </li></ul><ul><li>Serve as a role model and ask employees to provide you with feedback </li></ul>
    54. 64. P ARTNERING “ In the past a leader was the boss. Today’s leaders must be partners with their people” -- Ken Blanchard
    55. 65. Turnkey Solutions & Best Practices Partnering <ul><li>Conduct an internal service audit </li></ul><ul><li>Develop a mentoring program </li></ul><ul><li>Create an employee council to provide feedback and have input on organizational decisions – especially those relevant to their jobs and benefits </li></ul><ul><li>Increase communication through town hall meetings, weekly newsletters, and a company blog </li></ul><ul><li>Eliminate differences in benefits and perks, e.g., parking spaces, healthcare, and company cars </li></ul>
    56. 66. E XPECTATIONS “ Set your expectations high; find men and women whose integrity and values you respect ; get their agreement on a course of action; and give them your ultimate trust .” -- John Akers
    57. 67. Turnkey Solutions & Best Practices Expectations <ul><li>Give job candidates the “real deal” </li></ul><ul><li>Set clear, consistent and challenging goals </li></ul><ul><li>Document expectations to ensure common understanding and to hold others accountable </li></ul><ul><li>Put checkpoints in place; especially early </li></ul><ul><li>Hold a “compare expectations” exercise </li></ul><ul><li>Consequate behavior early; “Confused & “Concerned” </li></ul><ul><li>Hold people accountable! </li></ul>
    58. 68. C ONSIDERATION “ People do not care how much you know until they know how much you care .” -- John Maxwell
    59. 69. Turnkey Solutions & Best Practices Consideration <ul><li>Know your employees, e.g., hobbies, interest, family </li></ul><ul><li>Be on time & follow-up promptly </li></ul><ul><li>Regularly ask employees for their opinions & ideas </li></ul><ul><li>Create flexibility in schedule </li></ul><ul><li>Keep people in the information loop; ask if they would like to be copied on emails or join meetings </li></ul><ul><li>Give people your full attention during meetings </li></ul>
    60. 70. T RUST <ul><li>“ Leadership without mutual trust is a contradiction in terms.” </li></ul>-- Warren Bennis
    61. 71. Turnkey Solutions & Best Practices Trust <ul><li>Avoid micro-managing </li></ul><ul><li>Keep your promises </li></ul><ul><li>Own up to mistakes </li></ul><ul><li>Talk to people not about them </li></ul><ul><li>Be honest and direct </li></ul><ul><li>Increase autonomy </li></ul><ul><li>“ Walk the talk”; don’t say one thing and do another </li></ul>
    62. 72. <ul><li>Engagement in . . . </li></ul>
    63. 73. <ul><li>a new virtual world </li></ul>
    64. 74. <ul><li>with a new workforce </li></ul>
    65. 75. <ul><li>and new technology </li></ul>
    66. 76. Technologies for a Virtual Workforce <ul><li>Need technology that facilitates social interaction and decreases psychological distance among employees, managers and team members </li></ul><ul><li>The less training, the more intuitive the better </li></ul><ul><li>People want technology that fits the way they think and how they live </li></ul>
    67. 78. <ul><li>An engaging social performance platform with email integration that enables users to . . . </li></ul><ul><li>Make performance reviews lightweight and effective </li></ul><ul><li>Provide continuous feedback (anonymous option) </li></ul><ul><li>Set, manage & track goals (internal Wiki) </li></ul><ul><li>Give Thanks/recognition tailored to company culture </li></ul><ul><li>Schedule and document 1:1’s </li></ul><ul><li>Identify impact of team members’ accomplishments </li></ul><ul><li>Develop a “reputation” & personal brand </li></ul><ul><li>Serve as a repository of feedback & communication </li></ul><ul><li>Increase organizational transparency </li></ul><ul><li>Foster collaboration & personal relationships </li></ul>What is Rypple ?
    68. 79. Hold bi-weekly 1:1s with your key people What do they want to talk about? Add shared priorities Give specific feedback on their priorities Visit their connection page How can you help them achieve their goals?
    69. 80. Just got out of a meeting. Had specific feedback to send Debra Frost Customer Success Program #action: Setup review meeting #note : Debra, great presentation on the Ambassador program. Lets talk about how to scale the program, and link it to what Marketing’s doing. To: Subject: [email_address] Cc: Integrated with email
    70. 81. Openness & Transparency : Keep in loop Who can I recognize for doing great work? What are people committing to? Can I give helpful feedback? What are the key goals? Send an update on what’s going on
    71. 85. <ul><li>“ Be the change you want to see in the world” -- Ghandi </li></ul><ul><li>Conduct an employee engagement and RESPECT assessment for your leaders and organization </li></ul><ul><li>Align RESPECT with current Mission, Vision & Values </li></ul><ul><li>Conduct workshops to teach and reinforce behaviors consistent with RESPECT </li></ul><ul><li>Consequate behaviors consistent with or counter to principles of RESPECT </li></ul>Road to Engaging Employees with RESPECT
    72. 86. Questions & Discussion
    73. 87. Thank You

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