Leading with RESPECT: The Keys to Increasing Employee Engagement

6,568 views

Published on

This presentation was held at Mercer County Community College in Hamilton, New Jersey on 4-20-11. The workshop was intended for HR professionals, supervisors, managers, and small business owners. Anyone who needs to influence, engage, and increase the productivity of others should attend. Specifically, participants learned:
• Why traditional reward and recognition programs fail
• The difference between engagement and motivation
• How increasing employee engagements adds directly to the bottom line
• How to measure employee engagement
• The RESPECT™ Model
• How to create a culture of RESPECT that will drive employee engagement and productivity

Published in: Business, Technology

Leading with RESPECT: The Keys to Increasing Employee Engagement

  1. 1. LEADING WITH<br />RESPECT<br />The Keys to Increasing Employee Engagement<br /> <br /> <br /> <br />Paul L. Marciano, Ph.D.<br />www.PaulMarciano.com<br />@drpaulmarciano on Twitter<br />paul@paulmarciano.com<br />
  2. 2. R-E-S-P-E-C-T<br />Joked<br />Sang<br />Preached<br />
  3. 3. Who teaches us about respect?Who do we learn to respect?What do we learn to respect?How do we show respect?<br />
  4. 4. Lorenzo Marcianoa.k.a.Grandpa<br />
  5. 5.
  6. 6.
  7. 7.
  8. 8. As business leaders, <br />why care about respect?<br />
  9. 9. Respect = PowerPower is the ability to influence others<br />Power<br />Respect<br />
  10. 10.
  11. 11. “<br />I’m not concerned with your liking or disliking me. All I askis that you respectme as a human being.<br />~ Jackie Robinson <br />”<br />
  12. 12. Respect : Employee Productivity<br />
  13. 13. First Day of New Job<br />
  14. 14.
  15. 15. My Story<br />
  16. 16. Work Ethic<br />Fixable?<br />Fixed<br />1<br />2<br />3<br />4<br />5<br /> Fixed<br /> Internal<br /> Got it or don’t<br /> Fixable<br /> Environment<br /> Potential for it<br />© 2011 Whiteboard, LLC<br />
  17. 17. We have new employees at “Hello”<br />
  18. 18.
  19. 19. What’s the difference between motivatedand engaged?<br />
  20. 20. “<br />It’s the only way I can get myself <br />out of bed in the morning. <br />”<br />Published in The New Yorker 4/19/2010 by Farley Katz <br />
  21. 21. Theories of Motivation<br />Maslow’s Hierarchy of Needs<br />McClelland’s Internal Needs Motivation<br />Self-Efficacy<br />Expectancy-Value Theory<br />Goal Setting Theory<br />Herzberg’s Two-Factor Theory<br />Equity Theory<br />Job Characteristics Model<br />Maslow’s Hierarchy of Needs<br />
  22. 22. Maslow’s Hierarchy of Needs<br />Self-Actualization<br />
  23. 23. What Do We Mean by Carrots and Sticks?<br />Using rewards and punishments to motivate behavior based on the principles of operant conditioning.<br />
  24. 24.
  25. 25.
  26. 26. Why Programs Fail<br />
  27. 27. Programs fail…<br />…because they are Programs<br />
  28. 28. Not all rewards…<br />…are rewarding<br />
  29. 29. Programs focus…<br />…on the wrong dependent variable<br />
  30. 30. Programs reduce…<br />…creativity and risk taking<br />
  31. 31. Extrinsic reinforcement…<br />…reduces intrinsic motivation<br />
  32. 32. Reward programs…<br />…reduce overall motivation <br />
  33. 33. How do most top performersget rewarded? <br />
  34. 34. And…<br />
  35. 35. sticks don’t work.<br />
  36. 36. Sticks don’t work.<br />
  37. 37. Sticks don’t work.<br />
  38. 38. Forget about motivation…<br />
  39. 39. Employee engagement is apsychological construct which refers to an individual’s commitment to one’s organization, job, team, supervisor and customers and which is demonstrated behaviorally through high levels of discretionary effort and focus. <br />
  40. 40. In other words…<br />
  41. 41. Fully in the Game<br />Brian Urlacher, Chicago Bears<br />
  42. 42. Robust Impact of Engagement<br />Productivity & Performance<br />Profitability<br />Turnover<br />Absenteeism<br />Employee Fraud<br />Customer Satisfaction & Loyalty<br />Quality Defects<br />Safety Compliance<br />Employee Satisfaction <br />Physical & Psychological Well-Being<br />
  43. 43.
  44. 44. Levels of Engagement<br />
  45. 45. OPPORTUNISTIC<br />3<br />DISENGAGED<br />ENGAGED<br />2<br />4<br />ACTIVELY DISENGAGED<br />ACTIVELY ENGAGED<br />1<br />5<br />Engagement Meter<br />
  46. 46. Hopes not to see it, <br />will clean-up if personal benefit<br />3<br />Walks past mess without thought<br />Cleans-up what he/she sees<br />2<br />4<br />Createsthe mess<br />Helps clean-up, fix & prevent<br />1<br />5<br />Engagement Meter<br />
  47. 47. How do we IncreaseEngagement?<br />(Hint . . .not through traditional programs)<br />
  48. 48. Realizing sustainable increases in employee engagement requires impacting the culture of the organization.<br />
  49. 49. Self-Sustaining Culture<br />Culture<br />Behavior<br />
  50. 50. the RESPECT™ model<br />
  51. 51. An actionable philosophy which guides and directs behavior. <br />
  52. 52. Respects the Organization<br />ORGANIZATION<br />INDIVIDUAL<br />SUPERVISOR<br />RESPECT<br />WORK<br />TEAM<br />
  53. 53. Respects the Supervisor<br />SUPERVISOR<br />ORGANIZATION<br />TEAM<br />RESPECT<br />INDIVIDUAL<br />WORK<br />
  54. 54. Respects Team Members<br />TEAM<br />SUPERVISOR<br />WORK<br />RESPECT<br />ORGANIZATION<br />INDIVIDUAL<br />
  55. 55. Respects the Work<br />WORK<br />TEAM<br />INDIVIDUAL<br />RESPECT<br />SUPERVISOR<br />ORGANIZATION<br />
  56. 56.
  57. 57. Feels Respected<br />INDIVIDUAL<br />WORK<br />ORGANIZATION<br />RESPECT<br />TEAM<br />SUPERVISOR<br />
  58. 58. the RESPECT™ drivers<br />
  59. 59. recognition<br />
  60. 60. RECOGNITION<br />Recognizes, acknowledges and shows appreciation for others’ efforts and contributions<br />Social reinforcement is the most powerful form of reinforcement: “Pat on the back”<br />Timely, sincere, specific: “Thank you for staying last night and helping John finish up the proposal”<br />What happens when we fail to recognize good performance?<br />Few problems like material rewards<br />Why so hard? Not wired to see what’s working<br />recognition<br />
  61. 61. empowerment<br />
  62. 62. EMPOWERMENT<br />Provides tools, training, time, information and resources to be successful<br />Removes barriers to success<br />Provides consistent vision and direction<br />“What do you need from me to be successful?”<br />Maintains “I know you can” attitude<br />Gives autonomy and decision making authority<br />empowerment<br />
  63. 63. supportive feedback<br />
  64. 64. SUPPORTIVE FEEDBACK<br />Delivers regular, constructive performance feedback in a positive and supportive manner<br />Feedback should be timely, specific, behaviorally focused and future-oriented<br />Forget “positive” and “negative” – all feedback should be supportive because supervisors care about their employees’ success<br />Annual performance appraisal: Surprise!<br />supportive feedback<br />
  65. 65. PARTNERING<br />Fosters collaborative working relationships at the individual, team, and organizational level <br />Builds bridges internally (team members, peers, departments) and externally (vendors, customers, unions, regulatory agencies)<br />“How can we accomplish this?”<br />“We are in this together – win or lose”<br />Seeks “win-win” solutions<br />partnering<br />
  66. 66. EXPECTATIONS<br />Sets clear & consistent expectations <br />Expectations are in alignment with other departmental and organizational initiatives<br />Goals are challenging<br />Goals are measurable<br />People are held accountable <br />You get what you accept<br />“Confused & Concerned”<br />expectations<br />
  67. 67. CONSIDERATION<br />Demonstrates thoughtfulness & caring<br />Good Manners – “Please” & “Thank You”<br />Being on time for meetings<br />Elicits employee comments and concerns<br />Sensitive to gender, age, ethnic and religious differences<br />Keeps people in the information loop<br />Follows-up in a timely manner; avoids leaving people in limbo<br />consideration<br />
  68. 68. TRUST<br />trust<br />
  69. 69. TRUST<br />Foundation for engaged workforce<br />Avoids micro-managing<br />“Walks the walk”<br />Follows through on promises<br />Owns up to mistakes<br />Fair, honest & consistent<br />Talks to you – not about you<br />trust<br />
  70. 70. How do we measure employee engagement?<br />
  71. 71. Symptom vs. Cause<br />
  72. 72. Typical Engagement Questions<br />I know what is expected of me at work<br />I have the resources I need to do my work right<br />My supervisor cares about me as a person<br />I was recently told that I was doing a good job<br />My opinions and ideas seem to count<br />My co-workers are committed to doing quality work<br />I am satisfied with my job<br />I have a friend at work<br />
  73. 73. Assessing the Symptoms of Engagement<br />Time passes quickly at work<br />I spend time outside of work thinking about how I could do my job better<br />I find my work rewarding<br />I take great interest in my work<br />At work, my mind wanders to things unrelated to my job (R)<br />I get bored at work (R)<br />I find it hard to focus on my work (R)<br />I do what I need to for my job but not much more (R)<br />
  74. 74. RESPECT<br />
  75. 75. Driving RESPECT Home<br />“Be the change you want to see in the world” -- Ghandi<br />Complete a RESPECT Assessment for yourself and your organization<br />Actively communicate and market the principles of RESPECT in your organization<br />Align RESPECT with current Mission, Vision & Values <br />Consequate behaviors consistent with or counter to principles of RESPECT<br />Conduct workshops to teach and reinforce behaviors consistent with RESPECT<br />
  76. 76. An invitation<br />
  77. 77. THANK YOU<br />Mercer County Community College<br />

×