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

1. LEADING WITH RESPECT The Keys to Increasing Employee Engagement Paul L. Marciano, Ph.D. www.PaulMarciano.com @drpaulmarciano on Twitter paul@paulmarciano.com

2. R-E-S-P-E-C-T Joked Sang Preached

3. Who teaches us about respect?Who do we learn to respect?What do we learn to respect?How do we show respect?

4. Lorenzo Marcianoa.k.a.Grandpa

8. As business leaders, why care about respect?

9. Respect = PowerPower is the ability to influence others Power Respect

11. “ I’m not concerned with your liking or disliking me. All I askis that you respectme as a human being. ~ Jackie Robinson ”

12. Respect : Employee Productivity

13. First Day of New Job

15. My Story

16. Work Ethic Fixable? Fixed 1 2 3 4 5 Fixed Internal Got it or don’t Fixable Environment Potential for it © 2011 Whiteboard, LLC

17. We have new employees at “Hello”

19. What’s the difference between motivatedand engaged?

20. “ 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

21. Theories of Motivation Maslow’s Hierarchy of Needs McClelland’s Internal Needs Motivation Self-Efficacy Expectancy-Value Theory Goal Setting Theory Herzberg’s Two-Factor Theory Equity Theory Job Characteristics Model Maslow’s Hierarchy of Needs

22. Maslow’s Hierarchy of Needs Self-Actualization

23. What Do We Mean by Carrots and Sticks? Using rewards and punishments to motivate behavior based on the principles of operant conditioning.

26. Why Programs Fail

27. Programs fail… …because they are Programs

28. Not all rewards… …are rewarding

29. Programs focus… …on the wrong dependent variable

30. Programs reduce… …creativity and risk taking

31. Extrinsic reinforcement… …reduces intrinsic motivation

32. Reward programs… …reduce overall motivation

33. How do most top performersget rewarded?

34. And…

35. sticks don’t work.

36. Sticks don’t work.

37. Sticks don’t work.

38. Forget about motivation…

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.

40. In other words…

41. Fully in the Game Brian Urlacher, Chicago Bears

42. Robust Impact of Engagement Productivity & Performance Profitability Turnover Absenteeism Employee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & Psychological Well-Being

44. Levels of Engagement

45. OPPORTUNISTIC 3 DISENGAGED ENGAGED 2 4 ACTIVELY DISENGAGED ACTIVELY ENGAGED 1 5 Engagement Meter

46. Hopes not to see it, will clean-up if personal benefit 3 Walks past mess without thought Cleans-up what he/she sees 2 4 Createsthe mess Helps clean-up, fix & prevent 1 5 Engagement Meter

47. How do we IncreaseEngagement? (Hint . . .not through traditional programs)

48. Realizing sustainable increases in employee engagement requires impacting the culture of the organization.

49. Self-Sustaining Culture Culture Behavior

50. the RESPECT™ model

51. An actionable philosophy which guides and directs behavior.

52. Respects the Organization ORGANIZATION INDIVIDUAL SUPERVISOR RESPECT WORK TEAM

53. Respects the Supervisor SUPERVISOR ORGANIZATION TEAM RESPECT INDIVIDUAL WORK

54. Respects Team Members TEAM SUPERVISOR WORK RESPECT ORGANIZATION INDIVIDUAL

55. Respects the Work WORK TEAM INDIVIDUAL RESPECT SUPERVISOR ORGANIZATION

57. Feels Respected INDIVIDUAL WORK ORGANIZATION RESPECT TEAM SUPERVISOR

58. the RESPECT™ drivers

59. recognition

60. RECOGNITION Recognizes, acknowledges and shows appreciation for others’ efforts and contributions Social reinforcement is the most powerful form of reinforcement: “Pat on the back” Timely, sincere, specific: “Thank you for staying last night and helping John finish up the proposal” What happens when we fail to recognize good performance? Few problems like material rewards Why so hard? Not wired to see what’s working recognition

61. empowerment

62. EMPOWERMENT Provides tools, training, time, information and resources to be successful Removes barriers to success Provides consistent vision and direction “What do you need from me to be successful?” Maintains “I know you can” attitude Gives autonomy and decision making authority empowerment

63. supportive feedback

64. SUPPORTIVE FEEDBACK Delivers regular, constructive performance feedback in a positive and supportive manner Feedback should be timely, specific, behaviorally focused and future-oriented Forget “positive” and “negative” – all feedback should be supportive because supervisors care about their employees’ success Annual performance appraisal: Surprise! supportive feedback

65. PARTNERING Fosters collaborative working relationships at the individual, team, and organizational level Builds bridges internally (team members, peers, departments) and externally (vendors, customers, unions, regulatory agencies) “How can we accomplish this?” “We are in this together – win or lose” Seeks “win-win” solutions partnering

66. EXPECTATIONS Sets clear & consistent expectations Expectations are in alignment with other departmental and organizational initiatives Goals are challenging Goals are measurable People are held accountable You get what you accept “Confused & Concerned” expectations

67. CONSIDERATION Demonstrates thoughtfulness & caring Good Manners – “Please” & “Thank You” Being on time for meetings Elicits employee comments and concerns Sensitive to gender, age, ethnic and religious differences Keeps people in the information loop Follows-up in a timely manner; avoids leaving people in limbo consideration

68. TRUST trust

69. TRUST Foundation for engaged workforce Avoids micro-managing “Walks the walk” Follows through on promises Owns up to mistakes Fair, honest & consistent Talks to you – not about you trust

70. How do we measure employee engagement?

71. Symptom vs. Cause

72. 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

73. 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 I find my work rewarding I take great interest in my work At work, my mind wanders to things unrelated to my job (R) I get bored at work (R) I find it hard to focus on my work (R) I do what I need to for my job but not much more (R)

74. RESPECT

75. Driving RESPECT Home “Be the change you want to see in the world” -- Ghandi Complete a RESPECT Assessment for yourself and your organization Actively communicate and market the principles of RESPECT in your organization Align RESPECT with current Mission, Vision & Values Consequate behaviors consistent with or counter to principles of RESPECT Conduct workshops to teach and reinforce behaviors consistent with RESPECT

76. An invitation

77. THANK YOU Mercer County Community College