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Engaging the Disengaged

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Discusses why traditional reward and recognition programs reduce overall productivity and morale. Describes the RESPECT Model. Provides specific techniques to implement drivers.

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Engaging the Disengaged

  1. 1. Engaging the Disengaged by Dr. Paul Marciano New York City, NY June 12, 2012
  2. 2. My goal today . . . to have a conversation that makes adifference for you, your organization, your employees, and your customers
  3. 3. What is employee engagement?
  4. 4. 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.
  5. 5. In other words…
  6. 6. Fully in the Game
  7. 7. Levels of Engagement
  8. 8. Opportunistic 3 Disengaged Engaged 2 4 Actively Activelydisengaged engaged 1 5 Engagement Meter
  9. 9. 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
  10. 10. What percentage of your employees fit into each category?
  11. 11. Robust Impact of Engagement Productivity & Performance Profitability Turnover Absenteeism Employee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & Psychological Well-Being
  12. 12. What would be the impact if everyone in your organization played full out?
  13. 13. Most people believe that . . .
  14. 14. employee engagement and motivation are thesame . . . they are not
  15. 15. What do you see as the difference?
  16. 16. Motivated Engaged Self Organization Opportunistic CommittedShort-term View Long-term ViewExternal Focus Internal FocusNarrow Focus Big Picture Unstable Stable
  17. 17. Does anyone have an employee engagementprogram that is distinct from an employeemotivation program?
  18. 18. 1st day of work
  19. 19. Consider . . .
  20. 20. We have new employees at “Hello”
  21. 21. How do good employeesbecome bad employees?
  22. 22. Work Ethic Fixed Fixable 1 2 3 4 5 Internal EnvironmentGot “it” or don’t Potential for “it”
  23. 23. Our goal . . .
  24. 24. . . . is to create an environment thatallows employees to flourish.
  25. 25. How do we make that happen?
  26. 26. Realizing sustainable increases in employee engagement requiresimpacting the culture of the organization.
  27. 27. BehaviorsCulture & Attitudes
  28. 28. What doesn’t change culture is trying tomotivate employees with carrots & sticks.
  29. 29. 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
  30. 30. Traditional reward & recognition programs
  31. 31. why programs fail
  32. 32. Programs fail… …because they are programs
  33. 33. Programs reduce… creativity and risk taking
  34. 34. Programs have noimpact on culture
  35. 35. Reward programs… Reward programs… …reduce overall motivation …reduce overall motivation
  36. 36. Don’t worry about how to motivate employees.
  37. 37. It isn’t even the right question.
  38. 38. The question is . . .
  39. 39. how do we engage our employees?
  40. 40. What factors contribute to and distract from engagement?
  41. 41. menghormati уважение respecto respect respecterenrispetto Respekt
  42. 42. “ I’m not concerned with your liking or disliking me. All I ask is that you respect ” me as a human being. ~ Jackie Robinson
  43. 43. Respect = PowerPower is the ability to influence others Power Respect
  44. 44. RespectFollowers Power
  45. 45. the RESPECT™ model
  46. 46. An actionable philosophy which guides and directs behavior.
  47. 47. Respect the Organization ORGANIZATION RESPECT
  48. 48. Respect the Supervisor SUPERVISOR RESPECT
  49. 49. Respect Team Members TEAM RESPECT
  50. 50. Respect the Work WORK RESPECT
  51. 51. Feel Respected INDIVIDUALRESPECT
  52. 52. the RESPECT™ drivers
  53. 53. R ECOGNITION Thank You
  54. 54. EMPOWERMENT
  55. 55. SUPPORTIVE FEEDBACK
  56. 56. PARTNERING
  57. 57. EXPECTATIONS
  58. 58. CONSIDERATION
  59. 59. TRUST
  60. 60. BullyingWho has issues of bullying in their organization? Respect is antidote to bullying www.surveymonkey.com/s/RVKKFCJ
  61. 61. What can you do today to fosterRESPECT in your organization?
  62. 62. “ ” Be the change you want to see in the world. -- Mahatma Gandhi

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