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)

1. How Leaders Can Build a Sustainable Culture of
Engagement Using the RESPECT™ Model
HRnetGroup
Singapore
November 15, 2011
by
Dr. Paul Marciano

2. My goal today is to . . .
make a difference that makes a
difference for you, your organization,
your employees, and your customers

5. Increase the return on your human capital investment
SAMPLE
SAMPLE
by increasing the level of employee engagement

8. I ask that you
Listen for . . .

10. Introductory Exercise
Introduce yourself to others at your table:
• Name
• Company
• Position
• Take away today
• Hobby
5-10 minutes

11. Most people believe that . . .

12. employee engagement and motivation are
the same . . . they are not

14. Motivated Engaged
External Focus Internal Focus
Opportunistic Committed
Short-term View Long-term View
Self Organization
Narrow Focus Big Picture
Unstable Stable

15. Employee engagement is a psychological
construct which refers to an individual’s
commitment to one’s organization, work,
team, employer, and clients and which is
demonstrated behaviorally through high
levels of discretionary effort

16. In other words…

17. Tao Li

19. Fully in the Game

21. How can we achieve this level of performance and
productivity with our employees and gain a
competitive advantage?

22. Not with technology
Everyone has access to the same technology

23. The competitive advantage is your people

24. Achieving maximum engagement requires
that leaders at every level inspire employees to
behave in ways that further the mission and vision
of their organization

25. Discuss
Why are leaders and managers not better at
inspiring their employees and maximizing their
level of discretionary effort?
10 minutes

26. What would the impact be if everyone in your
organization played full out?

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

28. Nurse Engagement…
…Patient Satisfaction

29. How do we get to the land of engagement?

30. Consider . . .

31. We have new employees at ―Hello‖

33. my story

35. Discuss
Why do employees lose their enthusiasm?
10 minutes

36. Work Ethic
Fixed Fixable
1 2 3 4 5
Internal Environment
Got ―it‖ or don’t Potential for ―it‖

39. How do we create an environment that
allows our staff to flourish and give
maximum discretionary effort?

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

41. Behaviors
Culture &
Attitudes

42. What doesn’t change culture is trying to
motivate employees with carrots & sticks

43. 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

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

45. Maslow’s Hierarchy of Needs
Self-
Actualization
Esteem
Affiliation
Security
Physiological

46. Self-
Actualization

47. Expectancy-Value Theory
Motivation = E x V

48. Traditional reward & recognition programs

51. why programs fail

52. Programs fail…
…because they are programs

53. People stop trying after winner wins

54. 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

55. Rewards are not necessarily reinforcing

56. Inconsistent & unfair administration

57. Added stress for supervisors

58. Programs destroy teamwork

59. Programs focus…
…on the wrong dependent variable

60. Programs reduce…
creativity and risk taking

61. Extrinsic reinforcement…
reduces intrinsic motivation

62. Programs offer a weak reinforcement schedule

63. Gifts are gifts
not reinforcers

64. Employees feel manipulated

65. Programs have no impact on culture

66. Reward programs…
…reduce overall motivation

67. How do most top performers get rewarded?

68. And…

69. sticks don’t work

70. Chinese Proverb
Respect out of fear is never genuine
Reverence out of respect is never false

71. Resentment

72. Performance limited to minimum

73. Requires presence of threat

74. Fear activates the
sympathetic nervous
system that releases
hormones that interfere
with functioning of the
prefrontal cortex which
is responsible for
executive functioning.

75. So, when it comes to increasing the
productivity of your workforce . . .

76. Forget about motivation

77. The questions is . . .

78. how do we engage our employees?

79. Discuss
What factors contribute to
increasing employee engagement?
10 minutes

80. Factors that Increase Employee Engagement
Trust; feeling that my supervisor has my back
Knowing that what I do matters
Respect for my opinion and trust in my abilities
When I have freedom to determine how I achieve my goals
A supervisor who believes in me and wants me to excel
When I understand how and why the work matters
Having a supervisor who does not look over my shoulder
When I have the tools to do my job properly
Mutual and contagious respect among co-workers

81. Discuss
What factors contribute to a
decrease in employee engagement?
10 minutes

82. Factors that Decrease Employee Engagement
When my manager takes credit for my work
Lack of coaching, feedback, and support
Incompetent leaders whom people don’t respect
Lack of basic pleasantries such as “hello” or “thank you”
Seeing managers who are not actively engaged
When your boss never asks you for your input
Lack of appreciation or compliments for a job well done
Having to do work that does not appear to add value
Criticism that isn’t constructive

83. Engagement
Low High

84. Levels of Engagement

85. Opportunistic
3
Disengaged Engaged
2 4
Actively Actively
disengaged engaged
1 5
Engagement Meter

86. 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

87. Discuss
How would your employees be distributed and what
factors account for this distribution?
10 minutes

88. So . . .

89. How do we move the needle on employee
engagement and get our employees
fully in the game?

90. menghormati
уважение
respecto
Hormat
respecteren
rispetto Respekt

91. “ I’m not concerned
with your liking or
disliking me. All I
ask is that you
respect me as a
”
human being.
~ Jackie Robinson

92. How do we understand the critical role
of respect in society?

93. 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

94. Disrespected individuals are considered
less important and more expendable to
the tribe or clan

95. ―Dissed‖

96. Discuss
As business leaders, why care about respect?
10 minutes

97. Respect = Power
Power is the ability to influence others
Power
Respect

99. Lose respect  Lose power
 Lose followers

100. Discuss
How do business leaders earn/lose respect?
10 minutes

101. Respect  Employee Productivity

102. the RESPECT™ model

103. An actionable philosophy which guides
and directs behavior

104. Respect the Organization
ORGANIZATION
RESPECT

105. Respect the Supervisor
SUPERVISOR
RESPECT

106. Respect Team Members
TEAM
RESPECT

107. Respect the Work
WORK
RESPECT

108. Feel Respected
INDIVIDUAL
RESPECT

109. You cannot treat your staff with disrespect
and expect them to treat your patients with respect

110. the RESPECT™ drivers

111. R ECOGNITION
―A pat on the back is only a few vertebrae
removed from a kick in the pants, but is miles
ahead in results.‖
-- W. Wilcox
Thank
You

112. 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

113. 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

114. Are the employees in your organization
appropriately recognized and what can be
done to increase the frequency and
effectiveness of recognition?

115. EMPOWERMENT
―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

116. 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

117. 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

118. Are employees empowered
to do their best work
and what can be done to improve this?

119. SUPPORTIVE 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

120. 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

121. 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

122. Do your employee receive sufficient supportive
feedback and what can be done to increase
the frequency and quality of feedback?

123. PARTNERING
―In the past a leader was the boss. Today’s
leaders must be partners with their people‖
-- Ken Blanchard

124. 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

125. 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

126. Do people at different locations and in
different positions partner with one another
and how can this sense of partnership be
increased across the organization?

127. EXPECTATIONS
―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

128. 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!

129. 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

130. Are expectations clearly set and people
held accountable and how do you do a
better job of this in your organization?

131. CONSIDERATION
―People do not care how much you know until
they know how much you care.‖
-- John Maxwell

132. 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

133. 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

134. Do people show sufficient consideration
toward one another and how do you
foster this in your organization?

135. TRUST
―Leadership without mutual trust is a
contradiction in terms.‖
-- Warren Bennis

136. 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

137. 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

138. Is there a high level of trust
in your organization and what has
to happen to increase this level of trust?

139. How do we
measure
employee
engagement?

140. Symptom vs. Cause

144. 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

145. 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)

146. a new virtual world

147. with a new workforce

148. and new technology

149. Number of Mobile Workers by 2012
1 Billion

150. Work has shifted from a place you
go to something you do

151. Case Example: Best Buy
ROWE: Results-Only Work Environment

152. Discuss
Why are implications and challenges of fostering
engagement in the younger generation?
10 minutes

153. 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

154. 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

155. 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!)

156. 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

157. Virtual Team Technologies
1. Need technology that facilitates social interaction
and decreases the psychological distance
between employee and manager, and among
team members
2. The less training, the more intuitive the better
3. People want technology that fits the way they
think and how they live

158. 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

160. What Is Kudos?
Kudos is the simple & cost effective corporate
social network with a recognition engine at its
core. Kudos creates employee engagement by
enhancing communication, building connections
and supporting collaboration through recognition.

162. www.KudosNow.com
RESPECT

163. What can you do today to foster
RESPECT in your organization and
increase the ROI of your human capital?

164. “ ”
Be the change you want to see in the world.
-- Mahatma Gandhi