This document discusses how to increase an organization's human capital return on investment by engaging employees. It defines the difference between motivation and engagement, noting that engaged employees are more committed, focused on the big picture, and less opportunistic than motivated employees. Research shows engaged employees lead to increased productivity, profitability, lower turnover and absenteeism, better customer satisfaction and quality. The document presents a model for creating an engaged workforce based on respect, with drivers like recognition, empowerment, supportive feedback, partnering, expectations and consideration. It encourages the reader to think about how to bring respect to their own organization.

1. Increasing your Human Capital ROI by Paul L. Marciano, Ph.D. Capital Networking Group Princeton, NJ December 30, 2010 Whiteboard, LLC Maximizing Human Capital

2. en·tre·pre·neur A person who organizes and manages any enterprise, especially a business, usually with considerable initiative and risk.

6. What Do We Dream About? Employees who care as much about our business as we do

8. Motivation vs. Engagement

9. mo·ti·va·tion (mō'tə-vā'shən) n. Motivation requires a desire to act, an ability to act, and having an objective (Ramlall, 2004) Latin ( movere ): a drive which directs behavior toward a desired outcome

10. Old French ( en + gage ): to pledge, as in marriage; commitment, loyalty, dedication en·gage·ment (ĕn-gāj'mənt) n.

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

12. Productivity & Performance (21% increase) Profitability (+28 cents vs. -11 cents EPS) Turnover (4x-9x) Absenteeism (2x) Employee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & Psychological Well-Being Engagement Research

13. Levels of Engagement

14. Engagement Meter 1 2 3 4 5 Actively Disengaged Disengaged Opportunistic Engaged Actively Engaged

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

16. What creates an engaged workforce?

17. RESPECT

18. RESPECT Model

19. Respect the Organization Organization

20. Respect the Supervisor Organization Supervisor

21. Respect Team Members Organization Supervisor Team

22. Respect the Work Organization Supervisor Team Work

23. Feel Respected Organization Supervisor Team Work Individual

24. RESPECT Drivers Leader & Organizational Culture

25. R ecognition E mpowerment S upportive feedback P artnering E xpectations C onsideration T rust RESPECT Drivers

26. What can you do to bring RESPECT to your organization?

27. WHITEBOARD, LLC Maximizing Human Capital through Targeted Behavioral Solutions Paul L. Marciano, Ph.D. 908.268.7272 [email_address] www.paulmarciano.com