Chester County SHRM Respect Model Presentation 2-25-11
The document discusses increasing employee engagement by fostering a culture of respect. It introduces the RESPECT model, which stands for recognizing contributions, empowering employees, providing supportive feedback, partnering collaboratively, setting clear expectations, considering employees fairly, and building trust. The model provides actions organizations and managers can take in each area to engage employees and make them feel respected. These include acknowledging good work, giving employees resources to succeed, delivering constructive feedback, seeking win-win solutions, setting measurable goals, treating all employees fairly, and increasing transparency. Fostering this culture of respect through the RESPECT model behaviors can significantly increase employee engagement.
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Chester County SHRM Respect Model Presentation 2-25-11
- 1. Increasing Employee Engagement by Fostering a Culture of RESPECT ™ by Dr. Paul Marciano Chester County SHRM February 25, 2011 Whiteboard, LLC Maximizing Human Capital
- 2. Work Ethic – Fixed or Fixable? Fixed Internal Got it or don’t Fixable Environment Potential for it
- 6. Published in The New Yorker 4/19/2010 by Farley Katz "It's the only way I can get myself out of bed in the morning."
- 7. #1: Programs Fail Because They Are Programs
- 8. #4: Programs Focus on the Wrong Dependent Variable
- 9. #10: Programs Are Cover-Ups for Ineffective Supervisors
- 10. #13: Programs Reduce Creativity & Risk Taking
- 11. #14: Extrinsic Reinforcement Reduces Intrinsic Motivation
- 12. #20: Reward Programs Reduce Overall Motivation Low Average High
- 13. ENGAGEMENT
- 16. Engagement Meter 1 2 3 4 5 Actively Disengaged Disengaged Opportunistic Engaged Actively Engaged
- 17. 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
- 19. Realizing sustainable increases in employee engagement requires influencing the culture.
- 20. Self-Sustaining Culture Culture Behavior Leadership
- 21. RESPECT ™ Model
- 22. What is the RESPECT Model? An actionable philosophy which guides and directs behavior.
- 24. Respect the Organization Organization
- 25. Respect the Supervisor Organization Supervisor
- 26. Respect Team Members Organization Supervisor Team
- 27. Respect the Work Organization Supervisor Team Work
- 28. Feel Respected Organization Supervisor Team Work Individual
- 29. RESPECT Meter R E S P E C T ORGANIZATION * SUPERVISOR * TEAM MEMBERS * WORK * INDIVIDUAL LOW HIGH
- 30. RESPECT Drivers
- 40. WHITEBOARD, LLC Maximizing Human Capital through Targeted Behavioral Solutions Paul L. Marciano, Ph.D. 908.268.7272 [email_address] www.paulmarciano.com
Editor's Notes
- If we don’t know what we’re trying to motivate employees toward, then how can we put programs/interventions move them toward it? Yet, rarely does anyone even ask that question – all I hear is “We want more motivated employees!”
- Caution Will Rogers
- Ellen Langer at Harvard and Chixamiyha at Chicago – ‘withitness”
- If a diamond is a girl’s best friend, then engaged employee’s are a companies greatest asset
- Environmentalist Animal Rights Activist Pacifist