The document summarizes a presentation by Dr. Paul Marciano on employee engagement. The presentation discusses defining employee engagement, different levels of engagement from actively disengaged to actively engaged, and the impact that engagement has on organizational outcomes like productivity, profitability, and customer satisfaction. It also discusses how engagement differs from motivation and the importance of company culture in impacting engagement. The presentation advocates for an approach focused on respect within the organization to foster employee engagement rather than traditional reward and recognition programs.

1. Engaging the Disengaged
by
Dr. Paul Marciano
New York City, NY
June 12, 2012

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

3. What is employee engagement?

4. 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.

5. In other words…

6. Fully in the Game

7. Levels of Engagement

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

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. What percentage of your employees
fit into each category?

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

13. Most people believe that . . .

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

15. What do you see as the difference?

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

18. Does anyone have an employee engagement
program that is distinct from an employee
motivation program?

19. 1st day of work

21. Consider . . .

22. We have new employees at “Hello”

23. How do good employees
become bad employees?

24. Work Ethic
Fixed Fixable
1 2 3 4 5
Internal Environment
Got “it” or don’t Potential for “it”

27. Our goal . . .

28. . . . is to create an environment that
allows employees to flourish.

29. How do we make that happen?

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

31. Behaviors
Culture &
Attitudes

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

33. 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

34. Traditional reward & recognition programs

37. why programs fail

38. Programs fail…
…because they are programs

39. Programs reduce…
creativity and risk taking

40. Programs have no
impact on culture

41. Reward programs…
Reward programs…
…reduce overall motivation
…reduce overall motivation

43. Don’t worry about how to motivate employees.

44. It isn’t even the right question.

45. The question is . . .

46. how do we engage our employees?

47. What factors contribute to and
distract from engagement?

48. menghormati
уважение
respecto
respect
respecteren
rispetto Respekt

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

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

52. Respect
Followers
Power

53. the RESPECT™ model

54. An actionable philosophy which guides
and directs behavior.

55. Respect the Organization
ORGANIZATION
RESPECT

56. Respect the Supervisor
SUPERVISOR
RESPECT

57. Respect Team Members
TEAM
RESPECT

58. Respect the Work
WORK
RESPECT

59. Feel Respected
INDIVIDUAL
RESPECT

60. the RESPECT™ drivers

61. R ECOGNITION
Thank
You

62. EMPOWERMENT

63. SUPPORTIVE FEEDBACK

64. PARTNERING

65. EXPECTATIONS

66. CONSIDERATION

67. TRUST

68. Bullying
Who has issues of bullying in their organization?
Respect is antidote to bullying
www.surveymonkey.com/s/RVKKFCJ

69. What can you do today to foster
RESPECT in your organization?

70. “ ”
Be the change you want to see in the world.
-- Mahatma Gandhi