This presentation reviews the difference between employee motivation and engagement, reasons why traditional reward and recognition programs fail, the relationship between employee engagement and organizational vitality, the Circle of Respect, and RESPECT Model by Dr. Paul Marciano. www.paulmarciano.com

1. Engaging Employees with RESPECT
by
Dr. Paul Marciano
HRMA, Princeton
December 10, 2012

2. 1st day of work

4. Consider . . .

5. We have new employees at “Hello.”

6. They come to us in a state of readiness to
engage.

7. What does employee engagement look like?

8. Fully in the Game

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

10. Robust Impact of Engagement
Productivity & Performance
Productivity & Performance
Profitability
Profitability
Retention & Attendence
Retention & Attendence
Innovation
Innovation
Employee Trustworthiness
Employee Trustworthiness
Customer Satisfaction & Loyalty
Customer Satisfaction & Loyalty
Quality
Quality
Safety Compliance
Safety Compliance
Employee Satisfaction
Employee Satisfaction
Physical & Psychological Well-Being
Physical & Psychological Well-Being

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

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

13. Opportunistic
3
3
Disengaged Engaged
2
2 35% 4
4
15% 30%
Actively Actively
disengaged engaged
1
1 5
5
5% 15%
Engagement Meter

14. Value to Organization
Engagement Level ROI
Actively Engaged 120%
Engaged 100%
Opportunistic 80%
Disengaged 60%
Actively Disengaged 40%

15. Sample Cost Analysis
Staff Size: 20
Avg. Salary: $100,000
Total Annual Investment: $2,000,000
Cost of Disengagement: $540,000

16. What happened?

17. Work Ethic
Fixed Fixable
11 22 33 44 55
Internal Environment
Got “it” or don’t Potential for “it”

20. What does it take to create a
culture that engages employees?

21. Most people believe that . . .

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

24. Traditional reward & recognition programs

27. why programs fail

28. Programs fail…
…because they are programs

29. Programs
destroy
teamwork

30. Inconsistent & unfair administration

31. Programs reduce…
creativity and risk taking

32. Programs have no
impact on culture

33. Reward programs…
Reward programs…
…reduce overall motivation
…reduce overall motivation

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

36. It isn’t even the right question.

37. The question is . . .

38. . . . how do we engage our employees?

39. respect

40. ‫احترام گذاشتن؛ ارج نهادن•‬

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

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

44. Lose Respect
↓
Lose Followers
↓
Lose Power

45. “We get our power from the people we lead,
not from our stars and our bars.”
- J. Stanford

47. the RESPECT™ model

48. An actionable philosophy which guides
and directs behavior

49. Respect the Organization
ORGANIZATION
R
IND
IND
ISO
IVID
IVID
E RV
UA
UA
RESPECT
SUP
LL
W
W
OR
OR
AM
AM K
K
TE
TE

50. Respect the Supervisor
SUPERVISOR
OR
OR
GA
GA
M
NIZ
NIZ
TEA
AT
ATI
RESPECT
ION
ON
IIN
ND
DII
V
VII
RK
RK DU
DU
OO AL
W
W AL

51. ON
ON I
INND
TII
T DII
V
VII
ZA
ZA DU
DU
NII
N AL
AL
GA
GA
OR
OR
R
OR
RESPECT
ISO
WO
RVVIS
RK
PER
PE
SU
SU
TEAM
Respect Team Members

52. O
O
R RG
RG
SOOR AN
AN
IIS IIZ
RV
RV Z A
AT
PE
PE TII
O
ON
SU
SU N
IND
RESPECT
M
AM
IVID
TEA
TE
UAL
WORK
Respect the Work

53. Feel Respected
INDIVIDUAL
ON
A TI
WO
WO
NIZ
RK
RK
GA
RESPECT
OR
R
OR
SO
IIS
TE
TE
AM
AM
RV
RV
PE
PE
SU
SU

54. the RESPECT™ drivers

55. R ECOGNITION
Thank
You

56. EMPOWERMENT

57. SUPPORTIVE FEEDBACK

58. PARTNERING

59. EXPECTATIONS

60. CONSIDERATION

61. TRUST

62. Where to start?

63. “ ”
Be the change you want to see in the world.
-- Mahatma Gandhi