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)
Leading with RESPECT: The Keys to Increasing Employee EngagementPaul Marciano
This presentation was held at Mercer County Community College in Hamilton, New Jersey on 4-20-11. The workshop was intended for HR professionals, supervisors, managers, and small business owners. Anyone who needs to influence, engage, and increase the productivity of others should attend. Specifically, participants learned:
• Why traditional reward and recognition programs fail
• The difference between engagement and motivation
• How increasing employee engagements adds directly to the bottom line
• How to measure employee engagement
• The RESPECT™ Model
• How to create a culture of RESPECT that will drive employee engagement and productivity
This presentation reviews the RESPECT Model, reasons why traditional reward and recognition programs decrease overall morale and productivity, and distinguishes motivation from engagement. For more information, visit my website at: www.PaulMarciano.com or email me directly at: Paul@PaulMarciano.com. Thanks for your interest.
How to motivate your staff and improve employee moraleDexcomm
How to Motivate Your Staff and Improve Employee Morale
Upon hire employees form perceptions about their new workplace. Negative perceptions can lead to disengagement very quickly and prompt new hires to look for another job within the first year of employment. Some studies show that turnover can cost up to 250% of an employee’s salary. That’s expensive!!!
At Dexcomm, we believe that engagement practices are vital in efforts to engage our staff and improve employee morale. One of the many challenges in today’s workplace is retaining top talent and keeping them engaged. We work hard to capitalize on our human capital because they are our greatest assets. We’d like to share some of what we’ve learned about engaging our employees and improving employee morale. We hope our tips can help you strengthen your team and capitalize on your greatest assets.
This eBook will provide:
•Five easy ways to help make a great first impression on your new hires
•Fun ideas for engaging your staff
•Ways to enhance your organization’s culture and improve employee morale
•Creative non-monetary benefits to attract and retain top talent
Leading with RESPECT: The Keys to Increasing Employee EngagementPaul Marciano
This presentation was held at Mercer County Community College in Hamilton, New Jersey on 4-20-11. The workshop was intended for HR professionals, supervisors, managers, and small business owners. Anyone who needs to influence, engage, and increase the productivity of others should attend. Specifically, participants learned:
• Why traditional reward and recognition programs fail
• The difference between engagement and motivation
• How increasing employee engagements adds directly to the bottom line
• How to measure employee engagement
• The RESPECT™ Model
• How to create a culture of RESPECT that will drive employee engagement and productivity
This presentation reviews the RESPECT Model, reasons why traditional reward and recognition programs decrease overall morale and productivity, and distinguishes motivation from engagement. For more information, visit my website at: www.PaulMarciano.com or email me directly at: Paul@PaulMarciano.com. Thanks for your interest.
How to motivate your staff and improve employee moraleDexcomm
How to Motivate Your Staff and Improve Employee Morale
Upon hire employees form perceptions about their new workplace. Negative perceptions can lead to disengagement very quickly and prompt new hires to look for another job within the first year of employment. Some studies show that turnover can cost up to 250% of an employee’s salary. That’s expensive!!!
At Dexcomm, we believe that engagement practices are vital in efforts to engage our staff and improve employee morale. One of the many challenges in today’s workplace is retaining top talent and keeping them engaged. We work hard to capitalize on our human capital because they are our greatest assets. We’d like to share some of what we’ve learned about engaging our employees and improving employee morale. We hope our tips can help you strengthen your team and capitalize on your greatest assets.
This eBook will provide:
•Five easy ways to help make a great first impression on your new hires
•Fun ideas for engaging your staff
•Ways to enhance your organization’s culture and improve employee morale
•Creative non-monetary benefits to attract and retain top talent
The Top Leadership Qualities Every Manager NeedsWhen I Work
Leadership is difficult to quantify, but there are some traits you should seek to emulate if you’re leading a team. And, if you’re hiring, you should look for these traits in your employees, whether they’ll be leading a team now, or have the potential to do one day.
What are good leadership qualities that will help you move through your organization with super speed? In this post, we profile seven leadership qualities that you absolutely need to cultivate.
Values Based Leadership - Creating a Culture of OwnershipJoe Tye
These are the slides used by Values Coach CEO Joe Tye in the webinar "Values-Based Leadership -Creating a Culture of Ownership" conducted for more than 3,000 participants that was sponsored by the ANA Leadership Institute.
The Covid-19 pandemic has affected everyone across the world and the way one used to live his life has been drastically altered. To adjust to the pandemic various strategies had to be adopted and the hybrid work culture is one such effective method to keep our professional life going without any interruptions. However, of late, employees are facing many challenges when working in this new environment. Go through the slide to know the ways to boost employee morale & motivation in this hybrid work culture.
Employee Engagement is the energy and passion employees have for what the organization is trying to achieve. In average organizations, 30% are engaged. In high performing organizations, 63% of their employees are engaged and working with energy and passion.
A presentationon the current state of employee engagement in the American workforce and techniques that can be used to improve your organization's performance.
Discusses why traditional reward and recognition programs reduce overall productivity and morale. Describes the RESPECT Model. Provides specific techniques to implement drivers.
The Top Leadership Qualities Every Manager NeedsWhen I Work
Leadership is difficult to quantify, but there are some traits you should seek to emulate if you’re leading a team. And, if you’re hiring, you should look for these traits in your employees, whether they’ll be leading a team now, or have the potential to do one day.
What are good leadership qualities that will help you move through your organization with super speed? In this post, we profile seven leadership qualities that you absolutely need to cultivate.
Values Based Leadership - Creating a Culture of OwnershipJoe Tye
These are the slides used by Values Coach CEO Joe Tye in the webinar "Values-Based Leadership -Creating a Culture of Ownership" conducted for more than 3,000 participants that was sponsored by the ANA Leadership Institute.
The Covid-19 pandemic has affected everyone across the world and the way one used to live his life has been drastically altered. To adjust to the pandemic various strategies had to be adopted and the hybrid work culture is one such effective method to keep our professional life going without any interruptions. However, of late, employees are facing many challenges when working in this new environment. Go through the slide to know the ways to boost employee morale & motivation in this hybrid work culture.
Employee Engagement is the energy and passion employees have for what the organization is trying to achieve. In average organizations, 30% are engaged. In high performing organizations, 63% of their employees are engaged and working with energy and passion.
A presentationon the current state of employee engagement in the American workforce and techniques that can be used to improve your organization's performance.
Discusses why traditional reward and recognition programs reduce overall productivity and morale. Describes the RESPECT Model. Provides specific techniques to implement drivers.
This is a scaled back less conservative version of my motivation and leadership PowerPoint presentation. The focus was taken off of data mining / statistics and geared towards positive influence. The presentation was far less formal compared to what I would have manufactured for a business presentation. Many of he slides are also condensed rather than detailed and drawn out to fit the allotted presentation time.
You probably had a tough time proving your worth as a true leader during the last appraisal interview. Or maybe you’re a focused professional who’s willing to brush up on the leadership management skills for a successful career graph ahead.
[Slideshare] Cracking the Remote Leadership Code - Workforce GroupWorkforce Group
The world of work has changed! Undoubtedly, Leadership now differs significantly from what was obtainable in the past. Today, some organisations' workforce comprises solely of a lens, a speaker, and a mic. While others opt for a fine mix of onsite, geographically dispersed workers and work rotation to leverage the advantages of working remotely.
These new work preferences mean that business leaders need to learn how to lead remote teams effectively. In addition, leaders need to equip themselves with the proven strategies, tips and resources that can help them build exceptional, productive and highly engaged remote teams.
While organisations and employees alike cannot downplay the benefits of working remotely, it has become essential to reskill business leaders and ensure that they can effectively drive these dispersed teams to deliver the desired business results.
Suppose you currently lead a fully remote or a hybrid team, or you simply expect to lead one in the future, then the insights from the slide will help you build successful remote teams, develop your remote workforce, minimise unclear expectations, create systems to boost productivity, adapt to challenges and ultimately achieve the desired business goals and objectives.
In this deck, you'll gain valuable tips and proven strategies to help you succeed as a remote leader.
You'll also learn:
The unique factor that differentiates remote teams
How to drive engagement among remote teams
The six (6) hands-on strategies you'll need to master for success
The most valued skill for remote leaders
How To Increase Your Culture of Employee EngagementMonster
Is it 5 o’clock yet? As a manager, that is probably not your favorite thing to hear around the office. Although employees show up on time and get their work done, many are counting down the hours, minutes and seconds until they can go home.
Wouldn’t it be great if employees enjoyed their job more? As a manager, there is only so much you can do to Engage an employee who has no interest in being Engaged. The real solution is for the employee to want to be more Engaged. When the responsibility for increasing Engagement is shared, outcomes are much more favorable for the employee and employer.
In this informative online session, participants will learn:
• The joint model of Engagement
• How an Engaged workforce affects business outcomes
• How to educate employees on Engagement
• Employee benefits of being Engaged
• Tips for employees to increase their own Engagement
• How managers can support employees in joint ownership of Engagement
Employees will go from watching the clock to wondering where the day went.
“People will have the greatest influence on productivity, excellence, and quality, but only if leaders can empower employees and give them more autonomy while maintaining effective accountability.”
~ The Coach: Creating Partnerships for a Competitive Edge
Perhaps you’ve heard the words employee engagement
in the past. You may have even had conversations about
engagement. If you are like most, engagement gets pushed out of your mind by other more immediate needs. This is the case for most organizational leaders. Engagement all by itself is not a problem we business leaders are actively trying to solve. Sure, it is important, but we are busy focusing on the more tangible challenges in our businesses.
A new way to think about engagement is to understand employee engagement’s role in the challenges your business is facing today.
While you may not be specifically focused on engagement. You are, however, spending most of your time and energy solving specific problems and improving your organization.
But here’s the thing...employee engagement has a dramatic effect on every business challenge we face.
Engaging Employees with RESPECT (Princeton HRMA 12-10-12)Paul Marciano
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
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
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Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
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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
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?
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
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
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 . . .
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
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
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
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
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?
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?
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?
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)
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
159.
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.
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
Editor's Notes
I’m going to do this by providing you with a gameplan and specific strategies that will allow you to win.
What will make this really effective is to put what we talk about onto your playing field. Consider what is going on in your organization and your life.
And, technology is not what is going to make you succeed
Bullying activates the sympathetic nervous system that release hormones that interfere with functioning of prefrontal cortex which is responsible for executive functioning, including:· problem solving· decision making· attention· consequences of behavior · working toward a defined goal· ability to suppress urges
Think about a boss whom you most respected. Did you gladly follow them?
Think about a boss whom you most respected. Did you gladly follow them?
Think about a boss whom you most respected. Did you gladly follow them?
Think about a boss whom you most respected. Did you gladly follow them?
Think about a boss whom you most respected. Did you gladly follow them?
Think about a boss whom you most respected. Did you gladly follow them?