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
Leading with RESPECT: The Keys to Increasing Employee Engagement
1. LEADING WITH RESPECT The Keys to Increasing Employee Engagement Paul L. Marciano, Ph.D. www.PaulMarciano.com @drpaulmarciano on Twitter paul@paulmarciano.com
20. “ 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
21. Theories of Motivation Maslow’s Hierarchy of Needs McClelland’s Internal Needs Motivation Self-Efficacy Expectancy-Value Theory Goal Setting Theory Herzberg’s Two-Factor Theory Equity Theory Job Characteristics Model Maslow’s Hierarchy of Needs
39. Employee engagement is apsychological construct which refers to an individual’s commitment to one’s organization, job, team, supervisor and customers and which is demonstrated behaviorally through high levels of discretionary effort and focus.
46. Hopes not to see it, will clean-up if personal benefit 3 Walks past mess without thought Cleans-up what he/she sees 2 4 Createsthe mess Helps clean-up, fix & prevent 1 5 Engagement Meter
47. How do we IncreaseEngagement? (Hint . . .not through traditional programs)
60. RECOGNITION Recognizes, acknowledges and shows appreciation for others’ efforts and contributions Social reinforcement is the most powerful form of reinforcement: “Pat on the back” Timely, sincere, specific: “Thank you for staying last night and helping John finish up the proposal” What happens when we fail to recognize good performance? Few problems like material rewards Why so hard? Not wired to see what’s working recognition
62. EMPOWERMENT Provides tools, training, time, information and resources to be successful Removes barriers to success Provides consistent vision and direction “What do you need from me to be successful?” Maintains “I know you can” attitude Gives autonomy and decision making authority empowerment
64. SUPPORTIVE FEEDBACK Delivers regular, constructive performance feedback in a positive and supportive manner Feedback should be timely, specific, behaviorally focused and future-oriented Forget “positive” and “negative” – all feedback should be supportive because supervisors care about their employees’ success Annual performance appraisal: Surprise! supportive feedback
65. PARTNERING Fosters collaborative working relationships at the individual, team, and organizational level Builds bridges internally (team members, peers, departments) and externally (vendors, customers, unions, regulatory agencies) “How can we accomplish this?” “We are in this together – win or lose” Seeks “win-win” solutions partnering
66. EXPECTATIONS Sets clear & consistent expectations Expectations are in alignment with other departmental and organizational initiatives Goals are challenging Goals are measurable People are held accountable You get what you accept “Confused & Concerned” expectations
67. CONSIDERATION Demonstrates thoughtfulness & caring Good Manners – “Please” & “Thank You” Being on time for meetings Elicits employee comments and concerns Sensitive to gender, age, ethnic and religious differences Keeps people in the information loop Follows-up in a timely manner; avoids leaving people in limbo consideration
69. TRUST Foundation for engaged workforce Avoids micro-managing “Walks the walk” Follows through on promises Owns up to mistakes Fair, honest & consistent Talks to you – not about you trust
72. 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
73. 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 I find my work rewarding I take great interest in my work At work, my mind wanders to things unrelated to my job (R) I get bored at work (R) I find it hard to focus on my work (R) I do what I need to for my job but not much more (R)
75. Driving RESPECT Home “Be the change you want to see in the world” -- Ghandi Complete a RESPECT Assessment for yourself and your organization Actively communicate and market the principles of RESPECT in your organization Align RESPECT with current Mission, Vision & Values Consequate behaviors consistent with or counter to principles of RESPECT Conduct workshops to teach and reinforce behaviors consistent with RESPECT