Engaging Employees with RESPECT

by

Dr. Paul Marciano

HRMA, PrincetonDecember 10, 2012

1st day of work

Consider . . .

We have new employees at “Hello.”

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

What does employee engagement look like?

Fully in the Game

What would be the impact if everyonein your organization played full out?

Robust Impact of Engagement

Productivity & PerformanceProductivity & Performance

ProfitabilityProfitability

Retention & AttendenceRetention & Attendence

InnovationInnovation

Employee TrustworthinessEmployee Trustworthiness

Customer Satisfaction & LoyaltyCustomer Satisfaction & Loyalty

QualityQuality

Safety ComplianceSafety Compliance

Employee Satisfaction Employee Satisfaction

Physical & Psychological Well-BeingPhysical & Psychological Well-Being

Engagement Meter

11

22

33

44

55

Actively disengaged

Disengaged

Opportunistic

Engaged

Actively engaged

Engagement Meter

11

22

33

44

55

Createsthe 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

Engagement Meter

11

22

33

44

55

Actively disengaged

Disengaged

Opportunistic

Engaged

Actively engaged

5%

15%

35%

30%

15%

Value to Organization

Engagement Level ROI

Actively Engaged 120%

Engaged 100%

Opportunistic 80%

Disengaged 60%

Actively Disengaged 40%

Sample Cost Analysis

Staff Size: 20

Avg. Salary: $100,000

Total Annual Investment: $2,000,000

Cost of Disengagement: $540,000

What happened?

11

Internal Got “it” or

don’t

22 33

Environment Potential for

“it”

Work Ethic

44 55

FixableFixed

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

Most people believe that . . .

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

Traditional reward & recognition programs

why programs fail

Programs fail…

…because they are programs

Programs destroy

teamwork

Inconsistent & unfair administration

Programs reduce…

creativity and risk taking

Programs have no impact on culture

Reward programs…

…reduce overall motivation

Reward programs…

…reduce overall motivation

Don’t worry about how to motivate employees.

It isn’t even the right question.

The question is . . .

. . . how do we engage our employees?

respect

• نهادن ارج گذاشتن؛ احترام

I’m not concerned with your

liking or disliking me. All I ask

is that you respect me as a

human being.

~

Jackie Robinson

“

”

Respect = PowerPower is the ability to influence others

Pow

er

Respect

Lose Respect

↓Lose Followers

↓

Lose Power

“We get our power from the people we lead,

not from our stars and our bars.”

- J. Stanford

the RESPECT™ model

An actionable philosophy which guides and directs behavior

Respect the Organization

ORGANIZATIONORGANIZATION

RESPECTRESPECT

IND

IVID

UA

L

IND

IVID

UA

L

WORK

WORKTEAM

TEAM

SU

PE

RV

ISO

R

SU

PE

RV

ISO

R

Respect the Supervisor

SUPERVISORSUPERVISOR

RESPECTRESPECTO

RG

AN

IZA

TIO

N

OR

GA

NIZ

AT

ION

INDIVIDUAL

INDIVIDUALWORK

WORK

TE

AM

TE

AM

Respect Team Members

TEAMTEAM

RESPECTRESPECTS

UP

ER

VIS

OR

SU

PE

RV

ISO

RORGANIZATION

ORGANIZATIONINDIV

IDUAL

INDIV

IDUAL

WO

RK

WO

RK

Respect the Work

WORKWORK

RESPECTRESPECT

TE

AM

TE

AM

SUPERVISOR

SUPERVISORORGANIZ

ATION

ORGANIZATIO

NIN

DIV

IDU

AL

IND

IVID

UA

L

Feel Respected

INDIVIDUALINDIVIDUAL

RESPECTRESPECT

WO

RK

WO

RK

TEAMTEAM

SUPERVISOR

SUPERVISOR

OR

GA

NIZ

AT

ION

OR

GA

NIZ

AT

ION

the RESPECT™ drivers

R ECOGNITION

ThankYou

EMPOWERMENT

SUPPORTIVE FEEDBACK

PARTNERING

EXPECTATIONS

CONSIDERATION

TRUST

Where to start?

Be the change you want to see in the world.

-- Mahatma Gandhi

“ ”