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
“ ”
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