Chester County SHRM Respect Model Presentation 2-25-11
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Transcript of Chester County SHRM Respect Model Presentation 2-25-11
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© 2011 Whiteboard, LLC
Whiteboard, LLCMaximizing Human Capital
Increasing Employee Engagement by Fostering a Culture of RESPECT™
byDr. Paul Marciano
Chester County SHRMFebruary 25, 2011
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Work Ethic – Fixed or Fixable?
Fixed
Internal
Got it or don’t
Fixable
Environment
Potential for it
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mo·ti·va·tion (mō'tə-vā'shən) n.
Motivation requires a desire to act, an ability to act, and having an objective
(Ramlall, 2004)
Latin (movere): a drive which directs behavior toward a desired outcome
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What are we Motivating?
• Productivity• Efficiency• Initiative• Independent Thinking/Creativity• Personal Responsibility• Teamwork• Customer Service• ???
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Traditional Reward & Recognition Programs
PROGRAMS
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Published in The New Yorker 4/19/2010 by Farley Katz
"It's the only way I can get myself out of bed in the morning."
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#1: Programs Fail Because They Are Programs
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#4: Programs Focus on the Wrong Dependent Variable
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#10: Programs Are Cover-Ups for Ineffective Supervisors
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#13: Programs Reduce Creativity & Risk Taking
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#14: Extrinsic Reinforcement Reduces Intrinsic Motivation
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#20: Reward Programs Reduce Overall Motivation
Low Average High
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ENGAGEMENT
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$ Productivity & Performance (21% increase)$ Profitability (+28 cents vs. -11 cents EPS)$ Turnover (4x-9x)$ Absenteeism (2x)$ Employee Fraud$ Customer Satisfaction & Loyalty$ Quality Defects$ Safety Compliance$ Employee Satisfaction $ Physical & Psychological Well-Being
Robust Impact of Engagement
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• Old French (en + gage): to pledge, as in marriage; commitment, loyalty, dedication
en·gage·ment (ĕn-gāj'mənt) n.
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11
22
33
44
55
Actively Disengaged
Disengaged
Opportunistic
Engaged
Actively Engaged
Engagement Meter
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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 Behaviors
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Assessing Level of Engagement
Time passes quickly at work.
I do just enough to get by.
My mind often wanders while I am at work.
I am often bored at work.
I work just as hard for this organization as I would in my own business.
My current job keeps me challenged
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Realizing sustainable increases in employee engagement
requires influencing the culture.
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Self-Sustaining Culture
Culture Behavior
Leadership
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RESPECT™ Model
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What is the RESPECT Model?
An actionable philosophy which guides and directs behavior.
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Circle of RESPECT
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Respect the Organization
Organization
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Respect the Supervisor
Org
anizatio
n
Supervisor
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Respect Team Members
Organization
Su
perviso
r
Team
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Respect the WorkOrg
anizatio
n Supervisor
Team
Work
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Feel Respected
Org
aniz
atio
n
Supervisor
Team
Work
Individual
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RESPECT Meter
ORGANIZATION * SUPERVISOR * TEAM MEMBERS * WORK * INDIVIDUAL
LOW HIGH
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RESPECT Drivers
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• 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? “Squeaky wheel gets the grease”
recognition
RECOGNITION
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• Provides tools, training, information and resources to be successful, e.g., decision making authority, equipment, time, etc.
• Removes barriers to success
• Provides consistent vision and direction
• “What do you need from me to be successful?”
• Maintains “I know you can” attitude
empowerment
EMPOWERMENT
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• Delivers regular, constructive performance feedback in a positive and supportive manner
• Feedback should be timely, specific, behaviorally focused and future-oriented
• Forget “positive” & “negative” – all feedback should be supportive because supervisors care about the employee’s success
• Annual performance appraisal: Surprise!
supportive feedback
SUPPORTIVE FEEDBACK
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• 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
PARTNERING
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• 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
EXPECTATIONS
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• Fair & honest treatment of all employees
• Elicits employee comments and concerns
• Demonstrates thoughtfulness & caring
• Good Manners – “Please” & “Thank You”
• Sensitive to gender, age, ethnic & religious differences
• Keeps people in the information loop
• Follows-up in a timely manner; avoids leaving people in limbo
consideration
CONSIDERATION
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• Foundation for engaged workforce
• Avoids micro-managing
• “Walks the walk”
• Follows through on promises
• Owns up to mistakes
• Talks to you – not about you
• Increase communication & transparency
trust
TRUST
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Key Takeaways• Employee engagement is the single most important
predictor of organizational vitality
• Motivation ≠ Engagement
• Traditional reward & recognition programs are designed to motivate and largely ineffective
• Engagement is manifested behaviorally through increased discretionary effort
• Fostering a culture of engagement requires changing how behaviors are consequated
• When people are treated with RESPECT, they engage and when they are treated disrespectfully, they disengage.
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Questions & Comments
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WHITEBOARD, LLC
Maximizing Human Capital through Targeted Behavioral Solutions
Paul L. Marciano, [email protected]