Engaging Employees with RESPECT (Princeton HRMA 12-10-12)
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Engaging Employees with RESPECT
by
Dr. Paul Marciano
HRMA, PrincetonDecember 10, 2012
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1st day of work
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Consider . . .
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We have new employees at “Hello.”
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They come to us in a state of readiness to engage.
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What does employee engagement look like?
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Fully in the Game
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What would be the impact if everyonein your organization played full out?
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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
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Engagement Meter
11
22
33
44
55
Actively disengaged
Disengaged
Opportunistic
Engaged
Actively engaged
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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
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Engagement Meter
11
22
33
44
55
Actively disengaged
Disengaged
Opportunistic
Engaged
Actively engaged
5%
15%
35%
30%
15%
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Value to Organization
Engagement Level ROI
Actively Engaged 120%
Engaged 100%
Opportunistic 80%
Disengaged 60%
Actively Disengaged 40%
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Sample Cost Analysis
Staff Size: 20
Avg. Salary: $100,000
Total Annual Investment: $2,000,000
Cost of Disengagement: $540,000
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What happened?
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11
Internal Got “it” or
don’t
22 33
Environment Potential for
“it”
Work Ethic
44 55
FixableFixed
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What does it take to create a culture that engages employees?
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Most people believe that . . .
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employee engagement and motivation are the same . . . they are not.
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Traditional reward & recognition programs
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why programs fail
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Programs fail…
…because they are programs
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Programs destroy
teamwork
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Inconsistent & unfair administration
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Programs reduce…
creativity and risk taking
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Programs have no impact on culture
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Reward programs…
…reduce overall motivation
Reward programs…
…reduce overall motivation
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Don’t worry about how to motivate employees.
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It isn’t even the right question.
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The question is . . .
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. . . how do we engage our employees?
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respect
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• نهادن ارج گذاشتن؛ احترام
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I’m not concerned with your
liking or disliking me. All I ask
is that you respect me as a
human being.
~
Jackie Robinson
“
”
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Respect = PowerPower is the ability to influence others
Pow
er
Respect
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Lose Respect
↓Lose Followers
↓
Lose Power
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“We get our power from the people we lead,
not from our stars and our bars.”
- J. Stanford
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the RESPECT™ model
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An actionable philosophy which guides and directs behavior
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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
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Respect the Supervisor
SUPERVISORSUPERVISOR
RESPECTRESPECTO
RG
AN
IZA
TIO
N
OR
GA
NIZ
AT
ION
INDIVIDUAL
INDIVIDUALWORK
WORK
TE
AM
TE
AM
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Respect Team Members
TEAMTEAM
RESPECTRESPECTS
UP
ER
VIS
OR
SU
PE
RV
ISO
RORGANIZATION
ORGANIZATIONINDIV
IDUAL
INDIV
IDUAL
WO
RK
WO
RK
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Respect the Work
WORKWORK
RESPECTRESPECT
TE
AM
TE
AM
SUPERVISOR
SUPERVISORORGANIZ
ATION
ORGANIZATIO
NIN
DIV
IDU
AL
IND
IVID
UA
L
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Feel Respected
INDIVIDUALINDIVIDUAL
RESPECTRESPECT
WO
RK
WO
RK
TEAMTEAM
SUPERVISOR
SUPERVISOR
OR
GA
NIZ
AT
ION
OR
GA
NIZ
AT
ION
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the RESPECT™ drivers
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R ECOGNITION
ThankYou
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EMPOWERMENT
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SUPPORTIVE FEEDBACK
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PARTNERING
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EXPECTATIONS
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CONSIDERATION
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TRUST
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Where to start?
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Be the change you want to see in the world.
-- Mahatma Gandhi
“ ”
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