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Chester County SHRM Respect Model Presentation 2-25-11

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Paul Marciano
Paul Marciano

The document discusses increasing employee engagement by fostering a culture of respect. It introduces the RESPECT model, which stands for recognizing contributions, empowering employees, providing supportive feedback, partnering collaboratively, setting clear expectations, considering employees fairly, and building trust. The model provides actions organizations and managers can take in each area to engage employees and make them feel respected. These include acknowledging good work, giving employees resources to succeed, delivering constructive feedback, seeking win-win solutions, setting measurable goals, treating all employees fairly, and increasing transparency. Fostering this culture of respect through the RESPECT model behaviors can significantly increase employee engagement.

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Increasing Employee Engagement by Fostering a Culture of RESPECT ™ by Dr. Paul Marciano Chester County SHRM February 25, 2011 Whiteboard, LLC Maximizing Human Capital
Work Ethic – Fixed or Fixable?      Fixed Internal Got it or don’t Fixable Environment Potential for it
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
What are we Motivating? Productivity Efficiency Initiative Independent Thinking/Creativity Personal Responsibility Teamwork Customer Service ???
Traditional Reward & Recognition Programs PROGRAMS
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."
#1: Programs Fail Because They Are Programs
#4: Programs Focus on the Wrong Dependent Variable
#10: Programs Are Cover-Ups for Ineffective Supervisors
#13: Programs Reduce Creativity & Risk Taking
#14: Extrinsic Reinforcement Reduces Intrinsic Motivation
#20: Reward Programs Reduce Overall Motivation Low Average High
ENGAGEMENT
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
Old French ( en + gage ): to pledge, as in marriage; commitment, loyalty, dedication en·gage·ment (ĕn-gāj'mənt) n.
Engagement Meter 1 2 3 4 5 Actively Disengaged Disengaged Opportunistic Engaged Actively Engaged
Engagement Behaviors 1 2 3 4 5 Creates the 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
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
Realizing sustainable increases in employee engagement requires influencing the culture.
Self-Sustaining Culture Culture Behavior Leadership
RESPECT ™ Model
What is the RESPECT Model? An actionable philosophy which guides and directs behavior.
Circle of RESPECT
Respect the Organization Organization
Respect the Supervisor Organization Supervisor
Respect Team Members Organization Supervisor Team
Respect the Work Organization Supervisor Team Work
Feel Respected Organization Supervisor Team Work Individual
RESPECT Meter R E S P E C T ORGANIZATION * SUPERVISOR * TEAM MEMBERS * WORK * INDIVIDUAL LOW HIGH
RESPECT Drivers
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” R ECOGNITION recognition
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 E MPOWERMENT empowerment
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! S UPPORTIVE FEEDBACK supportive feedback
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 P ARTNERING partnering
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” E XPECTATIONS expectations
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 C ONSIDERATION consideration
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 T RUST trust
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.
Questions & Comments
WHITEBOARD, LLC Maximizing Human Capital through Targeted Behavioral Solutions Paul L. Marciano, Ph.D. 908.268.7272 [email_address] www.paulmarciano.com

More Related Content

Chester County SHRM Respect Model Presentation 2-25-11

  • 1. Increasing Employee Engagement by Fostering a Culture of RESPECT ™ by Dr. Paul Marciano Chester County SHRM February 25, 2011 Whiteboard, LLC Maximizing Human Capital
  • 2. Work Ethic – Fixed or Fixable?      Fixed Internal Got it or don’t Fixable Environment Potential for it
  • 3. 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
  • 4. What are we Motivating? Productivity Efficiency Initiative Independent Thinking/Creativity Personal Responsibility Teamwork Customer Service ???
  • 5. Traditional Reward & Recognition Programs PROGRAMS
  • 6. 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."
  • 7. #1: Programs Fail Because They Are Programs
  • 8. #4: Programs Focus on the Wrong Dependent Variable
  • 9. #10: Programs Are Cover-Ups for Ineffective Supervisors
  • 10. #13: Programs Reduce Creativity & Risk Taking
  • 11. #14: Extrinsic Reinforcement Reduces Intrinsic Motivation
  • 12. #20: Reward Programs Reduce Overall Motivation Low Average High
  • 14. 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
  • 15. Old French ( en + gage ): to pledge, as in marriage; commitment, loyalty, dedication en·gage·ment (ĕn-gāj'mənt) n.
  • 16. Engagement Meter 1 2 3 4 5 Actively Disengaged Disengaged Opportunistic Engaged Actively Engaged
  • 17. Engagement Behaviors 1 2 3 4 5 Creates the 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
  • 18. 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
  • 19. Realizing sustainable increases in employee engagement requires influencing the culture.
  • 20. Self-Sustaining Culture Culture Behavior Leadership
  • 21. RESPECT ™ Model
  • 22. What is the RESPECT Model? An actionable philosophy which guides and directs behavior.
  • 24. Respect the Organization Organization
  • 25. Respect the Supervisor Organization Supervisor
  • 26. Respect Team Members Organization Supervisor Team
  • 27. Respect the Work Organization Supervisor Team Work
  • 28. Feel Respected Organization Supervisor Team Work Individual
  • 29. RESPECT Meter R E S P E C T ORGANIZATION * SUPERVISOR * TEAM MEMBERS * WORK * INDIVIDUAL LOW HIGH
  • 31. 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” R ECOGNITION recognition
  • 32. 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 E MPOWERMENT empowerment
  • 33. 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! S UPPORTIVE FEEDBACK supportive feedback
  • 34. 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 P ARTNERING partnering
  • 35. 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” E XPECTATIONS expectations
  • 36. 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 C ONSIDERATION consideration
  • 37. 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 T RUST trust
  • 38. 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.
  • 40. WHITEBOARD, LLC Maximizing Human Capital through Targeted Behavioral Solutions Paul L. Marciano, Ph.D. 908.268.7272 [email_address] www.paulmarciano.com

Editor's Notes

  1. If we don’t know what we’re trying to motivate employees toward, then how can we put programs/interventions move them toward it? Yet, rarely does anyone even ask that question – all I hear is “We want more motivated employees!”
  2. Caution Will Rogers
  3. Ellen Langer at Harvard and Chixamiyha at Chicago – ‘withitness”
  4. If a diamond is a girl’s best friend, then engaged employee’s are a companies greatest asset
  5. Environmentalist Animal Rights Activist Pacifist