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

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

13. ENGAGEMENT

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

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.

23. Circle of RESPECT

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

30. RESPECT Drivers

39. Questions & Comments

40. WHITEBOARD, LLC Maximizing Human Capital through Targeted Behavioral Solutions Paul L. Marciano, Ph.D. 908.268.7272 [email_address] www.paulmarciano.com