This document summarizes a presentation by Dr. Paul Marciano on maximizing human capital through employee engagement. It discusses the importance of employee engagement and the costs of disengagement. It introduces an engagement meter and outlines the robust impact of engagement. The presentation identifies common causes of disengagement and discusses how to create a culture that nurtures employees. It notes that engagement and motivation are different and that traditional reward programs often fail. The presentation advocates focusing on engaging employees through impacting organizational culture. It presents a RESPECT model for guiding behavior with drivers of recognition, empowerment, supportive feedback, partnering, expectations, and consideration. The document concludes with a call for individuals to commit to contributing to a culture of respect.
13. Costs of Disengagement
• Decreased quality work = Mistakes!
• Poor communication
• Decrease and disruption in client service
• Increased absenteeism
• Decreased staff morale & teamwork
• Turnover
• Loss of expertise
• Advertising & recruitment costs
• Training & development costs
• Increased stress on remaining staff
14. If we start with engaged employees,
what causes disengagement?
15.
16.
17. What does it take to create a
culture that nurtures employees?
51. Think of someone who you really respect.
What is it about that person’s behavior, traits
and characteristics that has you hold them in
such high esteem?
55. Discuss a time when you either lost respect for
someone or you felt disrespected. What were
the circumstances and what impact did it have
on you and your relationship with that person?
56.
57. What are examples of disrespectful
behaviors in the workplace?
Gossip
test
58. When a person feels disrespected at work,
what is the impact on that individual, his/her
team, the organization, and customers?
59. What may be considered disrespectful in
one culture may be perfectly acceptable
– or even reinforced – in another.
64. “Most people do not listen with the intent to
understand; they listen with the intent to reply.”
~ Stephen Covey
65.
66. “The most basic of all human needs is the
need to understand and be understood.
The best way to understand people is to
listen to them.”
~ Ralph Nichols
67. “If there is any one secret of success, it lies
in the ability to get the other person's point
of view and see things from that person's
angle as well as from your own.”
~ Henry Ford
76. RECOGNITION
“A pat on the back is only a few vertebrae
removed from a kick in the pants, but is miles
ahead in results.”
-- W. Wilcox
Thank
You
77. Turnkey Solutions & Best Practices
Recognition
• Send a handwritten “thank you” note home
• Spread the word; inform higher ups
• Create a wall of great ideas
• Hold work up as an example
• Increase decision making & autonomy
• Create more opportunities
• Document performance in personnel file
78. “The most vital task of the leader is to motivate,
inspire, empower and encourage the team's
primary resource -- the unlimited, creative
human potential to find better ways.”
-- Dr. Lewis Losoncy
If he works for you, you work for him.
- Japanese proverb
EMPOWERMENT
79. Turnkey Solutions & Best Practices
Empowerment
• Create powerful on-boarding and new hire training
programs; set employees up for success
• Ask employees how you can reduce barriers and
help them do their jobs better
• Increase level of cross-training or at least shadowing
• Increase flow of communication, e.g., hold monthly
lunches and invite a leader or team member from
another department to share updates
• Increase level of autonomy and decision making
• Create learning opportunities through delegation
80. SUPPORTIVE FEEDBACK
“No one enjoys addressing others' deficiencies
but failure to do so sends the message that
people are on track when they really aren't.
And that may be the greatest disservice a
leader can do to someone else.”
-- Eric Harvey
81. Turnkey Solutions & Best Practices
Supportive Feedback
• Focus on behavior and impact of behavior not attitude
• Schedule time on the calendar for regular feedback
• Utilize “coaching moments” – quick feedback
• Add role-play to supplement verbal comments
• Keep feedback future focused
• Be selective and focused in your feedback; prioritize
• Serve as a role model and ask employees to provide
you with feedback
82. PARTNERING
“In the past a leader was the boss. Today’s
leaders must be partners with their people”
-- Ken Blanchard
83. Turnkey Solutions & Best Practices
Partnering
• Conduct an internal service assessment
• Develop a mentoring program
• Create an employee council to provide feedback and
have input on organizational decisions – especially
those relevant to their jobs and benefits
• Increase communication through town hall meetings,
weekly newsletters, and a company blog
• Institute a profit sharing or stock option program
• Eliminate differences in benefits and perks, e.g.,
parking spaces, healthcare, and company cars
84. EXPECTATIONS
“Set your expectations high; find men and
women whose integrity and values you
respect; get their agreement on a course of
action; and give them your ultimate trust.”
-- John Akers
85. Turnkey Solutions & Best Practices
Expectations
• Give job candidates the “real deal”
• Set clear, consistent and challenging goals
• “What gets measured gets done”; track progress
• Document expectations to ensure common
understanding and to hold others accountable
• Put checkpoints in place; especially early
• Hold a “compare expectations” exercise
• Consequate behavior early; “Confused & “Concerned”
• Hold people accountable!
87. Turnkey Solutions & Best Practices
Consideration
• Know your employees, e.g., hobbies, interest, family
• Be on time & follow-up promptly
• Celebrate accomplishments & special days
• Regularly ask employees for their opinions & ideas
• Create flexibility in schedule
• Keep people in the information loop; ask if they would
like to be copied on emails or join meetings
• Give people your full attention during meetings
89. Turnkey Solutions & Best Practices
Trust
• Avoid micro-managing
• Keep your promises
• Own up to mistakes
• Talk to people not about them
• Be honest and direct
• Give credit where credit is due
• Increase autonomy
• “Walk the talk”; don’t say one thing and do another
91. Be the change you want to see in the world.
-- Mahatma Gandhi
“ ”
92. What commitment can you make to contribute
to a culture of respect at organization?
93.
94. Dr. Paul’s Contact Information
Email: Paul@PaulMarciano.com
Website: www.PaulMarciano.com - newsletter, videos, etc.
Connect on LinkedIn: www.linkedin.com/in/paulmarciano/
Join LinkedIn Group: Respect in the Workplace
Twitter: @TheRespectGuy
Phone: 908-268-7272
Address: 120 Main Street, Flemington NJ 08822
Amazon Link to “Carrots and Sticks Don’t Work”