increasing employee engagement by leading with respect™

Increasing Employee Engagement by Leading with RESPECT™

byDr. Paul Marciano

1st day of work

1st day of work

What does employee engagement

look like on the playing field?

Fully in the Game

What is the impact of engagement?

Robust Impact of Engagement

Productivity & Performance

Profitability

Retention & Attendance

Innovation & Creativity

Conscientiousness & Honesty

Customer Satisfaction & Loyalty

Quality

Safety Compliance

Satisfaction & Morale

Physical & Psychological Well-Being

Engagement Spectrum

Engagement Meter

11

22

33

44

55

Activelydisengaged

Disengaged

Opportunistic

Engaged

Activelyengaged

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

How do we move the needle?

Realizing sustainable increases in employee engagement requires

impacting the culture of the organization

CultureBehaviors

&Attitudes

Most people believe that . . .

employee engagement and motivation are the same . . . they are not.

Traditional reward and recognition programs do not increase employee motivation.

In fact, such programs decrease overall employee morale and productivity.

Why programs fail

because they are programs

Reward programs…

…reduce overall motivation

Reward programs…

reward those already most engaged

Instead of focusing on how to motivate employees, focus on how to engage them.

Dr. Paul’s Thesis

Relationships only work within the context of RESPECT

I’m not concerned with your liking or disliking me. All I ask is that you respect me as a human being.

~ Jackie Robinson

“

”

For many people, being respected ismore important than being liked.

Respect is a matter of life and death.

hara-kiri

Respect is a matter of survival

in our tribes.

As individuals:

When we are respected we are protected.

When we are not respected we are vulnerable.

The RESPECT™ Model

An actionable philosophy which guides and directs behavior

The Circle of Respect

Respect the Organization

ORGANIZATION

RESPECT

IND

IVID

UA

L

WORKTEAM

SU

PE

RV

ISO

R

Respect the Supervisor

SUPERVISOR

RESPECTO

RG

AN

IZA

TIO

NINDIVIDUALW

ORK

TE

AM

Respect Team Members

TEAM

RESPECTS

UP

ER

VIS

OR

ORGANIZATIONINDIV

IDUAL

WO

RK

Respect the Work

WORK

RESPECT

TE

AM

SUPERVISORORGANIZ

ATION

IND

IVID

UA

L

Feel Respected

INDIVIDUAL

RESPECT

WO

RK

TEAM

SUPERVISOR

OR

GA

NIZ

AT

ION

The RESPECT™ Model Drivers

The RESPECT™ Model Drivers

R ECOGNITION

E MPOWERMENT

S UPPORTIVE FEEDBACK

P ARTNERING

EXPECTATIONS

C ONSIDERATION

TRUST

Where to start?

Be the change you want to see in the world.

-- Mahatma Gandhi

“ ”

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