employee engagement and retention with dr. paul marciano
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Learn how to better engage and retain good employees.TRANSCRIPT
Engaging Employees with RESPECT
Rypple WebinarJuly 12, 2011
by Paul L. Marciano, Ph.D.
Email: [email protected] for presentation
Your people are your greatest asset
Are you maximizing their talents?
Why care about RESPECT?
Respect = PowerPower is the ability to influence others
Pow
er
Respect
Respect Employee Productivity
First day of new job
We have new employees at “Hello”
1 1
Internal Got “it” or
don’t
2 2 3 3
Environment Potential for
“it”
Work Ethic
4 4 5 5
FlexibleFixed
We focus too much on programs to motivate employees and not enough
on culture that sustains them.
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. “ ”
What Do We Mean by Carrots and Sticks?
Using rewards and punishments to motivate behavior based on the principles of operant conditioning
Why Programs Fail
Programs fail…
…because they are programs
Rewards are not necessarily reinforcing
Goals can limit performance
“I never have a goal that involves number of wins—never. It would just tend to limit our potential.”
-- Mike Krzyzewski
Inconsistent & unfair administration
Programs foster cheating
and destroy teamwork
Programs reduce…
…creativity and risk taking
Extrinsic reinforcement…
…reduces intrinsic motivation
Programs have no impact on culture
Reward programs…
…reduce overall motivation
How do most top performers get rewarded?
And…
sticks don’t work
Forget about motivation…
Employee engagement is a psychological construct which refers to
an individual’s commitment to one’s organization, work, team, employer, and
patients and which is demonstrated behaviorally through high levels of
discretionary effort
In other words…
Fully in the Game
Robust Impact of Engagement
Productivity & PerformanceProductivity & Performance
ProfitabilityProfitability
TurnoverTurnover
AbsenteeismAbsenteeism
Employee FraudEmployee Fraud
Customer Satisfaction & LoyaltyCustomer Satisfaction & Loyalty
Quality DefectsQuality Defects
Safety ComplianceSafety Compliance
Employee Satisfaction Employee Satisfaction
Physical & Psychological Well-BeingPhysical & Psychological Well-Being
motivated and engaged?
What is the difference between
Motivated Engaged
External Focus Internal Focus
Opportunistic Committed
Short-term View Long-term View
Self Organization
Narrow Focus Big Picture
Unstable Stable
Levels of Engagement
Engagement Meter
11
22
33
44
55
Actively disengaged
Disengaged
Opportunistic
Engaged
Actively engaged
11
22
33
44
55
Createsthe problem
Ignores theproblem
Hopes not to see problem; will help if personal benefit
Willingly helpswhen asked
Proactive;fix & prevent
Engagement Meter
How do we engage employees?
Not with programs
Realizing sustainable increases in employee engagement requires
impacting the culture of your organization
Culture Behavior
the RESPECT™ model
An actionable philosophy which guides and directs behavior
Respects the Organization
ORGANIZATIONORGANIZATION
RESPECTRESPECTIN
DIV
IDU
AL
IND
IVID
UA
LW
ORK
WORKTEAM
TEAM
SU
PE
RV
ISO
R
SU
PE
RV
ISO
R
Respects the Supervisor
SUPERVISORSUPERVISOR
RESPECTRESPECTO
RG
AN
IZA
TIO
N
OR
GA
NIZ
AT
ION
INDIVIDUAL
INDIVIDUALWORK
WORK
TE
AM
TE
AM
Respects Team Members
TEAMTEAM
RESPECTRESPECTS
UP
ER
VIS
OR
SU
PE
RV
ISO
RORGANIZATION
ORGANIZATIONINDIV
IDUAL
INDIV
IDUAL
WO
RK
WO
RK
Respects the Work
WORKWORK
RESPECTRESPECT
TE
AM
TE
AM
SUPERVISOR
SUPERVISORORGANIZ
ATION
ORGANIZATIO
NIN
DIV
IDU
AL
IND
IVID
UA
L
Feels Respected
INDIVIDUALINDIVIDUAL
RESPECTRESPECT
WO
RK
WO
RK
TEAMTEAM
SUPERVISOR
SUPERVISOR
OR
GA
NIZ
AT
ION
OR
GA
NIZ
AT
ION
Posada felt disrespected about being bumped to the ninth spot in the lineup. He then told Girardi he couldn’t play …
“”
Yankees vs. Boston, 5-14-11; Boston wins 6-0
the RESPECT™ drivers
R ECOGNITION
“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
ThankYou
Turnkey Solutions & Best Practices Recognition
• Send a handwritten “thank you” note home
• Spread the word; inform higher ups
• Hold work up as an example
• Increase decision making & autonomy
• Create more opportunities
• Document performance in personnel file
“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
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
• Create learning opportunities through delegation
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
Turnkey Solutions & Best Practices Supportive Feedback
• Focus on behavior and impact of behavior not attitude
• Utilize “coaching moments” – quick feedback
• Add role-play to supplement verbal comments
• Schedule time on the calendar for regular feedback
• Be selective and focused in your feedback; prioritize
• Serve as a role model and ask employees to provide you with feedback
PARTNERING
“In the past a leader was the boss. Today’s leaders must be partners with their people”
-- Ken Blanchard
Turnkey Solutions & Best Practices Partnering
• Conduct an internal service audit
• 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
• Eliminate differences in benefits and perks, e.g., parking spaces, healthcare, and company cars
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
Turnkey Solutions & Best Practices Expectations
• Give job candidates the “real deal”
• Set clear, consistent and challenging goals
• 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!
CONSIDERATION
“People do not care how much you know until they know how much you care.”
-- John Maxwell
Turnkey Solutions & Best Practices Consideration
• Know your employees, e.g., hobbies, interest, family
• Be on time & follow-up promptly
• 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
TRUST
“Leadership without mutual trust is a contradiction in terms.”
-- Warren Bennis
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
• Increase autonomy
• “Walk the talk”; don’t say one thing and do another
Engagement in . . .
a new virtual world
with a new workforce
and new technology
Technologies for a Virtual Workforce
1. Need technology that facilitates social interaction and decreases psychological distance among employees, managers and team members
2. The less training, the more intuitive the better
3. People want technology that fits the way they think and how they live
Work better, together.Feedback, coaching and thanks.
#badass
#problemsolver #ninja#superfreakinawesome#thanks
Work better, together.Feedback, coaching and thanks.
#badass
#problemsolver #ninja#superfreakinawesome#thanks
Work better, together.Feedback, coaching and thanks.
#badass
#problemsolver #ninja#superfreakinawesome#thanks
An engaging social performance platform with email integration that enables users to . . .
• Make performance reviews lightweight and effective• Provide continuous feedback (anonymous option)• Set, manage & track goals (internal Wiki)• Give Thanks/recognition tailored to company culture• Schedule and document 1:1’s• Identify impact of team members’ accomplishments• Develop a “reputation” & personal brand• Serve as a repository of feedback & communication• Increase organizational transparency• Foster collaboration & personal relationships
What is Rypple?
Hold bi-weekly 1:1s with your key people
What do they want to talk about?
Add shared priorities
Give specific feedback on their priorities
Visit their connection page
How can you help them achieve their goals?
Just got out of a meeting. Had specific feedback to send
Debra Frost
Customer Success Program
#action: Setup review meeting
#note: Debra, great presentation on the
Ambassador program. Lets talk about how to scale the
program, and link it to what Marketing’s doing.
To:
Subject:
Integrated with email
Openness & Transparency: Keep in loop
Who can I recognize for doing great work?
What are people committing to?
Can I give helpful feedback?
What are the key goals?
Send an update on what’s going on
• “Be the change you want to see in the world” -- Ghandi
• Conduct an employee engagement and RESPECT assessment for your leaders and organization
• Align RESPECT with current Mission, Vision & Values
• Conduct workshops to teach and reinforce behaviors consistent with RESPECT
• Consequate behaviors consistent with or counter to principles of RESPECT
Road to Engaging Employees with RESPECT
Questions & Discussion
Thank You