Employee Engagement and Retention with Dr. Paul Marciano

transcript

Engaging Employees with RESPECT

Rypple WebinarJuly 12, 2011

by Paul L. Marciano, Ph.D.

Email: Paul@PaulMarciano.com 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

Respect

Respect Employee Productivity

First day of new job

We have new employees at “Hello”

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

Actively disengaged

Disengaged

Opportunistic

Engaged

Actively engaged

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

WORKTEAM

Respects the Supervisor

SUPERVISORSUPERVISOR

RESPECTRESPECTO

INDIVIDUAL

INDIVIDUALWORK

Respects Team Members

TEAMTEAM

RESPECTRESPECTS

RORGANIZATION

ORGANIZATIONINDIV

Respects the Work

WORKWORK

RESPECTRESPECT

SUPERVISOR

SUPERVISORORGANIZ

ORGANIZATIO

Feels Respected

INDIVIDUALINDIVIDUAL

RESPECTRESPECT

TEAMTEAM

SUPERVISOR

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

“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

#badass

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.

Subject:

post@rypple.comCc:

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

Employee Engagement and Retention with Dr. Paul Marciano

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