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Uploaded byPaul Marciano
Rutgers University NJ ACE-NET/NJCUPA-HR 2010
The document explores the distinction between motivation and engagement, emphasizing that genuine engagement leads to improved productivity, profitability, and employee satisfaction. It argues that traditional reward programs are ineffective, advocating instead for a culture of respect and recognition as essential components of an engaged workforce. Key strategies for enhancing engagement include providing support, setting clear expectations, and fostering trust and collaboration among employees.
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Rutgers University NJ ACE-NET/NJCUPA-HR 2010
- 1. Carrots and SticksDon’t Work by Paul L. Marciano, Ph.D. NJ ACE-NET/NJCUPA-HR Rutgers, Piscataway, NJ November 19, 2010 Whiteboard, LLC Maximizing Human Capital
- 2. What is thedifference between being motivated and engaged?
- 3. mo·ti·va·tion (mō'tə-vā'shən) n. Motivation requires a desire to act, an ability to act, and having an objective (Ramlall, 2004) Latin ( movere ): a drive which directs behavior toward a desired outcome
- 4. Old French ( en + gage ): to pledge, as in marriage; commitment, loyalty, dedication en·gage·ment (ĕn-gāj'mənt) n.
- 5. Productivity & Performance(21% increase) Profitability (+28 cents vs. -11 cents EPS) Turnover (4x-9x) Absenteeism (2x) Employee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & Psychological Well-Being Robust Impact of Engagement
- 6.
- 7. Engagement Meter 12 3 4 5 ACTIVELY DISENGAGED DISENGAGED OPPORTUNISTIC ENGAGED ACTIVELY ENGAGED
- 8. Engagement Behaviors 12 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
- 9. What creates an engaged workforce?
- 10. . . .Not Traditional Programs PROGRAMS
- 11.
- 12. #1: Programs FailBecause They Are Programs
- 13. #20: Reward ProgramsReduce Overall Motivation Low Average High
- 14. How do weIncrease Engagement? Realizing sustainable increases in employee engagement requires impacting the CULTURE.
- 15. Self-Sustaining Culture CultureBehavior
- 16. RESPECT ™ Model
- 17.
- 18. Respect the OrganizationOrganization
- 19. Respect the SupervisorOrganization Supervisor
- 20. Respect Team MembersOrganization Supervisor Team
- 21. Respect the WorkOrganization Supervisor Team Work
- 22. Feel Respected OrganizationSupervisor Team Work Individual
- 23. RESPECT Drivers Leader & Organizational Culture
- 24. Recognizes, acknowledges andshows appreciation for others’ efforts and contributions Social reinforcement is the most powerful form of reinforcement: “Pat on the back” Timely, sincere, specific: “Thank you for staying last night and helping John finish up the proposal” What happens when we fail to recognize good performance? Few “problems” like material rewards Why so hard? “Squeaky wheel gets the grease” R ECOGNITION recognition
- 25. Provides tools, training,information and resources to be successful Removes barriers to success Provides consistent vision and direction “ What do you need from me to be successful?” Maintains “I know you can” attitude Gives autonomy and decision making authority E MPOWERMENT empowerment
- 26. Delivers regular, constructiveperformance feedback in a positive and supportive manner Feedback should be timely, specific, behaviorally focused and future-oriented. Forget “positive” & “negative” – all feedback should be supportive because supervisors care about the employee’s success Annual performance appraisal: Surprise! S UPPORTIVE FEEDBACK supportive feedback
- 27. Fosters collaborative workingrelationships at the individual, team and organizational level Builds bridges internally (team members, peers, departments) and externally (vendors, customers, unions, regulatory agencies) “ How can we accomplish this?” “ We are in this together – win or lose” Seeks “win-win” solutions P ARTNERING partnering
- 28. Sets clear &consistent expectations Expectations are in alignment with other departmental and organizational initiatives Goals are challenging Goals are measurable People are held accountable You get what you accept “ Confused & Concerned” E XPECTATIONS expectations
- 29. Demonstrates thoughtfulness &caring Good Manners – “Please” & “Thank You” Being on time for meetings Elicits employee comments and concerns Sensitive to gender, age, ethnic & religious differences Keeps people in the information loop Follows-up in a timely manner; avoids leaving people in limbo C ONSIDERATION consideration
- 30. Foundation for engagedworkforce Avoids micro-managing “ Walks the walk” Follows through on promises Owns up to mistakes Fair, honest & consistent Talks to you – not about you T RUST trust
- 31. What can youdo to bring RESPECT to your organization?
- 32. WHITEBOARD, LLC MaximizingHuman Capital through Targeted Behavioral Solutions Paul L. Marciano, Ph.D. 908.268.7272 [email_address] www.paulmarciano.com