carrots and sticks don't work

Carrots and Sticks Don't Work: Increase Employee Engagement with the

Principles of RESPECT™

by

Dr. Paul Marciano

Morris County SHRMFebruary 13, 2013

1st day of work

Consider . . .

We have new employees at “Hello.”

They come to us in a state of readiness to engage.

What does employee engagement look like?

Fully in the Game

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

What would be the impact if everyonein your organization played full out?

Robust Impact of Engagement

Productivity & Performance

Profitability

Retention & Attendence

Innovation

Employee Trustworthiness

Customer Satisfaction & Loyalty

Quality

Safety Compliance

Employee Satisfaction

Physical & Psychological Well-Being

Unfortunately, not everyone plays full out.

Engagement Meter

11

22

33

44

55

Activelydisengaged

Disengaged

Opportunistic

Engaged

Activelyengaged

5%

15%

35%

30%

15%

Value to Organization

Engagement Level ROI

Actively Engaged 125%

Engaged 100%

Opportunistic 75%

Disengaged 50%

Actively Disengaged 25%

Sample Productivity Cost Analysis

Staff Size: 20

Avg. Salary: $50,000

Total Annual Investment: $1,000,000

Cost of Disengagement: $162,500

What caused engagement to decrease?

What does it take to create a culture that engages employees?

Most people believe that . . .

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

Traditional reward & recognition programs

why programs fail

Programs fail…

…because they are programs

Programs reduce…

creativity and risk taking

Programs have no impact on culture

Reward programs…

…reduce overall motivation

Reward programs…

…reduce overall motivation

Don’t worry about how to motivate employees.

It isn’t even the right question.

The question is . . .

. . . how do we engage our people?

Realizing sustainable increases in employee engagement requires

impacting the culture of the organization.

CultureBehaviors

&Attitudes

respect• نهادن ارج گذاشتن؛ احترام

I’m not concerned with

your liking or disliking

me. All I ask is that you

respect me as a

human being.

~ Jackie Robinson

“

”

Respect = PowerPower is the ability to influence others

Pow

er

Respect

Lose Respect

↓Lose Followers

↓

Lose Power

the RESPECT™ model

An actionable philosophy which guides and directs behavior

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™ drivers

R ECOGNITION

ThankYou

EMPOWERMENT

SUPPORTIVE FEEDBACK

PARTNERING

EXPECTATIONS

CONSIDERATION

TRUST

Where to start?

Be the change you want to see in the world.

-- Mahatma Gandhi

“ ”