Employee Engagement

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Increasing Human Capital ROI with RESPECT Ambrose New York City, NY June 14, 2012 by Dr. Paul Marciano
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Transcript of Employee Engagement

  • 1. Increasing Human Capital ROI with RESPECT by Dr. Paul Marciano AmbroseNew York City, NY June 14, 2012

2. My goal today is to . . . make a difference that makes adifference for you, your organization, your employees, and your clients. 3. Human capital ROI is directly related toemployee engagement. 4. What is employee engagement? 5. Employee engagement is a psychologicalconstruct which refers to an individualscommitment to ones organization, work,team, employer, and clients and which isdemonstrated behaviorally through highlevels of discretionary effort. 6. In other words 7. Fully in the Game 8. What would be the impact if everyonein your organization played full out? 9. Robust Impact of Engagement Productivity & Performance ProfitabilityTurnover & Absenteeism InnovationEmployee Fraud Customer Satisfaction & Loyalty Quality Defects Safety Compliance Employee Satisfaction Physical & Psychological Well-Being 10. Statistical cost of disengaged employees 11. Disengaged employees cost the American economy $350 billion per year in lost productivity. Gallup 12. Engaged vs. Disengaged 78% would recommend their companysproducts and services vs. 13% 67% advocate on behalf of theirorganization vs. 3% 86% often feel happy at work vs. 11% 59% say their job brings out their mostcreative ideas vs. 3%Gallup 13. Opportunistic 3 Disengaged Engaged 24ActivelyActivelydisengagedengaged15 Engagement Meter 14. Hopes not to see it, will clean-up if personal benefit Walks past mess3Cleans-up whatwithout thoughthe/she sees24 Creates Helps clean-up,the messfix & prevent 15Engagement Meter 15. Opportunistic 3 Disengaged Engaged 235% 415% 30%ActivelyActivelydisengagedengaged15 5% 15% Engagement Meter 16. Value to Organization Engagement LevelROIActively Engaged120%Engaged 100%Opportunistic80%Disengaged 60%Actively Disengaged40% 17. Sample Cost AnalysisStaff Size: 20Avg. Salary: $100,000Total Human Capital Investment: $2,000,000Cost of Disengagement: $540,000 18. Consider . . . 19. We have new employees at Hello. 20. 1st day of work 21. My Story 22. What happened? 23. Work Ethic Fixed Fixable 12 3 4 5InternalEnvironmentGot it or dontPotential for it 24. Create a culture that engages employees 25. Most people believe that . . . 26. employee engagement and motivation are thesame . . . they are not 27. Motivated Engaged SelfOrganization OpportunisticCommittedShort-term View Long-term ViewExternal FocusInternal FocusNarrow FocusBig Picture Unstable Stable 28. Realizing sustainable increases inemployee engagement requiresimpacting the culture of the organization. 29. BehaviorsCulture&Attitudes 30. What doesnt change culture is trying tomotivate employees with carrots & sticks 31. Its the only way I can get myself out of bed in the morning.Published in The New Yorker 4/19/2010 by Farley Katz 32. Traditional reward & recognition programs 33. why programs fail 34. Programs failbecause they are programs 35. Programs reducecreativity and risk taking 36. Programs have noimpact on culture 37. Reward programs Reward programsreduce overall motivation reduce overall motivation 38. Dont worry about how to motivate employees. 39. It isnt even the right question. 40. The question is . . . 41. how do we engage our employees? 42. menghormati respectorespectrespecterenrispetto Respekt 43. Im not concerned with your liking ordisliking me. All I ask is that you respect me as a human being.~ Jackie Robinson 44. Respect = PowerPower is the ability to influence others Power Respect 45. the RESPECT model 46. An actionable philosophy which guides and directs behavior 47. Respect the Organization ORGANIZATION RESPECT 48. Respect the Supervisor SUPERVISORRESPECT 49. Respect Team Members TEAMRESPECT 50. Respect the Work WORK RESPECT 51. Feel RespectedINDIVIDUALRESPECT 52. the RESPECT drivers 53. R ECOGNITION ThankYou 54. Turnkey Solutions & Best Practices Recognition Send a handwritten thank you note home Spread the word; inform higher ups Hold exemplary work up as an example 55. EMPOWERMENT 56. Turnkey Solutions & Best PracticesEmpowerment Ask employees what tools, training, and resourcesthey need to be more successful at their job Ask employees how you can reduce barriers andhelp them do their jobs better Increase level of cross-training 57. SUPPORTIVE FEEDBACK 58. Turnkey Solutions & Best Practices Supportive Feedback Deliver immediate, specific feedback focused onbehaviors Be selective and focused in your feedback; prioritize Serve as a role model and ask employees to provideyou with feedback 59. PARTNERING 60. Turnkey Solutions & Best PracticesPartnering Increase formal and informal communication; lunchand learn Offer to jump in and help out Be transparent 61. EXPECTATIONS 62. Turnkey Solutions & Best Practices Expectations Set clear, challenging, and measurable goals Hold a compare expectations exercise Employ confused and concerned conversations Hold people accountable 63. CONSIDERATION 64. Turnkey Solutions & Best PracticesConsideration Take an active and appropriate interest in your staffspersonal lives, e.g., hobbies, interest, family Be on time for meetings and give your full attention Follow-up promptly to emails and phone calls Regularly ask employees for their opinions & ideas 65. TRUST 66. Turnkey Solutions & Best PracticesTrust Avoid micro-managing Own up to mistakes Talk to people not about them Increase autonomy and delegate meaningful tasks If trust is broken, move on 67. Where to start? 68. What Is Kudos?Kudos is the simple & cost effective corporatesocial network with a recognition engine at itscore. Kudos creates employee engagement byenhancing communication, building connectionsand supporting collaboration through recognition. 69. www.KudosNow.comRESPECT 70. Be the change you want to see in the world. -- Mahatma Gandhi