Whiteboard, LLCMaximizing Human Capital

Carrots and Sticks Don’t Work:The Truth Behind Employee Motivation and Engagement

byPaul L. Marciano, Ph.D.

North Jersey ASTD/SHRMFairfield, NJ

November 18, 2010

Day 1

What Happened?

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RESPECT Model

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Respect the Organization

Organization

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Respect the Supervisor

Org

anizatio

n

Supervisor

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Respect Team Members

Organization

Su

perviso

r

Team

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Respect the WorkOrg

anizatio

n Supervisor

Team

Work

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Feel Respected

Org

aniz

atio

n

Supervisor

Team

Work

Individual

What is the difference between being motivated and engaged?

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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

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• Old French (en + gage): to pledge, as in marriage; commitment, loyalty, dedication

en·gage·ment (ĕn-gāj'mənt) n.

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Motivation vs. Engagement

Stable Unstable

Big Picture Narrow Focus

Organization Self

Long-term View Short-term View

Committed Opportunistic

Internal Focus External Focus

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$ 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

Levels of Engagement

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11

22

33

44

55

ACTIVELY DISENGAGED

DISENGAGED

OPPORTUNISTIC

ENGAGED

ACTIVELY ENGAGED

Engagement Meter

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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

Engagement Behaviors

When was a time in your life when you were truly engaged and what had you be that way?

What creates an engaged workforce?

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. . . Not Traditional Programs

PROGRAMS

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#1: Programs Fail Because They Are Programs

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#20: Reward Programs Reduce Overall Motivation

Low Average High

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How do we Increase Engagement?

Realizing sustainable increases in employee engagement requires

impacting the CULTURE.

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Self-Sustaining Culture

Culture Behavior

RESPECT™ Model

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What is the RESPECT Model?

An actionable philosophy which guides and directs behavior.

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RESPECT Meter

ORGANIZATION * SUPERVISOR * TEAM MEMBERS * WORK * INDIVIDUAL

LOW HIGH

RESPECT Drivers Leader & Organizational Culture

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• Recognizes, acknowledges and shows 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”

recognition

RECOGNITION

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• 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

empowerment

EMPOWERMENT

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• Delivers regular, constructive performance 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!

supportive feedback

SUPPORTIVE FEEDBACK

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• Fosters collaborative working relationships 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

partnering

PARTNERING

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• 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”

expectations

EXPECTATIONS

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• 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

consideration

CONSIDERATION

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• Foundation for engaged workforce

• Avoids micro-managing

• “Walks the walk”

• Follows through on promises

• Owns up to mistakes

• Fair, honest & consistent

• Talks to you – not about you

trust

TRUST

What can you do to bring RESPECT to your organization?

WHITEBOARD, LLC

Maximizing Human Capital through Targeted Behavioral Solutions

Paul L. Marciano, Ph.D.908.268.7272Paul@PaulMarciano.comwww.paulmarciano.com