Carrots and Sticks Don't Work
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The document discusses the importance of employee engagement and how traditional reward and recognition programs often fail to foster it, emphasizing that engagement and motivation are distinct concepts. It introduces the 'RespectTM' model as a framework for cultivating a respectful organizational culture that influences behavior and enhances engagement. The document highlights the substantial positive impacts of high engagement on productivity, performance, and employee well-being.
Carrots and Sticks Don't Work
- 1. Carrots and Sticks Don't Work: Increase Employee Engagement with the Principles of RESPECT™ by Dr. Paul Marciano Morris County SHRM February 13, 2013
- 2. 1st day of work
- 4. Consider . . .
- 5. We have new employees at “Hello.”
- 6. They come to us in a state of readiness to engage.
- 7. What does employee engagement look like?
- 8. Fully in the Game
- 9. Opportunistic 3 Disengaged Engaged 2 4 Actively Actively disengaged engaged 1 5 Engagement Meter
- 10. Hopes not to see it, will clean-up if personal benefit Walks past mess 3 Cleans-up what without thought he/she sees 2 4 Creates Helps clean-up, the mess fix & prevent 1 5 Engagement Meter
- 11. What would be the impact if everyone in your organization played full out?
- 12. Robust Impact of Engagement Productivity & Performance Profitability Retention & Attendence Innovation Employee Trustworthiness Customer Satisfaction & Loyalty Quality Safety Compliance Employee Satisfaction Physical & Psychological Well-Being
- 14. Opportunistic 3 Disengaged Engaged 2 35% 4 15% 30% Actively Actively disengaged engaged 1 5 5% 15% Engagement Meter
- 15. Value to Organization Engagement Level ROI Actively Engaged 125% Engaged 100% Opportunistic 75% Disengaged 50% Actively Disengaged 25%
- 16. Sample Productivity Cost Analysis Staff Size: 20 Avg. Salary: $50,000 Total Annual Investment: $1,000,000 Cost of Disengagement: $162,500
- 17. What caused engagement to decrease?
- 20. What does it take to create a culture that engages employees?
- 22. Most people believe that . . .
- 23. employee engagement and motivation are the same . . . they are not.
- 25. Traditional reward & recognition programs
- 29. Programs fail… …because they are programs
- 30. Programs reduce… creativity and risk taking
- 31. Programs have no impact on culture
- 32. Reward programs… Reward programs… …reduce overall motivation …reduce overall motivation
- 34. Don’t worry about how to motivate employees.
- 35. It isn’t even the right question.
- 36. The question is . . .
- 37. . . . how do we engage our people?
- 38. Realizing sustainable increases in employee engagement requires impacting the culture of the organization.
- 39. Behaviors Culture & Attitudes
- 40. • respect
- 41. “ I’m not concerned with your liking or disliking me. All I ask is that you respect me as a ” human being. ~ Jackie Robinson
- 42. Respect = Power Power is the ability to influence others Power Respect
- 44. Lose Respect ↓ Lose Followers ↓ Lose Power
- 47. An actionable philosophy which guides and directs behavior
- 48. Respect the Organization ORGANIZATION RESPECT
- 49. Respect the Supervisor SUPERVISOR RESPECT
- 50. Respect Team Members TEAM RESPECT
- 51. Respect the Work WORK RESPECT
- 52. Feel Respected INDIVIDUAL RESPECT
- 54. R ECOGNITION Thank You
- 55. EMPOWERMENT
- 57. PARTNERING
- 58. EXPECTATIONS
- 59. CONSIDERATION
- 60. TRUST
- 61. Where to start?
- 62. “ ” Be the change you want to see in the world. -- Mahatma Gandhi