1. An Interactive Webinar Brent Bester

2. Hello everyone! Presentation Introduction and Presenter Information Overview of Agenda and Expectations Instructions on Asking Questions Please Provide Feedback and Responses!

3. Why Work Feedback is Important! Benefits when bosses provide feedback to colleagues Direct feedback – Hardest to give (Zenger 2012) Employee Engagement Important for Manager to ask for feedback! Good things come from asking for feedback.

4. 29% – Manager neither asks nor gives feedback 34% – Manager doesn’t ask, but gives feedback 48% – Manager asks, but doesn’t give feedback 74% – Manager both asks for and gives feedback Zenger, J. (2012, March 19). Workplace Feedback: Tis Better to Receive Than to Give. Forbes. Retrieved from http://www.forbes.com/sites/jackzenger/2012/04/19/workplace-feedbacktis-better-to-receive-than-to- give/

5. Does your boss know how you feel? If not how so? What would you like your boss to know about you or your life outside of work that they are unaware of? Can this human aspect be able to benefit the work atmosphere? Explain and discuss.

6. Human messages can be efficient in capturing important information and benefiting everyone Acknowledgement is fundamental for workplace culture and cohesiveness Everybody wants to be properly understood and given a chance to voice their opinion Listening is often times more valuable then directing

7. The Importance of Human Relations Work can be enjoyable Recognition promotes motivation (Zaremba 2010) All humans have human needs (Zaremba 2010) Managers must communicate to acknowledge employees and empower them Positive communication = positive atmosphere

8. Both of these theories are highly interrelated yet were introduced at different times. Human relation theorists would argue that is important for productivity to recognize employees achievements and accomplishments at the work place. Human resources would build on to that ideology advising management that they need to recognize what the employees can contribute and hone in on those resources. Essentially, management must recognize the employees potential (Zaremba 2010).

9. Do we like work? Research shows most people do not tend to derive satisfaction from work, unfortunately. 70% of Americans either hate going to work or have mentally checked out. 7 out of 10 workers are not mentally engaged and emotionally disconnected. Less likely to be productive.

10. According to the U.S. Department of Labor, the number one reason people leave their jobs is because they “do not feel appreciated.” In a number of polls, 65% of Americans report receiving no recognition during the past year at their work. A study of over 1,700 employees conducted in 2012 by the American Psychological Association (APA) indicated that more than half of all employees intended to search for new jobs because they felt underappreciated and undervalued. Brersslour, M. (2013, July 29). Appreciation in the Workplace, Wins. Switch & Shift: The Human Side of Buisiness. Retrieved from http://switchandshift.com/appreciation-in-the-workplace-wins

11. Workplace Simulation What are some common messages that really crush motivation and bring you down? Managers, are you willing to field difficult and disparaging comments from supervisors. Have your efforts also gone unnoticed? Do you feel like another number? Presenter randomly calls on individuals. Explain and Discuss.

12. Everyone responds well to acknowledgement Disparaging messages create animosity among a plethora of other unwanted results Human messages work Often times you as a manager are unaware of the message you are passing on to the employee At the end of the day, we are striving for employee satisfaction and top notch production

13. Understanding your Audience People have several different feelings and even emotions about some of the people in the workplace. Sometimes it can be a chore to get along with your coworker. Therefore, it is imperative to understand where they are coming from and to attempt to put yourself in their shoes. What messages would you most likely respond positively to if you were them? These feelings can affect performance on the job. Rotemberg, J. (1994, August 10). Human Relations in the Workplace. The Journal of Political Economy,Vol. 102, No. 4, pp. 684-617.

14. It is imperative to send human messaging by rewarding and acknowledging Have an “open door policy”, after all the more you know about your employees the more effective you will be Be a motivator and a role model Make sure you lead by example – actions speak louder than words Encourage discussion, personal, and professional growth Create a team environment

15. How do respond in situations? Managers, after this, how do you feel you should react in difficult situations? Can this implementation process be employed in your workplace? Do we have enough understanding to seek the most positive resolution and to send the most positive messages. Is top productivity our goal. Presenter selects random managers to question. Explain and Discuss.

16. Change our communication methods to employ human relations and human resources theories We need to seek the untapped potential in our employees that go unnoticed Recognize individuals on all different levels Be a positive force to stimulate personal and professional growth Quit making excuses

17. Rebuttals, specific situations, doubts?

18. Holding Yourself Accountable Find out more about the people you are managing and what motivates them. Also, make sure you are following accepting the same human messaging as they are. If you aren’t receiving human messaging you are unlikely to pass it on. Be responsible for your team and their morale. At the end of the day your superior will notice a brand new enthusiastic team that shows up on time and is ready to work to be a team player. With consistent efforts you can make sure your employees are in the 30%.

19. Listen, acknowledge, and often send human messages Encourage and empower Create a team atmosphere Set a common goal for all Build an allegiance with your team Hold yourself accountable

20. Final Questions

21. References Brersslour, M. (2013, July 29). Appreciation in the Workplace, Wins. Switch & Shift: The Human Side of Buisiness. Retrieved from http://switchandshift.com/appreciation-in-the- workplace-wins Rotemberg, J. (1994, August 10). Human Relations in the Workplace. The Journal of Political Economy,Vol. 102, No. 4, pp. 684-617. Zaremba, A. (2010). Organizational Communication. New York, NY: Oxford University Press, Inc. Zenger, J. (2012, March 19). Workplace Feedback: Tis Better to Receive Than to Give. Forbes. Retrieved from http://www.forbes.com/sites/jackzenger/2012/04/19/workplace- feedbacktis-better-to-receive-than-to-give/