The company believes that employees must be incentivized to get them to perform at acceptable levels. The problem with incentives is they motivate employees to do only those things necessary to achieve company mandated performance goals and keep their jobs. In the case of Wells Fargo, it involved selling customers things they didn’t want or need rather than looking out for their best interest. I know about repeatedly being cross-sold as I have two small accounts at Wells Fargo and let me tell you, it gets old.   Read Complete Article

Ross Reck’s Take…

Engaged employees don’t need incentives to perform at high levels. They do so because they believe in their company, its products and its commitment to looking out for the best interest of its customers. If the employees of Wells Fargo were truly engaged with their work, there would be no need to incentivize them and this scandal would have never occurred. Furthermore, the company would have made at least as much, if not more money and its customers would have been a lot happier. Clearly, Wells Fargo has much to learn when it comes to employee engagement. Let’s hope the company gets its act together before it becomes a mere shadow of its former self.

100% Employee Engagement Guaranteed! (Revised Edition): Introducing a New Management Model [Kindle Edition] – Available from Amazon.com

100% Employee Engagement Guaranteed!

Imagine a workplace where every employee is engaged with their work … where every employee shows up each day excited about giving every bit of energy, creativity and passion to performing their job. These employees don’t need to be motivated because they already are and they channel their motivation toward creating a competitive edge for their company that can’t be easily copied. They’re constantly making innovative changes to products, services and customer experiences while providing superior levels of customer service which results in loyal customers.

This means higher levels of repeat and referral business which, in turn, translates into significant increases in market share. In addition, absenteeism and turnover rates for these fully engaged employees are far below industry averages because they absolutely love what they do. This book presents a new management model that guarantees an employee engagement level of 100%.

If you implement this model in your organization, every one of your employees will become engaged with their work; all working at their full potential. Think of what it would mean to the success of your business or organization if you could get all of your employees engaged with their work.