Employee Engagement in a Digital World by Sal Giambanco

© 2014 Omidyar Network Services LLC.

Employee Engagement in a Digital World

Sal Giambanco

Omidyar Network

© 2014 Omidyar Network Services LLC.2

What is Employee Engagement?

Employee engagement is the extent to which employees feel passionate about their jobs,

are committed to the organization, and put discretionary effort into their work.


Engagement with

The Organization

Engagement with

“My Manager”

Strategic Alignment Competency

High Performance

www.custominsight.com

What is Employee Engagement?

© 2014 Omidyar Network Services LLC.4 “What Drives Employee Engagement and Why It Matters” Dale Carnegie Training White Paper

Key Drivers of Employee Engagement?

Belief in senior

leadership

Pride in working for the company

Relationship with

immediate supervisor


Great Place To Work

Career Development•Career adventuring•Feedback•Coaching/Mentoring•Ability to learn and grow your skills

Company & Leaders•Purpose•Culture•Leaders as role models•Work/life balance•Communication

Job•Interesting, challenging work•Ability to have impact•Ability to gain valuable experience

Rewards & Recognition•Competitive compensation•Affirmation•Celebration of contributions/ accomplishments

Do you know what you have?

Do you know what employees want?

What is your Employee Value Proposition?

Why do people choose to work for you?

Exploring Your Employee Value Proposition

© 2014 Omidyar Network Services LLC.6 “What Drives Employee Engagement and Why It Matters” Dale Carnegie Training White Paper

Moving Employees To A Higher Level Of Engagement


Extrinsic Rewards vs. Intrinsic Rewards

• Extrinsic more commonly focused in commercial sector (e.g. pay, prestige)

• Intrinsic more powerful and readily available

• Growth opportunities, meaningful work, teamwork, positive work environment

Extrinsic dissatisfaction may be (but not always) rooted in lack of intrinsic reward.

Motivating Employees


Key Drivers of Overall Satisfaction

1. Benefits and Compensation

2. Job Security

3. Communication with Management

4. Work/Life Balance

5. Relationship with Supervisor

6. Career Development Opportunities

Source: Society For Human Resource Management (SHRM), 2003

Intrinsic and Extrinsic Drivers:Key Drivers of Overall Satisfaction


1. Cultivate meaning awareness▪ Positive work environment, vision, purpose,

relevance, wholeness of tasks

2. Develop a sense of choice▪ Delegated authority, trust, security, clarity,

information

3. Develop a sense of competence▪ Knowledge, positive feedback, skill

recognition, challenge, standards

4. Develop a sense of progress▪ Collaboration, milestones, celebrations,

access to customers, improvement measures

Source: Thomas, Kenneth W. Intrinsic Motivation at Work- Building Energy and Commitment. San Francisco: Berrett-Koehler Publishers Inc. 2000.

Intrinsic MotivationFour Building Blocks


Motivating Employees to Meet Goals

Expectancy Theory

MF = Motivation Force (towards goal achievement)MF = Expectancy x Instrumentality x Valence

Expectancy Asks: “Can I achieve the goal?” (targets and skill level)

Instrumentality Asks: “Is achievement (or non-achievement) of the goal linked to a reward (or consequence)? Does it matter?”

Valence Asks: “Is the reward (or consequence) meaningful to me?”

Expectancy Theory of Motivation


Discretionary Effort: The Holy Grail of Human CapitalDiscretionary EffortEmployee willingness to go above and beyond the call of duty, such as helping others with heavy workloads, volunteering for additional duties, and looking for ways to perform the job more efficiently

Intent to StayAn employee’s desire to stay with the organization, based on whether he or she intends to look for a new job within a year, frequently thinks of quitting, has actively been looking for a new job, or has taken steps such as placing phone calls and sending out résumés

Global trendsGlobally, Intent to Stay Increases;Discretionary Effort Shows No Change



Organizations Struggle to Create Holistic Employee Engagement Strategies

Most organizations lack a coherent strategic approach to digital employee engagement

Digital technology deployments suffer from lack of business

focus on platform fatigue

Measurement and evidence of business value remain

anecdotal


The Three Pillars of Digital Employee Engagement Strategy


Leveraging Employee Engagement To Drive Business Impact

1. Create Alignment With a

Vision of How Employee and

Customer Relationships

Intersect

2. Map the Employee Journey

3. Measure and Develop Each

Employee Relationship


1. Create Alignment With a Vision of How Employee and Customer Relationships Intersect


2. Map the Employee Journey


3. Measure and Develop Each Employee Relationship


The Transformational Power Of Employee Engagement

1. Become an Extroverted Enterprise, Starting With Executives

2. Support Employee Empowerment With a Culture of Content• Sharing existing, pre-populated content.• Creating your own content

3. Make HR More Strategic by Injecting Marketing Best Practices

4. Close the Employee Trust Gap With Training

5. Integrate Tools to Create the Employee Engagement Cloud


Employee Engagement Platforms Today Bifurcate Between Internal And External Engagement

Technology Internal External

Identity ProfileInherent shortcomings: Work andpublic identities rarely connect.

Company directory, LDAP Facebook, LinkedIn, Twitter,Gigya, Janrain.

Monitoring & AnalyticsInherent shortcomings: Most monitoring and analytics are not designed to be used at scale by employees. Few solutions exist for listening within enterprises.

Basic activity feeds,In-platform analytics,Business intelligence platforms

Existing enterprise listening &monitoring geared to specialists, not used at scale by employees

PlatformsInherent shortcomings: Interactions and content streams are are consumed on each individual, separate platfom.

Enterprise social networks(Chatter, IBM Connections,Socialcast, Tibbr, Yammer)Collaboration/Communityplatforms” (IBM Connections, Jive,Lithium, SharePoint)

Social networks (Facebook,LinkedIn, Twitter, YouTube, etc.)

Content & Engagement ManagementInherent shortcomings: Sharing/creating content and engagement management is rarely connected between internal and external platforms.

Manual & custom solutions Enterprise SMMS(Spredfast, Sprinklr)Advocacy platforms(Dynamic Signal, EveryoneSocial,PeopleLinx, SocialChorus)


Integrated Employee Engagement Suites Will Emerge To Rationalize Platforms

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Thank you

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Appendix


Some Examples of Employee Engagement Software

Capterra offers a great Employee Engagement Product Comparison List. http://www.capterra.com/employee-engagement-software/Full List Below

http://www.capterra.com/employee-engagement-software/

















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