1. Social Employee Engagement
Dean Parker, Digital Consultant
Introducing
Social Employee
Engagement:
Shifting from
technology to
people

2. Executive Summary Social Employee Engagement
While social media continue to have a profound The emphasis needs to shift away from solely
effect on the way we are able to connect and concentrating on the technology and more
share with people outside the office, many towards creating the right conditions for
organisations have been slow to recognise the collaboration. As much time and effort needs
value they can bring to the workplace. This to be given to driving the adoption and use of
results in continued inefficiencies as well as social tools as to developing the business case,
missed opportunities to improve innovation, tools and frameworks.
productivity and engagement.
Despite the fact that to become a truly social
Although in recent times we have witnessed enterprise (so it is embedded in everything you
a growing appreciation of the role that social do) requires a fundamental change to working
tools can play in supporting greater collaboration practices and technologies, your journey towards
between employees, many of the early adopters this must always be focused on meeting the
find they’re not working as well as they had ambitions and motivations of your employees.
hoped. A key reason for this is a rush to Only by first considering specific issues related
implement new technologies rather than take a to individuals, communities and management
more considered approach that puts employees - and then by addressing them in a creative,
at the heart of the action. It’s surprising how human-centred way - will you ensure your
many organisations fail to ask some of the most employees are continually excited, inspired
important questions, such as “How could being and engaged by the possibilities that social
more collaborative help achieve overall business tools and practices afford them.
goals?”, “What do employees need in order to
share and collaborate more effectively?” and
“Why are they going to want to collaborate?”. “ Ultimately,the full and enthusiastic
hinges on
the power of social technologies
participation of employees who are not
Simply giving your employees a shiny new toy afraid to share their thoughts and trust
to play with is just not going to work. All of the that their contributions will be respected.
following ideas - throwing tools over the fence Creating these conditions will be far
and waiting for employees to use them as they more challenging than implementing “
see fit; allowing internal teams to choose their the technologies themselves.
own and expecting use to grow organically The Social Economy: Unlocking value and productivity through social
throughout the organisation; ordering technologies. McKinsey Global Institute Report, July 2012
employees to use them without clearly
demonstrating the benefits; or just supplying The term ‘Social Employee Engagement’
employees with basic instructions on how to is about going back to basics. It’s about moving
use the tools without making them attractive, away from an approach that is often pre-occupied
have been largely discredited. While these with tools and processes (‘Social Business’
approaches can be a useful way of driving initial or ‘Enterprise 2.0’) towards one with a greater
adoption, the focus on tools over outcomes emphasis on employees themselves. Social
most often results in an alarming drop-off employee engagement puts people at the
in use over time. centre by focusing on what inspires and
engages them to do their best work.

3. Contents Social Employee Engagement
1 A real opportunity for positive change
3 The need for a different approach
4 A road map for creating successful
social employee engagement
1. Get senior level buy-in
a. Create a solid business case
b. Set clear objectives
c. Don’t work in isolation
6 2. Put the right frameworks in place
a. Identify key use cases
b. Select and develop appropriate tools
c. Develop a governance framework
7 3. Encourage adoption and engagement
a. Create a launch plan
b. Develop on-going communications
c. Measure, review and adapt
9 Our experts
10 References
11 About SAS

4. A real opportunity for positive change Social Employee Engagement
1
Top performing companies are making the shift
to becoming more resilient, agile and innovative
organisations. This presents an exciting
opportunity to rethink the ways employees work
together to generate ideas, improve products
and services, and serve customers.
“ CEOs know they’ll have to change the At the same time, they are often trying to
way their companies function. Nearly
half say improving operational
grapple with the issue of employees that may
already be disengaged. Collaborating with
88%
Of fully engaged
effectiveness is one of their top three “ colleagues and focusing on outcomes rather employees believe
investment priorities this year. than outputs are two proven ways of increasing they can positively
16th Annual Global CEO Survey, PWC, 2013 levels of engagement and improving productivity. impact the quality of
their organization’s
products and services.
Given the growing acceptance that many of the The subsequent desire for new and better
traditional ways of working are inefficient and
ineffective, it is not surprising that many senior
managers are now actively looking to create
ways of working from both employers and
employees means the subject of collaboration
is increasingly becoming a board level
38%
Of disengaged
more agile and collaborative practices that conversation and one that is increasingly likely employees feel the
same way.
empower their employees to do more and to be endorsed by the CEO.
Engagement at Risk: Driving
create greater value. Strong Performance in a
Volatile Global Environment
Global Workforce Study
“ …managersweek reading andfive and “ Collaboration is the number one trait
2012, Towers Watson
spend between
CEOs are seeking in their employees,
52%
20 hours a writing “
e-mails. On average, each of Atos’s with 75% of them calling it critical.
80,000 employees was receiving more
“ IBM ‘Leading Through Connections’ Global CEO Study.
Of the CEOs
than 100 e-mails per day, of which interviewed intend
only 15 percent were deemed ‘useful’. to make significant
“Atos boss Thierry Breton defends his internal e-mail ban”
changes to their
BBC, December 6, 2012 organizations to
improve internal
collaboration and they
want to involve the
entire C-suite.
IBM ‘Leading Through
Connections’ Global CEO
Study

5. Social Employee Engagement
2
So given this
demand, what are
the main challenges
that organisations
face in their quest
to become more
collaborative?

6. The need for a different approach Social Employee Engagement
3
Despite the recent proliferation of social tools
being used within organisations, many of these
fail to live up to expectations.
Gartner has predicted that until 2015, 80% of Going forward companies need to foster
social collaboration efforts will not achieve
the intended benefits due to inadequate
a gradual shift away from the siloed mentality
of old towards the more open, informal and
46%
Of the companies
leadership and a technology driven approach conversational practices demanded by the new surveyed increased
that fails to address the behavioural elements type of knowledge worker. Admittedly this is not their social business
of becoming a social business. easy. In order to empower employees there investments in 2012
needs to be careful governance and support IBM ‘Leading Through
Connections’ Global CEO
At the same time, there is a tendency for from management to ensure they embrace Study
organisations to run before they can walk. this new way of working and the ensuing
It’s difficult to become a social enterprise, uncertainties that come with it.
with all that entails (practising social commerce,
social innovation, social marketing, social So in short, the main challenges faced by
relationship building, gathering insights from organisations in their social crusade relate
social etc.), before first laying the foundations to questions of strategy, leadership and
that will encourage employees to adopt social governance. In order to overcome them, there
behaviours. are three approaches that are critical to success:
1 2 3
A mixture of skills A fresh approach to A technology agnostic
and expertise adoption and change plan of attack
Only a healthy mix of engagement, Understanding the behaviours Rounded knowledge of the social
creative and technology expertise associated with the use of internal collaboration tools and traditional
will give you the skills to develop and external social collaboration platforms (intranets) available will
experiences and content that inspire tools (rather than just their features) give you a holistic view of the digital
employees to participate in new ways will allow you to develop appropriate workplace that no single technology
of working. These three elements change and adoption programmes provider or re-seller can provide.
will help you adopt an approach that are based on the way that Only by considering all these
that is rooted in human behaviour people want to work rather than platforms together will you be able
out-dated practices of the past. to take an impartial view on the best
rather than technology and ensure
This means first getting under the way of integrating enterprise and
your social collaboration efforts fit in
skin of your employees to find their social networks into your business in
seamlessly with any wider employee
real motivations and then applying a way that matches the culture and
engagement strategies.
creative communication techniques expectations of your employees.
to engage them in change.

7. Social Employee Engagement
4
A roadmap for
creating successful
social employee
engagement.
There are three
key elements to
the process of
developing and
implementating a
successful enterprise
social network...

8. 1
Social Employee Engagement
5
Get senior level buy-in
Focus on specific challenges that have direct
benefits which are easy to assess from
organisational, management, community
and individual perspectives.
A. B. C.
Create a solid business case Set clear objectives Don’t work in isolation
Although many senior managers You need to establish clear Although the idea of involving
are demanding more collaborative objectives for your communities people from disparate parts of
practices in their organisation, a solid so they understand if and why they an organisation can be a daunting
business case often still needs to be should join in. Identify specific prospect, this approach is more
made to secure the required budget business opportunities with objectives likely to gain universal approval and
and involvement of key people. While that can be clearly linked to the use of ultimately add greater value to the
the benefits are easy to identify at a social tools – this is a sure fire way of business. Just having the leadership
macro level (e.g. it will make the gaining adoption. Also, objectives that team involved in communicating
business/teams more proactive; it will are aligned to the overall business how they would like their employees
create more effective collaboration strategy and vision also work well as to participate in internal social
between employees; it will encourage they are already embedded within collaboration initiatives, as well as
employees to share ideas; it will the culture of the business. Internal regular and personal involvement
make decision making quicker and social collaboration initiatives are in the process to keep momentum
it will create happier, more engaged destined to fail if objectives are too going, are some of the most
employees), they ultimately need to vague or ambitious. important triggers for adoption.
be focused on what is appropriate
for your particular type of business Examples of objectives related to different Working with HR to identify how social can be
and wherever possible, be linked business functions infused into the full employee life cycle
R&D • In the on-boarding process by creating role
to quantifiable business results. An specific social spaces that provide a living
• Innovate through partnership
audit looking at the current levels • Develop communities of experts source of information across different functions
of employee engagement within an Sales
• Through social spaces where new hires can ask
organisation is an effective way of • Fully integrate customer/client insights into the
and reply to questions from other recent starters
sales process
identifying specific areas where social
Human Resources • To support Learning and Development
tools can play a key role in improving • Create a more effective recruitment process programmes by allowing employees to connect
collaboration. • Improve how talent is managed within both before and after courses and therefore
the business create stronger social support systems
“ Identify specificthat can beopportunities
with objectives
business
clearly linked
to the use of social tools - that is a sure “
fire way of gaining adoption.

9. 2
Social Employee Engagement
6
Put the right frameworks in place
Focus on existing and latent employee needs
or behaviours. Develop tools such a way that
they don’t jar with existing work practices.
A. B. C.
Identify key use cases Select and develop Develop a governance framework
Although use cases lie at the heart appropriate tools Naturally, the type of governance
of any successful internal social Regrettably, the process of selecting framework your organisation
collaboration initiative, they are often social tools is the starting point needs will depend on its type
poorly thought through which leads for many organisations and can and size, the use cases you have
to a certain amount of vagueness take months to reach a conclusion, developed and technologies you
– the enemy of engagement! Use especially within large organisations have chosen. However, there are
cases can relate to many different with highly complex IT environments. some basic rules that will help you
aspects of work – from networking While the development of clear develop a governance framework
to project management, team- objectives and use cases will that allows you to take command,
work, on-boarding, learning, talent undoubtedly help focus the debate rather than control, of your internal
management or team formation. away from technology and more social collaboration efforts. First
Yet when we come to think about towards human behaviour, they will and foremost, policies must be
collaboration between employees, not guarantee engagement and simple and easy to understand.
we need to develop a more continued use. Although there is no Secondly, as governance needs to
sophisticated understanding of what doubt that adoption will increase if the cover subjects related to people,
it really means in today’s workplace. chosen tools are easy and enjoyable processes, technology and data - you
After all there are many different to use, the usability of these platforms will need a cross-functional team of
types of collaboration, and employees and the processes to support them are people from various disciplines to
are often involved with a myriad of most often treated as an after-thought. take responsibility for developing
different teams and projects at any There needs to be a certain degree policies and guidelines, co-ordinating
given time. It is always a good idea of ‘WOW factor’ associated with the resources, sharing best practice and
to start small by developing use way these tools are presented and promoting them internally. And finally,
cases that will prove to be useful and launched in order that employees sit the governance process itself should
practical to employees in their day-to- up and take notice. One of the world’s be open enough to encourage and
day work and so are likely to generate leading design companies, IDEO, empower employees to develop their
quick wins. created a social platform that achieved own structures and rules, experiment
an adoption rate of 96% - mainly with them and spread the word across
because they dedicated a lot of time the business.
and effort to improving the usability
of the tools. This example highlights
the need to go about the design and
implementation of these tools with
the same vigour as you would for any
external facing digital platform.

10. 3
Social Employee Engagement
7
Encourage adoption and engagement
Focus on using creative adoption strategies
and techniques, both online and offline, that
will inspire employees to use the tools and
change behaviours.
A. B. C.
Create a launch plan Develop on-going communications Measure, review and adapt
You usually find there is a certain Relationships take time to develop. There are a number of simple ways to
amount of trepidation among large They require understanding, measure levels of adoption of social
swathes of employees that ultimately commitment and nurturing. Initially tools within your organisation:
discourages them from participating your employees will need help in
in the early stages of an internal building and managing communities. Performance: Number of active
social collaboration programme. As with any form of internal members, number of ‘readers’
Some will be naturally shy and won’t communications, what you say and versus ‘contributors’, number of
be comfortable sticking their heads how you say it is critical to the way communities, overall pages views etc.
above the parapet. Others, due to your employees perceive your social
traditional organisational hierarchies, engagement initiatives. You must Practices: Number of comments
will find it difficult to engage in strive to communicate in a credible by members, amount of content
conversation with more senior and memorable manner in order published by members, level of
colleagues. You therefore need to to motivate them to use the tools - sharing of content, types of
develop spaces where engagement firstly to improve the way they are community, types of activity within
can take place, such as forums or used to working and then to adopt each community (e.g. discussion,
collaborative spaces (although totally new ways of working (so they sharing, networking etc.)
physical events may also be useful), become as natural as using email).
and start with the people that are The role of the community manager Satisfaction: Quality of experience,
most likely to adopt and use the is crucial in teaching employees level of interest, perceived benefit to
new technologies and processes. how to collaborate with others. individuals (e.g. personal branding,
Identify those that are going to They should proactively start polls, knowledge management, team
champion the use of the tools - the post ideas, ask thought-provoking building, number of decisions taken
employees in your organisation that questions and start new groups. related to a discussion generated
are well connected and therefore play through the platform)
an important role in changing the
behaviour of others - and get them However, there is a danger in using
involved early on in the process. adoption as the key metric by which to
judge the success of social software.
“ The role of the community manager is crucial
in teaching employees how to collaborate with
others. They should proactively start polls,
post ideas, ask thought-provoking questions
“
and start new groups.

11. 3
Social Employee Engagement
8
Encourage adoption and engagement
Focus on metrics that will keep everyone happy.
As Susan Etlinger eloquently Also, as pointed out in a recent report Whatever framework you choose,
describes in her blog article ‘Three from Deloitte, the focus should be naturally the most important aspect
Principles for Measuring the Value on operating metrics as they focus of measurement is what you do with
of Enterprise Social Networks’, we on something that everyone cares the results and how well you use the
need to recognise that there are about. For example, improvements data to evolve your efforts in the most
certain vagaries to consider when to operating metrics will provoke effective way.
thinking about how to measure the managers to use social tools and
value of social networks inside the encourage their employees to as As with any business initiative that
organisation, rather than outside: well. Employees will use them more requires cultural change, social
• Employees don’t have the same when they understand how they can collaboration will not happen
freedom to interact with an help them improve their performance overnight. It needs to be worked at.
organisation as a consumer might (and be recognised and rewarded for It needs to focus on communication.
• Your identity within an organisation doing so). And finally, as executives It needs to have employee
is well known and rarely changes realise the knock-on effect to engagement at its heart.
so there is nowhere to hide financial performance, they will also
• As most employees have a be encouraged to adopt and support Written by Dean Parker
specific focus to their jobs, their the use of social tools within the Digital Consultant, SAS
need for collaboration and levels of organisation.
engagement may vary considerably
depending on their role
Motivational alignment across tiers Deloitte LLP Social software
for business performance
The missing link in social
software: Measurable
business performance
improvements
Financial
metrics
Executives
Motivation
Operating
Metrics Managers
Work
Efficiently Employees

12. Our experts Social Employee Engagement
9
Anthony Poncier Leslie Rogers
Social Business Director, Senior Consultant,
MSLGROUP EMEA Talent Communications, SAS
Anthony has worked for 12 years in the field Leslie is a senior consultant focusing on
of collaboration management. He holds Employee Engagement and Employer
a PhD and Master’s Degree in strategic Reputation, with specific focus on social
management and competitive intelligence. technology and behaviour. She has worked
His expertise covers Change Management and on internal communications and employee
Organisational Transformation associated with attraction programmes for over seven years.
social collaboration for large multi-national In her role, Leslie works with multinational
corporations. Anthony has published many organisations to generate audiene insights that
articles and books on the subject of enterprise inform strategies to attract, retain and engage
social networks and collaboration, and is talented people. Recent clients include Airbus,
a regular online columnist and speaker at BP, Bupa, Ernst & Young, GSK and Unilever.
Enterprise 2.0 conferences.
Jason Frank
Henjo Guitjens Managing Director, SAS
CEO, MSL Netherlands Jason has worked in marketing communications
Henjo works now for more than 25 years in for over 14 years. His experience encompasses
the field of communications consultancy. He research, strategy and implementation with a
specialises in the combination of Reputation particular emphasis on employer branding and
Management and Employee Engagement. communications. He has been responsible for
Henjo is also an experienced storyteller. evolving SAS’s employer branding offer over
Being an international awarded scriptwriter the last seven years to reflect audience and
for corporate videos and Creative Director for client requirements. His clients have included
many years at the MSL Group, he strongly the likes of KPMG, Freshfields, BDO Stoy
believes in the power of words and images Hayward and BT.
to inspire people. Henjo has created projects
for companies including Philips, Rabobank, Dean Parker
Randstad International, GDF-SUEZ, AXA and Digital Consultant, SAS
AKZO Nobel. Dean has over 15 years’ communications
industry experience across digital strategy,
Stanislas Magniant interaction design and user experience. He has
Head of Digital, MSLGROUP EMEA advised on and led projects for clients across a
A professional with over 10 years of experience wide range of platforms and technologies. At
in Europe and the US in the field of online SAS his clients have included GlaxoSmithKline,
advocacy strategies for corporate and public 3i, BP, BBA Aviation, Aviva, Diageo, KPMG
affairs clients. Prior to his current position, Sainsbury’s, Ernst & Young, Slaughter and
Stanislas supervised the development of a May, World Economic Forum, Strutt & Parker,
social media analysis and opinion research Standard Chartered Bank and Land Securities.
firm in the US. He is an assiduous blogger Dean leads our expertise in digital strategy
and frequent commentator on the impact and communications and is passionate about
of new technologies on social and political developing creative solutions that help
communications. He has led projects for organisations solve reputation, behaviour
L’Oréal, AXA, Air Liquide, Sécurité Routière, and revenue focused challenges.
Ferrero and Saint Gobain.

13. References Social Employee Engagement
10
1. The social Economy: Unlocking value and productivity through social technologies
McKinsey Global Institute Report, July 2012 www.mckinsey.com
2. 16th Annual Global CEO Survey ‘ Leading Through Volatility’, PWC, 2013
www.pwc.com
3. “Atos boss Thierry Breton defends his internal e-mail ban”
BBC, December 6, 2012 www.bbc.com
4. ‘Engagement at Risk: Driving Strong Performance in a Volatile Global Environment’
(Global Workforce Study) 2012, Towers Watson www.towerswatson.com
5. IBM ‘Leading Through Connections’ Global CEO Study www.ibm.com
6. IBM Study November 2012: ‘Investments in Social Technologies Climb, While Middle
Management Struggles with Uptick’ www.ibm.com
7. Deloitte LLP report: ‘Social software for business performance’ 2011
www.deloitte.com

14. About SAS
SAS helps organisations to solve business critical
communications issues. We never lose sight of the fact
that human beings sit at the heart of every challenge our
clients face – so memorable creativity is just as important
as smart strategy. We’re a team of 90 specialists, helping
clients such as BT, Ernst & Young, GlaxoSmithKline,
Lilly and The Coca-Cola Company to engage their
employees and make the right digital choices. SAS is
part of MSLGROUP, Publicis Groupe’s flagship strategic
communications and engagement network.
For more information contact Louise Barfield or Victoria Sugg on
+44 (0)20 7243 3232 or email lbarfield@saslondon.com
or vsugg@saslondon.com