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Strategic HR: Fostering Employee Engagement via Enterprise 2.0 Technologies & Thinking
Ethan Yarbrough President Allyis, Inc twitter: @ethany blog:  blog.allyis.com Email:  ethany@allyis.com What We Do ,[object Object]
Knowledge Management
Business Insights
Business Processtwitter: @allyis www.allyis.com
What We’ll Cover: ,[object Object]
Defining Engagement
How do Organizations Benefit from Engaged Workforces?
What Stands in the Way of Engagement?
Using Technology to Improve Engagement
My definition of HR,[object Object]
New Geographic Challenges
New technology expectations
Faster Pace
Economic UncertaintyIt’s about doing more with less…
Engagement: Defining When employees at different levels feel involved and enthusiastic about their jobs and their organization The willingness and ability to contribute to company success  “Extent to which employees put discretionary effort into their work, in the form of extra time, brainpower and energy"  -Towers Perrin Study Some employees quit and leave,  others quit and stay.  - “Creating a Culture of Engagement”, Katherine Esty & Mindy Gerwitz
Engagement:The Numbers Real Benefits Highly engaged employees outperform unengaged 20-28% Share prices of companies with engaged employees rose 16% compared to industry average of 6%  -Serota Consulting, 2005 Companies with high engagement saw operating margin rise by 3.74% over 3 years   Real Costs Disengaged workers cost money: $243-270B lost annually due to low productivity Net Profit down 1.38% over 3 years Operating margin down by 2.01% over 3 years  U.S. Department of Labor survey found annualcost to U.S. Businesses from employee turnover is $5 Trillion! ($5,000,000,000,000) Sources:  The WOW Workplace, Mike Byam (@TerryberryCo) & Creating a Culture of Engagement” Katherine Esty & Mindy Gerwitz, Boston.com
Engagement: The Current Reality 11% -- Strong commitment to the organization 13% -- Actively non-engaged 76% -- Up for grabs What can you do to grab the up for grabs?
Engagement: The Current Reality
Engagement: The Current Reality Engagement is critical…but sometimes we fail to create it. What gets in the way? ,[object Object]
Company culture, lack of respect
Physical distance between employees
Lack of trust in leadershipTechnology is not the only solution, but it is one key element
Information Management Overload: One Example: Employee Onboarding 45 Average number of days for a new-hire to reach full productivity
Information Management Overload: One Example: Employee Onboarding 30 Average number of steps in employee onboarding
Information Management Overload: One Example: Employee Onboarding 14 Average number of separate systems & logins used in employee onboarding
Information Management Overload: One Example: Employee Onboarding 8 Percent of compliance paperwork that is never collected
Information Management Overload: One Example: Employee Onboarding $4,300,000,000 Annual dollars spent on  new hire orientation
Information Management Overload: One Example: Employee Onboarding 80 Percent of new hires that decide whether to stay with a company within the 1st six months
“Consider: the more energy it takes for you to manage your present, the less energy your organization has for managing the future. The resultant, poorly crafted future becomes your new ill-managed present – with ever-diminished attention to the increasingly ill-managed future. And the cycle continues. Your present must be made solid, reliable and effective.” – I.T. Wars Current employee information is spread through different locations (spreadsheets, desktops, active directory, paper, time systems, etc)
Employee Onboarding by the Numbers That’s a lot of numbers…so what? All of this underscores importance of people-focused and strategic HR HR as: Experience Design HR as: Customer Service HR as: a Leadership Position Get it right with employees from the beginning ,[object Object]
Digital onboarding
Social onboarding
HR/IT partnership is criticalOnce they’re onboard you need to do the things that make them want to stay
I knew it was time to leave when…
What’s the TechnologyRecipe for Engagement? Give employees: ,[object Object]
tools to share expertise
 tools to gain recognition and build reputation

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Strategic HR: Fostering Employee Engagement via Enterprise 2.0 Technologies & Thinking

  • 1. Strategic HR: Fostering Employee Engagement via Enterprise 2.0 Technologies & Thinking
  • 2.
  • 6.
  • 8. How do Organizations Benefit from Engaged Workforces?
  • 9. What Stands in the Way of Engagement?
  • 10. Using Technology to Improve Engagement
  • 11.
  • 15. Economic UncertaintyIt’s about doing more with less…
  • 16. Engagement: Defining When employees at different levels feel involved and enthusiastic about their jobs and their organization The willingness and ability to contribute to company success “Extent to which employees put discretionary effort into their work, in the form of extra time, brainpower and energy" -Towers Perrin Study Some employees quit and leave, others quit and stay. - “Creating a Culture of Engagement”, Katherine Esty & Mindy Gerwitz
  • 17. Engagement:The Numbers Real Benefits Highly engaged employees outperform unengaged 20-28% Share prices of companies with engaged employees rose 16% compared to industry average of 6% -Serota Consulting, 2005 Companies with high engagement saw operating margin rise by 3.74% over 3 years Real Costs Disengaged workers cost money: $243-270B lost annually due to low productivity Net Profit down 1.38% over 3 years Operating margin down by 2.01% over 3 years U.S. Department of Labor survey found annualcost to U.S. Businesses from employee turnover is $5 Trillion! ($5,000,000,000,000) Sources: The WOW Workplace, Mike Byam (@TerryberryCo) & Creating a Culture of Engagement” Katherine Esty & Mindy Gerwitz, Boston.com
  • 18. Engagement: The Current Reality 11% -- Strong commitment to the organization 13% -- Actively non-engaged 76% -- Up for grabs What can you do to grab the up for grabs?
  • 20.
  • 23. Lack of trust in leadershipTechnology is not the only solution, but it is one key element
  • 24. Information Management Overload: One Example: Employee Onboarding 45 Average number of days for a new-hire to reach full productivity
  • 25. Information Management Overload: One Example: Employee Onboarding 30 Average number of steps in employee onboarding
  • 26. Information Management Overload: One Example: Employee Onboarding 14 Average number of separate systems & logins used in employee onboarding
  • 27. Information Management Overload: One Example: Employee Onboarding 8 Percent of compliance paperwork that is never collected
  • 28. Information Management Overload: One Example: Employee Onboarding $4,300,000,000 Annual dollars spent on new hire orientation
  • 29. Information Management Overload: One Example: Employee Onboarding 80 Percent of new hires that decide whether to stay with a company within the 1st six months
  • 30. “Consider: the more energy it takes for you to manage your present, the less energy your organization has for managing the future. The resultant, poorly crafted future becomes your new ill-managed present – with ever-diminished attention to the increasingly ill-managed future. And the cycle continues. Your present must be made solid, reliable and effective.” – I.T. Wars Current employee information is spread through different locations (spreadsheets, desktops, active directory, paper, time systems, etc)
  • 31.
  • 34. HR/IT partnership is criticalOnce they’re onboard you need to do the things that make them want to stay
  • 35. I knew it was time to leave when…
  • 36.
  • 37. tools to share expertise
  • 38. tools to gain recognition and build reputation
  • 39. tools to find and connect with each other
  • 40. tools to be successful and the freedom to use themYou have to bake all of these into a supportive culture of sharing or it won’t work
  • 41. IABC :: On Social Computing “This social hunger is one we can’t ignore and it’s one that business can’t ignore” -Mark Schumann, IABC Chair “Everyone doesn’t need to tweet. But every organization does need to ask itself: In our efforts to engage people, what is the role of conversations and when we look at the kinds of conversations that people want to have, what is the role of social media in supporting and facilitating those conversations?” - Mark Schumann, IABC Chair “Maybe people need to be thinking through the power of these conversations and the power of these tools to empower these conversations” -Julie Freeman, IABC President “People want immediate connection, conversation and sense of community” -Mark Schumann, IABC Chair
  • 42. IABC :: On Social Computing “We as communicators need to look ahead to a time when we’re as focused on the experience employees have in the conversations as we are in the messages we might convey” -Mark Schumann, IABC Chair
  • 43. Tools to find and connect with each other
  • 44. Tools to find and connect with each other
  • 45.
  • 47. Saves moneyWeak Strong ties
  • 49. Tools to make themselves heard Town Halls and “You Ask, We Answer” 2x yearly Town Hall meetings YA/WA Forum Hosted on Intranet Anonymous Post Option 24 Hour Turn Around Commitment Ask Anything … Management Has to Answer Deeper Understanding of Company Direction Shared Decision Making Two Way Conversation Two more examples: Great Idea Board Stop/Start/Continue Forum
  • 50. Tools to make themselves heard In the absence of outlet, employees stew on their anxieties and aggravations. Take the lid off the stew pot…
  • 51. Tools to Share Expertise, Gain Recognition, Build Reputation Peer-to-Peer Training Tools Microsoft Academy Mobile Video & Audio Podcasting Any Topic, Any Employee Knowledge Sharing Platform Executives Encourage Contribution for Company Success Subscriptions Help Filter Content Meeting Wikis Setup Prior to Event Attendees Provide Input During Sessions Notes Edited Into “Executive Summary” of Event Attendees Produce Training Materials for Peers from More Relevant Perspective Increases organizational success in the long run because knowledge is stored in a collaboration platform, not a PC
  • 52. Tools to Be More Successful Blogs Social Networking Video Sharing Wikis 2008 2009 MIT Study: Employees with strong online social network were 7% more productive Source: McKinsey&Company
  • 53. The tools we select, reflect the values we hold. The values we project directly impact our success.
  • 54. Why These Tools Are Important Opportunity to shine Learn-by-teaching phenomenon increases competence Demonstrates your respect for their knowledge
  • 55. What makes people engage? RESPECT “Sometimes it’s not the job that burns you out, it’s the organization”
  • 56. Enterprise 2.0: Measurable Gains Source: McKinsey&Company
  • 57. Engagement is … an organizational stablizer A study by the Corporate Leadership Council found that when employee engagement increases, you see a corresponding increase in employee retention (up 87%). -- Source: Human Capital Institute
  • 59. Engagement: Now It’s Everyone’s Responsibility
  • 60. Strategic HR Q: What is the responsibility of HR to employees? A: In short: make them better at what they do Q: What is the responsibility of HR to the company? A: In short: make it a better place to work and a place that works better Q: Is HR an administrative function or a catalyst to company greatness?
  • 61.
  • 62. Where you can find me
  • 63. My Blog: @ blog.allyis.com
  • 66. Places, faces & events you should check out:
  • 67. Enterprise 2.0 Conference (www.e2conf.com)
  • 69. Social Media Club Seattle (SMCSeattle.com)