Economic Uncertainty</li></ul>It’s about doing more with less… <br />
Engagement: Defining<br />When employees at different levels feel involved and enthusiastic about their jobs and their organization<br />The willingness and ability to contribute to company success <br />“Extent to which employees put discretionary effort into their work, in the form of extra time, brainpower and energy" -Towers Perrin Study<br />Some employees quit and leave, <br />others quit and stay. <br />- “Creating a Culture of Engagement”, Katherine Esty & Mindy Gerwitz<br />
Engagement:The Numbers<br />Real Benefits<br />Highly engaged employees outperform unengaged 20-28%<br />Share prices of companies with engaged employees rose 16% compared to industry average of 6% -Serota Consulting, 2005<br />Companies with high engagement saw operating margin rise by 3.74% over 3 years <br />Real Costs<br />Disengaged workers cost money:<br />$243-270B lost annually due to low productivity<br />Net Profit down 1.38% over 3 years<br />Operating margin down by 2.01% over 3 years <br />U.S. Department of Labor survey found annualcost to U.S. Businesses from employee turnover is $5 Trillion! ($5,000,000,000,000)<br />Sources: The WOW Workplace, Mike Byam (@TerryberryCo) & Creating a Culture of Engagement” Katherine Esty & Mindy Gerwitz, Boston.com<br />
Engagement: The Current Reality<br />11% -- Strong commitment to the organization<br />13% -- Actively non-engaged<br />76% -- Up for grabs<br />What can you do to grab the up for grabs?<br />
Lack of trust in leadership</li></ul>Technology is not the only solution, but it is one key element <br />
Information Management Overload: One Example: Employee Onboarding<br />45<br />Average number of days for a new-hire to reach full productivity<br />
Information Management Overload: One Example: Employee Onboarding<br />30<br />Average number of steps in<br />employee onboarding<br />
Information Management Overload: One Example: Employee Onboarding<br />14<br />Average number of separate systems & logins<br />used in employee onboarding<br />
Information Management Overload: One Example: Employee Onboarding<br />8<br />Percent of compliance paperwork that is<br />never collected<br />
Information Management Overload: One Example: Employee Onboarding<br />$4,300,000,000<br />Annual dollars spent on <br />new hire orientation<br />
Information Management Overload: One Example: Employee Onboarding<br />80<br />Percent of new hires that decide whether to stay<br />with a company within the 1st six months<br />
“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<br />Current employee information is spread through different locations (spreadsheets, desktops, active directory, paper, time systems, etc)<br />
Employee Onboarding by the Numbers<br />That’s a lot of numbers…so what?<br />All of this underscores importance of people-focused and strategic HR<br />HR as: Experience Design<br />HR as: Customer Service<br />HR as: a Leadership Position<br />Get it right with employees from the beginning<br /><ul><li>Streamline your onboarding process
tools to be successful and the freedom to use them</li></ul>You have to bake all of these into a supportive culture of sharing or it won’t work<br />
IABC :: On Social Computing<br />“This social hunger is one we can’t ignore and it’s one that business can’t ignore” -Mark Schumann, IABC Chair<br />“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?” <br />- Mark Schumann, IABC Chair<br />“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<br />“People want immediate connection, conversation and sense of community” <br />-Mark Schumann, IABC Chair<br />
IABC :: On Social Computing<br />“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<br />
Tools to find and connect with each other<br />
Tools to find and connect with each other<br />
Tools to find and connect with each other<br />Relative volume of different types of ties for a prototypical knowledge worker-- Source Enterprise 2.0: New Collaborative Tools for Your Organization’s Toughest Challenges, Andrew McAfee<br />None<br />Potential<br />Making connections via<br />internal social networks, profiles and social workspaces<br /><ul><li> Improves innovation
Tools to make themselves heard<br />Town Halls and “You Ask, We Answer”<br />2x yearly Town Hall meetings<br />YA/WA Forum Hosted on Intranet<br />Anonymous Post Option<br />24 Hour Turn Around Commitment<br />Ask Anything … Management Has to Answer<br />Deeper Understanding of Company Direction<br />Shared Decision Making<br />Two Way Conversation<br />Two more examples:<br />Great Idea Board<br />Stop/Start/Continue Forum<br />
Tools to make themselves heard<br />In the absence of outlet, employees stew on their anxieties and aggravations.<br />Take the lid off <br /> the stew pot… <br />
Tools to Share Expertise, Gain Recognition, Build Reputation<br />Peer-to-Peer Training Tools<br />Microsoft Academy Mobile<br />Video & Audio Podcasting<br />Any Topic, Any Employee<br />Knowledge Sharing Platform<br />Executives Encourage Contribution for Company Success<br />Subscriptions Help Filter Content<br />Meeting Wikis<br />Setup Prior to Event<br />Attendees Provide Input During Sessions<br />Notes Edited Into “Executive Summary” of Event<br />Attendees Produce Training Materials for Peers from More Relevant Perspective<br />Increases organizational success in the long run because knowledge is stored in a collaboration platform, not a PC<br />
Tools to Be More Successful<br />Blogs<br />Social Networking<br />Video Sharing<br />Wikis<br />2008<br />2009<br />MIT Study: Employees with strong online social network were 7% more productive<br />Source: McKinsey&Company<br />
The tools we select, <br />reflect the values we hold.<br />The values we project <br />directly impact our success.<br />
Why These Tools Are Important<br />Opportunity to shine<br />Learn-by-teaching phenomenon increases competence<br />Demonstrates your respect for their knowledge<br />
What makes people engage?<br />RESPECT<br />“Sometimes it’s not the job <br />that burns you out, it’s the organization”<br />
Engagement is … an organizational stablizer<br />A study by the Corporate Leadership Council found that when employee engagement increases, you see a corresponding increase in employee retention (up 87%).<br />-- Source: Human Capital Institute<br />
Engagement: Now It’s Everyone’s Responsibility<br />
Strategic HR<br />Q: What is the responsibility of HR to employees?<br />A: In short: make them better at what they do<br />Q: What is the responsibility of HR to the company?<br />A: In short: make it a better place to work and a place that works better<br />Q: Is HR an administrative function or a catalyst to company greatness?<br />
So Much More to Talk About: <br />Join The Conversation<br />Thank You!<br /><ul><li>I’d love to talk to you about your HR management challenges – how are you managing information today? How are you empowering employees? How’s it working for you? Talk to me and make me smarter.
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