Unleashing
Engagement
Social Media at Work
Polly Pearson
Advisor, Brand Relations
Talent
Prospects & Customers
Investors
M...
The Big Border Disappearing Act
Employees Customers,
Prospects, Communities
We are at a rare inflection point.
Challenge o...
The Transformation.
The Industrial Era Model
“Command & Control”
“It is very hard
to know what you
take for granted,
because you
take it for granted.”
- Sir Ken Robinson
“Leadership at Every Level”
“Connection & Collaboration”
The Networked, Knowledge Era Model
Adults
Educated
Diverse
Global
“Leadership at Every Level”
Hierarchy of Employee Traits
for the Creative Economy
Passion
Creativity
Initiative
Intellect
...
From Theory to Reality.
What Approach?
Employee
recruitment
and
engagement
Globalization,
diversity
and
inclusion
Internal
productivity,
collabora...
Hierarchical Connected & Collaborative
From Command to Connection
Assigned roles and
responsibilities
Applied, shared inte...
Jump-starting the Modern Journey
An EMC Case Study
a FORTUNE 200 Company
Step 1.
Make it safe for people to share.
“Non-business,” “Fluff” is good.
Set the expectation that this is part of
the pr...
Everyone
Has a
Voice
Internal, Voluntary Social Network . . .
perspective and behavior begin to shift
Free.
People Become More Connected
with Strategy, Culture, and One Another
People Begin To Share More
“Day in the Life”
Photo Sharing
Event
Hundreds photos
shared from employees in
Russia, Japan, U...
“The Working Mother Experience” Book
EMC.com; http://www.workingmotherexperience.com Personal Stories
from EMC
Working “Mo...
Step 2.
Business content will emerge rapidly
from the trenches.
Have influential voices participate,
engage.
Goal: “Workfo...
The Community Brings
Genuine Brand Values to Life: Innovation
Innovation Idea Contest
“The Country Cup”
Grass Roots
Global
 Peer voting
fosters connection
with others, ideas
 Vetted ...
The Community Weighs in …
New Policies [vacation]
Dynamics in the Industry [pay cuts]
Strategy [top down; bottom up]
… Man...
“Constructive ideas to
save money?”
 400 + ideas
 30,000 + views
 CFO reporting back
 Ideas being put to use;
employee...
Executives Catch On –
Sharing with a Genuine, Human Voice
Internal “reality TV”
Free.
Step 3.
Employees will feel ready to go
“outside the firewall.”
Launch a friendly, peer-based
“mentoring” system as a safe...
2010 (year 3):
Dozens of bloggers;
hundreds of micro-bloggers
And thousands of
employees
who suddenly feel
welcomed to sha...
Ambassadors Engage
with Customers, Developers, Partners
• Building relationships
• Honoring “rock stars”
• Developing prod...
“100 Job Search Tips”
eBook
Free.
Prospective Talent
Free.
Future Employees
28
Free.
Customers
Free.
Hope
Free.
Expanding Your Network to Millions
Your People are doing your branding.
… are helping you do your job – better, fast...
Blogs on EMC Culture & Careers
Free.
Facebook: EMC Careers
TWITTER: EMC Careers
Engagement Opportunities
Become Like Viral...
32
$18,600
more market value
per employee
$3,800
more profits
per employee
$80,000–120,000
additional revenue
per month
Highe...
“. . . and those on the
inside will know that this
is the ultimate place to
be.”
— Polly Pearson
— Dr. John Sullivan
For S...
Additional
revenue
Higher
customer
engagement
Additional
Innovation
More Market
Value per
Employee
Better
Recruitment
Volu...
Personal
Satisfaction
Enjoy
Co-workers
95% 92%93%
Manager
Integrity
*Based on 30,827 responses from 92% of employees
EMC E...
RESULTS
Employee
Satisfaction
and
Motivation
Ratings
Customer
Satisfaction
Ratings
Revenue Cash Flow
Innovation
and
Market...
New Tricks
1. Lead with Trust
100% of your employees are adults; 99.9% do not want to be fired
2. Listen to the conversati...
$2.3 Million
One Month
Via Twitter
Risks
1. Confidential
Information
2. Poor conduct
3. …
Don’t you have a policy
all ready for this?
“Risk Of Ignoring”
“Lessons” from the Journey
Inside out
Get good behind the firewall, then go outside
A “coalition of the willing”
Cross-fun...
Helpful Task Tool Box
1. Inform your BOD/Execs about the new era ROI
Don’t assume they know. Get there first.
2. Focus on ...
“The Duty to Think Anew” Harper’s Magazine
“The dogmas of the quiet
past are inadequate to the
stormy present. The
occasio...
BLOG: http://www.pollypearson.com
EMAIL: pearsonpolly@gmail.com
"Your people are your best brand. Unleashing their
passion...
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Unleashing Engagement; Social Media at Work

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Unleash employee engagement while adding revenue, profit and brand admiration for your company. This is a case study discussion with key implementation tips from Polly Pearson, based on her perspective at work at EMC.

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  • What did we do?

    The backdrop at the time had, in my opinion, two pivotal books.

    Thomas Friedman’s “The World Is Flat,” which spoke to the high-speed wired world and the new access to an intelligent workforce located around the globe, which would be game changing, and,
    Don Tapscott’s Wikinomics, which spoke to the opportunity of open sourcing everything and how innovation and productivity can suddenly happen by people not in your facilities, and, even, not on your payroll. Look at the FireFox browser, for an example. Look at Wikipedeia – which, pundits now say is more reliable than Merriam Webster. Game Changing.

    The backdrop also had an increasing number of employees and, to a degree, EMC leaders, who “got this new world” and began the process of transformation at EMC.
  • According to Peter Drucker in the book “The Essential Drucker,” The practice of management was born around 1850 – when companies suddenly had 300 or more employees. They had to figure out how to manage productivity at that scale. The only model to replicate at that time, was the command & control model used by the military. … a model that directed legions of uneducated workers. A model that predates the wired world.
  • Today, we’re in the knowledge era, a time when our people and their ideas are our route to productivity and business value. To enable the best results in this dynamic of an educated and diligent workforce, companies must unlock passion, creativity and initiative of their people. Results come from new innovations and ideas, and connections to engage hearts & minds in action.
    Companies are re-wiring behavior models and tools today to enable global agility, and innovation. They’re increasingly looking to “Collaboration and Connection” business models.
    -- Gary Hamel is an author and speaker and currently considered a top authority according to WSJ and FORTUNE on business strategy and management models.
  • Today, we’re in the knowledge era, a time when our people and their ideas are our route to productivity and business value. To enable the best results in this dynamic of an educated and diligent workforce, companies must unlock passion, creativity and initiative of their people. Results come from new innovations and ideas, and connections to engage hearts & minds in action.
    Companies are re-wiring behavior models and tools today to enable global agility, and innovation. They’re increasingly looking to “Collaboration and Connection” business models.
    -- Gary Hamel is an author and speaker and currently considered a top authority according to WSJ and FORTUNE on business strategy and management models.
  • By 2006, EMC’s revenues exceeded the levels of the pre-recession level. And yet, “It did not feel hot in the hallways.”

    Throughout the company, departments and functional leaders were seeking ways to address multiple new challenges. Budgets and headcount allocation remained tight, so answers needed to be found largely without the luxury of new resources.
  • When we shift from today’s hierarchical norm of assigned roles & responsibilities to one where people can apply shared interests and passions to the job – a connected and collaborative culture – this is where we see pure gold.
  • Building Communities to Build Relationships
    Over 30 active communities and Labs for customers and partners to collaborate with EMC and several others in development
    Over 16,000 members, representing 151 countries, have joined in the first 9 months
    1000 new members joining each month...and growing
    Developing new, and improving existing products … such as the RSA key fob code as an app on the iPhone and Blackberry
    In the “Labs,” product teams provide customers with early access to innovate with EMC in building better products. Collaboration occurs in every phase of product development from inception through announcement
    Creating new Channels and increasing revenues
    In the Solution Gallery, those developing solutions on EMC products engage prospective customers with reviews, ratings, demos and generate qualified sales leads
    Meeting Developers & Inventors of Products created by EMC
    Customers are given unfettered access to those who develop and support our products, providing both with valuable insights
    Improving service and reducing support costs with technical forums
    Not just engineers, but customers, too, provide answers to each other’s questions, and these answers are available to thousands of others, reducing the number of expensive one-on-one calls to Customer Support
    Providing Certification & education on products & solutions
    Several thousand “EMC Proven” customers, partners and employees share best practices and tips with the most knowledgeable, certified storage professionals in the world
    Building Communities to build relationships
    Developers congregate in the Developer Network downloading free code and sharing tips and tricks. Partners have their own communities but also mingle with others in user groups, understanding customer pain points and improving solutions, business users network with others who face similar challenges.
    The bottom line, communities enable customers to maximize the investment they’ve already made in EMC solutions, generating increased customer satisfaction and loyalty.
  • And let’s remind ourselves of another change today. No longer can we say “If you don’t like it here, leave.” The right talent is critical. And for smart talent, “work” is now a B2C (business-to-consumer) proposition. They evaluate their fit and desire to be part of an organization like they might evaluate a car, a college, or a vacation destination. It has to work for them.

    If your company does not “fit them” – and allow for things like their ideas to be heard – they will move on to an option with a better value proposition.

    I love how Dr. John Sullivan defines a strong employment brand value proposition. He says it is similar to a night club’s red velvet rope – “the experience behind which talent will line up clamoring for an opportunity to be let inside.” I added to that by saying “and those on the inside will know that this is the ultimate place to be.”

    This, anyway, is how we look at the goal for EMC. To have an environment so compelling that Talent clamors for the opportunity to be there.
  • The dogmas of the quiet past, are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise -- with the occasion. As our case is new, so we must think anew, and act anew. We must disenthrall ourselves, and then we shall save our country.
  • Unleashing Engagement; Social Media at Work

    1. 1. Unleashing Engagement Social Media at Work Polly Pearson Advisor, Brand Relations Talent Prospects & Customers Investors Media
    2. 2. The Big Border Disappearing Act Employees Customers, Prospects, Communities We are at a rare inflection point. Challenge or Opportunity? Ideas Time Innovation Success Hierarchies Geographies Age Race Degrees Leadership & Action
    3. 3. The Transformation.
    4. 4. The Industrial Era Model “Command & Control”
    5. 5. “It is very hard to know what you take for granted, because you take it for granted.” - Sir Ken Robinson
    6. 6. “Leadership at Every Level” “Connection & Collaboration” The Networked, Knowledge Era Model Adults Educated Diverse Global
    7. 7. “Leadership at Every Level” Hierarchy of Employee Traits for the Creative Economy Passion Creativity Initiative Intellect Diligence Obedience Cannot Command (won’t commoditize) Commodities Illustration: Gary Hamel Net New Value
    8. 8. From Theory to Reality.
    9. 9. What Approach? Employee recruitment and engagement Globalization, diversity and inclusion Internal productivity, collaboration and innovation External productivity, collaboration and innovation Management Styles, Millennials Career Dev. Facilities and Flex Work Customer Satisfaction, Revenue, Profit Risk Mitigation Cloud
    10. 10. Hierarchical Connected & Collaborative From Command to Connection Assigned roles and responsibilities Applied, shared interests and passions PURE GOLD!
    11. 11. Jump-starting the Modern Journey An EMC Case Study a FORTUNE 200 Company
    12. 12. Step 1. Make it safe for people to share. “Non-business,” “Fluff” is good. Set the expectation that this is part of the proficiency journey. Goal: “Workforce Proficiency” with “social” tools & behavior
    13. 13. Everyone Has a Voice Internal, Voluntary Social Network . . . perspective and behavior begin to shift
    14. 14. Free. People Become More Connected with Strategy, Culture, and One Another
    15. 15. People Begin To Share More “Day in the Life” Photo Sharing Event Hundreds photos shared from employees in Russia, Japan, Utah, Boston, and more Free.
    16. 16. “The Working Mother Experience” Book EMC.com; http://www.workingmotherexperience.com Personal Stories from EMC Working “Moms” 15 countries 96 women 1 man And a living blog: www.workingmotherexperience.com . . . and, Courageously, Even More
    17. 17. Step 2. Business content will emerge rapidly from the trenches. Have influential voices participate, engage. Goal: “Workforce Proficiency”
    18. 18. The Community Brings Genuine Brand Values to Life: Innovation
    19. 19. Innovation Idea Contest “The Country Cup” Grass Roots Global  Peer voting fosters connection with others, ideas  Vetted ideas merge with passionate teams and time to market. Free. Turning Ideas into Passion and Revenue
    20. 20. The Community Weighs in … New Policies [vacation] Dynamics in the Industry [pay cuts] Strategy [top down; bottom up] … Management Benefits
    21. 21. “Constructive ideas to save money?”  400 + ideas  30,000 + views  CFO reporting back  Ideas being put to use; employees feel heard  Company saving money Free. Turning "Critical Thinking" into Advantage
    22. 22. Executives Catch On – Sharing with a Genuine, Human Voice Internal “reality TV” Free.
    23. 23. Step 3. Employees will feel ready to go “outside the firewall.” Launch a friendly, peer-based “mentoring” system as a safety valve. Goal: “Workforce Proficiency”
    24. 24. 2010 (year 3): Dozens of bloggers; hundreds of micro-bloggers And thousands of employees who suddenly feel welcomed to share that they care Free. Organic Brand Ambassadors Emerge: Enthusiastic, Expert Voices
    25. 25. Ambassadors Engage with Customers, Developers, Partners • Building relationships • Honoring “rock stars” • Developing products • Increasing revenue • Improving service • Reducing support costs • Providing certification on products • Building loyalty Free.
    26. 26. “100 Job Search Tips” eBook Free. Prospective Talent
    27. 27. Free. Future Employees
    28. 28. 28 Free. Customers
    29. 29. Free. Hope
    30. 30. Free. Expanding Your Network to Millions Your People are doing your branding. … are helping you do your job – better, faster, with more scale. … are building invaluable trust-based relationships. … are having fun doing it.
    31. 31. Blogs on EMC Culture & Careers Free. Facebook: EMC Careers TWITTER: EMC Careers Engagement Opportunities Become Like Viral Fly Paper Blogs Facebook Twitter YouTube
    32. 32. 32
    33. 33. $18,600 more market value per employee $3,800 more profits per employee $80,000–120,000 additional revenue per month Higher profitability Higher customer loyalty Recruitment costs 55% lower Fortune 500 Companies with Engaged Employees Report: Growth in employee productivity Source: Impact of Engaged Employees on Business Outcomes. Ongoing Employee Engagement Research, Hewitt Associates Source: Impact of Engaged Employees on Business Outcomes. Ongoing Employee Engagement Research, Hewitt Associates
    34. 34. “. . . and those on the inside will know that this is the ultimate place to be.” — Polly Pearson — Dr. John Sullivan For Smart Talent, “Work” is a B2C Proposition
    35. 35. Additional revenue Higher customer engagement Additional Innovation More Market Value per Employee Better Recruitment Volume and Speed More + More Favorable Media Coverage Higher Employee Engagement Additional profit EMC’s ROI
    36. 36. Personal Satisfaction Enjoy Co-workers 95% 92%93% Manager Integrity *Based on 30,827 responses from 92% of employees EMC Employee Survey Results
    37. 37. RESULTS Employee Satisfaction and Motivation Ratings Customer Satisfaction Ratings Revenue Cash Flow Innovation and Market Share Best Place To Work Awards RECORD EMC’s Most Recent Annual Score Card
    38. 38. New Tricks 1. Lead with Trust 100% of your employees are adults; 99.9% do not want to be fired 2. Listen to the conversations and tone of web 2.0 behavior Supportive, collaborative, peer-to-peer mentoring, idea rich 3. Share information openly internally Question why not share this? Why not ask the company community help with this? . . . and watch people be inspired, while they help you!
    39. 39. $2.3 Million One Month Via Twitter
    40. 40. Risks 1. Confidential Information 2. Poor conduct 3. … Don’t you have a policy all ready for this?
    41. 41. “Risk Of Ignoring”
    42. 42. “Lessons” from the Journey Inside out Get good behind the firewall, then go outside A “coalition of the willing” Cross-functional, global Clearly defined “corporate champions” All initiatives need a “face” and a “voice” The “3 Es” – Enablement, Empowerment and Encouragement avoid corporate mandates, over-control, and urge to be harsh Use “Situations” as Training Opportunities This is new for everyone; real-time, customized learning Lightweight governance Use it sparingly, (e.g., “guidelines” vs. “policies”) Have patience It takes time for perceptions and behaviors to change
    43. 43. Helpful Task Tool Box 1. Inform your BOD/Execs about the new era ROI Don’t assume they know. Get there first. 2. Focus on Behavior Change vs. the Tech Behavior is close to free. Timelines help. 3. Discover Your True Employment Brand Your people are your best ad agency.
    44. 44. “The Duty to Think Anew” Harper’s Magazine “The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise — with the occasion. As our case is new, so we must think anew, and act anew. We must disenthrall ourselves, and then we shall save our country. Abraham Lincoln 1862
    45. 45. BLOG: http://www.pollypearson.com EMAIL: pearsonpolly@gmail.com "Your people are your best brand. Unleashing their passion at work is the key to increasing profit.” Polly Pearson People Productivity = Profit
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