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SAS Social Engagement Whitepaper 2013
 

SAS Social Engagement Whitepaper 2013

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    SAS Social Engagement Whitepaper 2013 SAS Social Engagement Whitepaper 2013 Document Transcript

    • Social Employee Engagement Dean Parker, Digital ConsultantIntroducingSocial EmployeeEngagement:Shifting fromtechnology topeople
    • Executive Summary Social Employee EngagementWhile social media continue to have a profound The emphasis needs to shift away from solelyeffect on the way we are able to connect and concentrating on the technology and moreshare with people outside the office, many towards creating the right conditions fororganisations have been slow to recognise the collaboration. As much time and effort needsvalue they can bring to the workplace. This to be given to driving the adoption and use ofresults 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 socialAlthough in recent times we have witnessed enterprise (so it is embedded in everything youa growing appreciation of the role that social do) requires a fundamental change to workingtools can play in supporting greater collaboration practices and technologies, your journey towardsbetween employees, many of the early adopters this must always be focused on meeting thefind 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 relatedimplement new technologies rather than take a to individuals, communities and managementmore 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 yourmany organisations fail to ask some of the most employees are continually excited, inspiredimportant questions, such as “How could being and engaged by the possibilities that socialmore collaborative help achieve overall business tools and practices afford them.goals?”, “What do employees need in order toshare 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 notSimply giving your employees a shiny new toy afraid to share their thoughts and trustto 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 farand 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 socialthroughout the organisation; ordering technologies. McKinsey Global Institute Report, July 2012 employees to use them without clearlydemonstrating 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 movinguse the tools without making them attractive, away from an approach that is often pre-occupiedhave 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 greateradoption, the focus on tools over outcomes emphasis on employees themselves. Socialmost often results in an alarming drop-off employee engagement puts people at thein use over time. centre by focusing on what inspires and engages them to do their best work.
    • Contents Social Employee Engagement1 A real opportunity for positive change 3 The need for a different approach4 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 isolation6 2. Put the right frameworks in place a. Identify key use cases b. Select and develop appropriate tools c. Develop a governance framework7 3. Encourage adoption and engagement a. Create a launch plan b. Develop on-going communications c. Measure, review and adapt9 Our experts10 References11 About SAS
    • A real opportunity for positive change Social Employee Engagement 1Top performing companies are making the shiftto becoming more resilient, agile and innovativeorganisations. This presents an excitingopportunity to rethink the ways employees worktogether to generate ideas, improve productsand 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 bettertraditional ways of working are inefficient andineffective, it is not surprising that many seniormanagers 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 disengagedmore 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: Drivingcreate 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
    • Social Employee Engagement 2So given thisdemand, what arethe main challengesthat organisationsface in their questto become morecollaborative?
    • The need for a different approach Social Employee Engagement 3Despite the recent proliferation of social toolsbeing used within organisations, many of thesefail to live up to expectations.Gartner has predicted that until 2015, 80% of Going forward companies need to fostersocial collaboration efforts will not achievethe intended benefits due to inadequate a gradual shift away from the siloed mentality of old towards the more open, informal and 46% Of the companiesleadership and a technology driven approach conversational practices demanded by the new surveyed increasedthat fails to address the behavioural elements type of knowledge worker. Admittedly this is not their social businessof 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 CEOAt the same time, there is a tendency for from management to ensure they embrace Studyorganisations to run before they can walk. this new way of working and the ensuingIt’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 byrelationship building, gathering insights from organisations in their social crusade relatesocial etc.), before first laying the foundations to questions of strategy, leadership andthat will encourage employees to adopt social governance. In order to overcome them, therebehaviours. are three approaches that are critical to success:1 2 3A mixture of skills A fresh approach to A technology agnosticand expertise adoption and change plan of attackOnly a healthy mix of engagement, Understanding the behaviours Rounded knowledge of the socialcreative and technology expertise associated with the use of internal collaboration tools and traditionalwill give you the skills to develop and external social collaboration platforms (intranets) available willexperiences and content that inspire tools (rather than just their features) give you a holistic view of the digitalemployees to participate in new ways will allow you to develop appropriate workplace that no single technologyof 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 thesethat 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 bestrather than technology and ensure This means first getting under the way of integrating enterprise andyour social collaboration efforts fit in skin of your employees to find their social networks into your business inseamlessly with any wider employee real motivations and then applying a way that matches the culture andengagement strategies. creative communication techniques expectations of your employees. to engage them in change.
    • Social Employee Engagement 4A roadmap forcreating successfulsocial employeeengagement.There are threekey elements tothe process ofdeveloping andimplementating asuccessful enterprisesocial network...
    • 1 Social Employee Engagement 5Get senior level buy-inFocus on specific challenges that have directbenefits which are easy to assess fromorganisational, management, communityand individual perspectives.A. B. C.Create a solid business case Set clear objectives Don’t work in isolationAlthough many senior managers You need to establish clear Although the idea of involvingare demanding more collaborative objectives for your communities people from disparate parts ofpractices in their organisation, a solid so they understand if and why they an organisation can be a dauntingbusiness case often still needs to be should join in. Identify specific prospect, this approach is moremade to secure the required budget business opportunities with objectives likely to gain universal approval andand involvement of key people. While that can be clearly linked to the use of ultimately add greater value to thethe benefits are easy to identify at a social tools – this is a sure fire way of business. Just having the leadershipmacro level (e.g. it will make the gaining adoption. Also, objectives that team involved in communicatingbusiness/teams more proactive; it will are aligned to the overall business how they would like their employeescreate more effective collaboration strategy and vision also work well as to participate in internal socialbetween employees; it will encourage they are already embedded within collaboration initiatives, as well asemployees to share ideas; it will the culture of the business. Internal regular and personal involvementmake decision making quicker and social collaboration initiatives are in the process to keep momentumit will create happier, more engaged destined to fail if objectives are too going, are some of the mostemployees), they ultimately need to vague or ambitious. important triggers for adoption.be focused on what is appropriatefor your particular type of business Examples of objectives related to different Working with HR to identify how social can beand 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 partnershipaudit looking at the current levels • Develop communities of experts source of information across different functionsof 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 processidentifying 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.
    • 2 Social Employee Engagement 6Put the right frameworks in placeFocus on existing and latent employee needsor behaviours. Develop tools such a way thatthey don’t jar with existing work practices.A. B. C.Identify key use cases Select and develop Develop a governance frameworkAlthough use cases lie at the heart appropriate tools Naturally, the type of governanceof any successful internal social Regrettably, the process of selecting framework your organisationcollaboration initiative, they are often social tools is the starting point needs will depend on its typepoorly thought through which leads for many organisations and can and size, the use cases you haveto 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 arecases can relate to many different with highly complex IT environments. some basic rules that will help youaspects of work – from networking While the development of clear develop a governance frameworkto 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 internalmanagement or team formation. away from technology and more social collaboration efforts. FirstYet when we come to think about towards human behaviour, they will and foremost, policies must becollaboration 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 tosophisticated 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 - youAfter all there are many different to use, the usability of these platforms will need a cross-functional team oftypes of collaboration, and employees and the processes to support them are people from various disciplines toare often involved with a myriad of most often treated as an after-thought. take responsibility for developingdifferent teams and projects at any There needs to be a certain degree policies and guidelines, co-ordinatinggiven time. It is always a good idea of ‘WOW factor’ associated with the resources, sharing best practice andto 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 shouldpractical to employees in their day-to- up and take notice. One of the world’s be open enough to encourage andday work and so are likely to generate leading design companies, IDEO, empower employees to develop theirquick 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.
    • 3 Social Employee Engagement 7Encourage adoption and engagementFocus on using creative adoption strategiesand techniques, both online and offline, thatwill inspire employees to use the tools andchange behaviours.A. B. C.Create a launch plan Develop on-going communications Measure, review and adaptYou usually find there is a certain Relationships take time to develop. There are a number of simple ways toamount of trepidation among large They require understanding, measure levels of adoption of socialswathes of employees that ultimately commitment and nurturing. Initially tools within your organisation:discourages them from participating your employees will need help inin the early stages of an internal building and managing communities. Performance: Number of activesocial 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 ofbe 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 socialtraditional organisational hierarchies, engagement initiatives. You must Practices: Number of commentswill find it difficult to engage in strive to communicate in a credible by members, amount of contentconversation with more senior and memorable manner in order published by members, level ofcolleagues. You therefore need to to motivate them to use the tools - sharing of content, types ofdevelop spaces where engagement firstly to improve the way they are community, types of activity withincan 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 tonew 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, teamchampion the use of the tools - the post ideas, ask thought-provoking building, number of decisions takenemployees in your organisation that questions and start new groups. related to a discussion generatedare well connected and therefore play through the platform)an important role in changing thebehaviour of others - and get them However, there is a danger in usinginvolved 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.
    • 3 Social Employee Engagement 8Encourage adoption and engagementFocus 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 aspectPrinciples for Measuring the Value on operating metrics as they focus of measurement is what you do withof Enterprise Social Networks’, we on something that everyone cares the results and how well you use theneed to recognise that there are about. For example, improvements data to evolve your efforts in the mostcertain vagaries to consider when to operating metrics will provoke effective way.thinking about how to measure the managers to use social tools andvalue of social networks inside the encourage their employees to as As with any business initiative thatorganisation, 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
    • Our experts Social Employee Engagement 9Anthony Poncier Leslie RogersSocial Business Director, Senior Consultant,MSLGROUP EMEA Talent Communications, SASAnthony has worked for 12 years in the field Leslie is a senior consultant focusing onof collaboration management. He holds Employee Engagement and Employera PhD and Master’s Degree in strategic Reputation, with specific focus on socialmanagement and competitive intelligence. technology and behaviour. She has workedHis expertise covers Change Management and on internal communications and employeeOrganisational Transformation associated with attraction programmes for over seven years.social collaboration for large multi-national In her role, Leslie works with multinationalcorporations. Anthony has published many organisations to generate audiene insights thatarticles and books on the subject of enterprise inform strategies to attract, retain and engagesocial 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 FrankHenjo Guitjens Managing Director, SASCEO, MSL Netherlands Jason has worked in marketing communicationsHenjo works now for more than 25 years in for over 14 years. His experience encompassesthe field of communications consultancy. He research, strategy and implementation with aspecialises in the combination of Reputation particular emphasis on employer branding andManagement and Employee Engagement. communications. He has been responsible forHenjo is also an experienced storyteller. evolving SAS’s employer branding offer overBeing an international awarded scriptwriter the last seven years to reflect audience andfor corporate videos and Creative Director for client requirements. His clients have includedmany years at the MSL Group, he strongly the likes of KPMG, Freshfields, BDO Stoybelieves in the power of words and images Hayward and BT.to inspire people. Henjo has created projectsfor companies including Philips, Rabobank, Dean ParkerRandstad International, GDF-SUEZ, AXA and Digital Consultant, SASAKZO Nobel. Dean has over 15 years’ communications industry experience across digital strategy,Stanislas Magniant interaction design and user experience. He hasHead of Digital, MSLGROUP EMEA advised on and led projects for clients across aA professional with over 10 years of experience wide range of platforms and technologies. Atin 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, KPMGaffairs clients. Prior to his current position, Sainsbury’s, Ernst & Young, Slaughter andStanislas 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 strategyand frequent commentator on the impact and communications and is passionate aboutof new technologies on social and political developing creative solutions that helpcommunications. He has led projects for organisations solve reputation, behaviourL’Oréal, AXA, Air Liquide, Sécurité Routière, and revenue focused challenges.Ferrero and Saint Gobain.
    • References Social Employee Engagement 101. The social Economy: Unlocking value and productivity through social technologies McKinsey Global Institute Report, July 2012 www.mckinsey.com2. 16th Annual Global CEO Survey ‘ Leading Through Volatility’, PWC, 2013 www.pwc.com3. “Atos boss Thierry Breton defends his internal e-mail ban” BBC, December 6, 2012 www.bbc.com4. ‘Engagement at Risk: Driving Strong Performance in a Volatile Global Environment’ (Global Workforce Study) 2012, Towers Watson www.towerswatson.com5. IBM ‘Leading Through Connections’ Global CEO Study www.ibm.com6. IBM Study November 2012: ‘Investments in Social Technologies Climb, While Middle Management Struggles with Uptick’ www.ibm.com7. Deloitte LLP report: ‘Social software for business performance’ 2011 www.deloitte.com
    • About SASSAS helps organisations to solve business criticalcommunications issues. We never lose sight of the factthat human beings sit at the heart of every challenge ourclients face – so memorable creativity is just as importantas smart strategy. We’re a team of 90 specialists, helpingclients such as BT, Ernst & Young, GlaxoSmithKline,Lilly and The Coca-Cola Company to engage theiremployees and make the right digital choices. SAS ispart of MSLGROUP, Publicis Groupe’s flagship strategiccommunications and engagement network.For more information contact Louise Barfield or Victoria Sugg on+44 (0)20 7243 3232 or email lbarfield@saslondon.comor vsugg@saslondon.com