360 Social Business Engagement - Consumer *and* Employee

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An important part of social media engagement is engagement with employees, as a pre-requisite for transforming into a social business engaging with consumers/customers. The fundamental idea is that value is created by satisfied, loyal, and productive employees. Here is our first pass at defining internal engagement, comprising 10 key issues.

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360 Social Business Engagement - Consumer *and* Employee

  1. 1. 360 Social Business Engagement - consumer *and* employee Published first on the iGo2 Group BlogIn Managing the Egosystem: 6 Rules of Engagement Lauren Carlson of Software Advice does a great jobof expounding the fundamentals of "engagement", in an interview with Brian Solis where he describes hisconcept of the "egosystem".The problem with a statement like, "It’s not about relationships anymore, it’s about engagement!" is thatit sounds like a bunch of buzz, and I think it’s safe to say that we’re all pretty fed up with the buzz. So, Iasked Solis to give me a definition of engagement, said Lauren.Lauren asked us what we thought of her post, to which we say that its well constructed, insightful,and adds to the understanding of what the social enterprise is all about.In our own 8 Point Framework for Social Business our 7th phase is Engagement. We spell out a few basicsin the processes we use at that phase, around the ideas that Engagement is: ● Responsive; ● Transparent; ● Authentic; and ● Human.And that it is encouraged by: ● Polls and Contests; ● Promoting others; ● Benefits and Gamification; and, ● Recommendations.Consumer engagementLauren extracted 6 key characteristics of social media and engagement from Brian Solis: ● Value – consumers want to feel valued by the companies they do business with; ● Efficiency – customers want their time to be valued as well; ● Trust – confidence in the credibility of businesses; ● Consistency – there is no value unless the service you provide is consistent across all communication channels; ● Relevancy – providing targeted communication that is relevant to customers. It will probably make them feel valued, as well. ● Control – customers want an experience that gives them the sense of control.We value these explanations and well be incorporating the ideas into our Social Business Framework. 1|Page
  2. 2. Employee engagement - just another buzz word?An important part of engagement that isnt in the scope of Laurens post is engagement withemployees, as a pre-requisite for transforming into a social business engaging withconsumers/customers. See Demystifying Qantas and Social MediaWith regard to employee engagement there is a similarity with consumer engagement - and that is, whatdoes it mean?Is it just buzz as well?I must admit that we havent done a great job of defining what it means, so Laurens post and Briansthoughts have spurred us on. It is a complex question, and one thats had the attention of many HR andpeople experts for a long time. The theory is that creating "engagement" will increase employeesatisfaction which will increase customer satisfaction which will increase profits - the Service Profit Chain.The fundamental idea is that value is created by satisfied,loyal, and productive employees.Here is our first pass at defining internal engagement,comprising 10 key issues: ● Leadership - for all intents and purposes the leadership of an organisation sets the tone for an individuals effort, accountability and reward. So it needs to be seen from the top down; ● Purpose - clarity of purpose of the organisation is also key - without clarity people may be working towards different outcomes, and at the least different groups working inconsistently across the organisation. In a social business setting this is a recipe for disaster; ● Teams - teams need to be of people who are internally connected and orientated to the organisations core purpose. In fact teams become sub-communities within the corporate and the extended ecosystem; ● Individual accountability - ultimately no organisation is reponsible for any individuals "happiness" or job satisfaction - the individual has to accept their own responsibility, within a framework of Trust; ● Trust - people need to be able to trust the decision-makers in the organisation, and have that trust reinforced in all their dealings and observations of the organisation and how it works - both internally and externally and in dealings with customers and suppliers and partners; ● Reciprocation - people want to know that if they bring their best to work every day then it matters and they want to feel appropriately recognised and rewarded; ● Reward and recognition - is not about the highest salaries or the biggest office, but rewards and recognition in the peer groups, teams and communities within which people have their most human connections. In some systems this is called gamification whereby the systems are able to deliver recognition in pre-programmed ways and to spread that recognition across relevant social communities; ● Contribution to Improvement - people come to work to be treated as contributing adults engaged in producing results and want to feel the engagement and satisfaction that comes from being recognised as being part of something that works. If they can readily and simply provide that input and receive feedback then their engagement increases; 2|Pa g e
  3. 3. ● Communication and transparency - this includes making and taking the time to share an understanding of issues faced by the business and helping employees rise above self-interest to be more interested in the good of the whole team and/or organisation; ● Business process alignment - its no use making people battle internal business processes which force them to act against the desired behaviour by taking shortcuts and quick fixes; the business processes have to be aligned with the desired culture, commitment and accountability, and the sense of pride in a job well done; and last but certainly not least (in fact perhaps it should be first); ● Hiring - you need to hire people who are intrinsitcally capable of relating to the organisations core values and mission and who are most likely to exert their discretionary effort on behalf of the organisation and its clients.Ultimately, I remember a very wise CEO that said that in times of change employees will remain engagedif they know three things: 1. Where is the business headed - the big picture as it relates to us all? 2. What is or will be my role in that future? 3. How am I doing at the moment (do I need to fear anything)?Perhaps they are the three invariant underlying measures of the good health of employee engagement.How do you define employee engagement?How do you see it playing a role in the successful transformation to a social enterprise?What frameworks and methodologies, in your experience, best guide this process?What is the role of leadership versus individual accountability?Please comment at our blog post.WalterA Follow @adamsonTweet to @igo2Read what’s being said http://twitter.com/#!/iGo2/status/144028071417233408Walter AdamsonPrincipal iGo2 Group (Melbourne)walter.adamson@igo2group.comm: +61 403 345 632 iGo2 is a visionary Social Business organisation here to aid you in the adoption of social strategy, social business intelligence, and social communities - including business processes, methodologies and technologies. We can help you understand how your customers, partners and competitors are engaging with you and each other, and how your brands and events are perceived in the marketplace. We produce actionable social business intelligence. www.igo2group.com @igo2 3|Pa ge

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