Employee Engagement in a Digital World by Sal Giambanco

© 2014 Omidyar Network Services LLC.
Employee Engagement in a
Digital World
Sal Giambanco
Omidyar Network

© 2014 Omidyar Network Services LLC.2
What is Employee Engagement?
Employee engagement is the extent to which
employees feel passionate about their jobs,
are committed to the organization,
and put discretionary effort into their work.

Engagement with
The Organization
Engagement with
“My Manager”
Strategic Alignment Competency
High Performance
www.custominsight.com
What is Employee Engagement?

© 2014 Omidyar Network Services LLC.4 “What Drives Employee Engagement and
Why It Matters” Dale Carnegie Training
White Paper
Key Drivers of Employee Engagement?
Belief in
senior
leadership
Pride in working
for the company
Relationship
with
immediate
supervisor

Great Place
To Work
Career Development
•Career adventuring
•Feedback
•Coaching/Mentoring
•Ability to learn and grow
your skills
Company & Leaders
•Purpose
•Culture
•Leaders as role models
•Work/life balance
•Communication
Job
•Interesting,
challenging work
•Ability to have
impact
•Ability to gain
valuable experience
Rewards & Recognition
•Competitive compensation
•Affirmation
•Celebration of
contributions/
accomplishments
Do you know what you
have?
Do you know what
employees want?
What is your Employee
Value Proposition?
Why do people choose
to work for you?
Exploring Your Employee Value Proposition

© 2014 Omidyar Network Services LLC.6 “What Drives Employee Engagement and
Why It Matters” Dale Carnegie Training
White Paper
Moving Employees To A Higher Level Of
Engagement

Extrinsic Rewards vs. Intrinsic Rewards
• Extrinsic more commonly focused in
commercial sector (e.g. pay, prestige)
• Intrinsic more powerful and readily
available
• Growth opportunities, meaningful work, teamwork, positive
work environment
Extrinsic dissatisfaction may be (but not always) rooted in lack of
intrinsic reward.
Motivating Employees

Key Drivers of Overall Satisfaction
1. Benefits and Compensation
2. Job Security
3. Communication with Management
4. Work/Life Balance
5. Relationship with Supervisor
6. Career Development Opportunities
Source: Society For Human Resource Management (SHRM), 2003
Intrinsic and Extrinsic Drivers:
Key Drivers of Overall Satisfaction

1. Cultivate meaning awareness
▪ Positive work environment, vision, purpose,
relevance, wholeness of tasks
2. Develop a sense of choice
▪ Delegated authority, trust, security, clarity,
information
3. Develop a sense of competence
▪ Knowledge, positive feedback, skill
recognition, challenge, standards
4. Develop a sense of progress
▪ Collaboration, milestones, celebrations,
access to customers, improvement
measures
Source: Thomas, Kenneth W. Intrinsic Motivation at Work- Building Energy and Commitment.
San Francisco: Berrett-Koehler Publishers Inc. 2000.
Intrinsic Motivation
Four Building Blocks

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Motivating Employees to Meet Goals
Expectancy Theory
MF = Motivation Force (towards goal achievement)
MF = Expectancy x Instrumentality x Valence
Expectancy Asks: “Can I achieve the goal?” (targets and skill level)
Instrumentality Asks: “Is achievement (or non-achievement) of the
goal linked to a reward (or consequence)? Does it matter?”
Valence Asks: “Is the reward (or consequence) meaningful to me?”
Expectancy Theory of Motivation

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Discretionary Effort:
The Holy Grail of Human Capital
Discretionary Effort
Employee willingness to go above and beyond the call of duty, such as
helping others with heavy workloads, volunteering for additional duties, and
looking for ways to perform the job more efficiently
Intent to Stay
An employee’s desire to stay with the organization, based on whether he or
she intends to look for a new job within a year, frequently thinks of quitting,
has actively been looking for a new job, or has taken steps such as placing
phone calls and sending out résumés
Global trends
Globally, Intent to Stay Increases;
Discretionary Effort Shows No Change

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Organizations Struggle to Create Holistic Employee
Engagement Strategies
Most organizations lack a
coherent strategic approach to
digital employee engagement
Digital technology deployments
suffer from lack of business
focus on platform fatigue
Measurement and evidence of
business value remain
anecdotal

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The Three Pillars of Digital Employee Engagement
Strategy

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Leveraging Employee Engagement To Drive Business
Impact
1. Create
Alignment With a
Vision of How
Employee and
Customer
Relationships
Intersect
2. Map the
Employee
Journey
3. Measure and
Develop Each
Employee
Relationship

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1. Create Alignment With a Vision of How Employee and
Customer Relationships Intersect

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2. Map the Employee Journey

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3. Measure and Develop Each Employee Relationship

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The Transformational Power Of Employee Engagement
1. Become an Extroverted Enterprise,
Starting With Executives
2. Support Employee Empowerment With
a Culture of Content
• Sharing existing, pre-populated content.
• Creating your own content
3. Make HR More Strategic by Injecting
Marketing Best Practices
4. Close the Employee Trust Gap With
Training
5. Integrate Tools to Create the Employee
Engagement Cloud

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Employee Engagement Platforms Today Bifurcate
Between Internal And External Engagement
Technology Internal External
Identity Profile
Inherent shortcomings: Work and
public identities rarely connect.
Company directory, LDAP Facebook, LinkedIn, Twitter,
Gigya, Janrain.
Monitoring & Analytics
Inherent shortcomings: Most
monitoring and analytics are not
designed to be used at scale by
employees. Few solutions exist for
listening within enterprises.
Basic activity feeds,
In-platform analytics,
Business intelligence platforms
Existing enterprise listening &
monitoring geared to specialists, not
used at scale by employees
Platforms
Inherent shortcomings: Interactions
and content streams are are
consumed on each individual,
separate platfom.
Enterprise social networks
(Chatter, IBM Connections,
Socialcast, Tibbr, Yammer)
Collaboration/Community
platforms” (IBM Connections, Jive,
Lithium, SharePoint)
Social networks (Facebook,
LinkedIn, Twitter, YouTube, etc.)
Content & Engagement
Management
Inherent shortcomings:
Sharing/creating content and
engagement management is rarely
connected between internal and
external platforms.
Manual & custom solutions Enterprise SMMS
(Spredfast, Sprinklr)
Advocacy platforms
(Dynamic Signal, EveryoneSocial,
PeopleLinx, SocialChorus)

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Integrated Employee Engagement Suites Will Emerge To
Rationalize Platforms

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Some Examples of Employee Engagement Software
Capterra offers a great Employee Engagement Product Comparison List.
http://www.capterra.com/employee-engagement-software/
Full List Below

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Employee Engagement in a Digital World by Sal Giambanco

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