Using Enterprise Social Networks to nurture employee engagement and advocacy
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Our journey to digital transformation by Working Out Loud continues with an event dedicated to the subject. Co-hosted with the IABC, this session will discuss how enterprise social networks (ESNs) like Jive and Yammer hold the key to successful employee engagement and advocacy.
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Using Enterprise Social Networks to nurture employee engagement and advocacy
- 1. Enterprise Engagement Some thoughts on why it matters August16, 2016 Crispin Manners Chairman The Employee Engagement Alliance @ee_alliancewww.the-eea.com
- 2. www.the-eea.com Proust once said: “The real voyage of discovery consists not in seeking new landscapes, but in having new eyes.”
- 3. Why it matters Engagement pays off – for the business and the individual ESN provide Generation C much of what they expect ESN helps to address typical engagement weaknesses ESN can support the needs of SCARF ESN can unlock transformational innovation www.the-eea.com
- 4. Engagement pays off Company income tracked over the study period 19.2% rise www.the-eea.com A KPMG study showed 32.7% decline Without engagement With engagement
- 5. Engagement pays off Sickness – the average days 2.69 www.the-eea.com A KPMG study showed 6.19 Without engagement With engagement
- 6. Engagement pays off Retention - %age over standard 87% increase www.the-eea.com A KPMG study showed 0% increase Without engagement With engagement
- 7. Engagement pays off Profit growth over standard 17% increase www.the-eea.com A KPMG study showed 0% increase Without engagement With engagement
- 8. Engagement pays off Staff advocacy - % recommend company’s products or services 78% www.the-eea.com A KPMG study showed 13% Without engagement With engagement
- 9. Engagement pays off Customer experience - % who understand how to meet needs 70% www.the-eea.com A KPMG study showed 17% Without engagement With engagement
- 12. Supporting the NEEDS of SCARF Status Self perception, self worth, self confidence, understanding of place in society or work, do I feel cared for? What is my story? Certainty We are wired to predict, the brain craves certainty, if not we speculate and enter threat response Autonomy Do I have control over my life, am I micromanaged, am I involved? Do I have a great manager? Relationships Am I in the team or out of the team? Are you friend or foe? Need to connect with others, survival as a group, team building, sociability. Fairness What is fair? Fairness is deeply rooted within us
- 14. www.the-eea.com Company of the Year – the Employee Engagement Awards 2016
- 15. www.the-eea.com
- 16. www.the-eea.com
- 17. www.the-eea.com
- 18. www.the-eea.com
- 19. WE AIM TO ELEVATE EMPLOYEE ENGAGEMENT TO ITS RIGHTFUL PLACE AS A CATALYST FOR BUSINESS AND ORGANISATIONAL SUCCESS JOIN THE ALLIANCE NOW QUOTE IABC5O FOR A 50% DISCOUNT www.the-eea.com
Editor's Notes
- There are four qualities that characterise why Gen C will be so transformational. Gen C are a cohort of people that believe that technology is there to enable sharing, innovation and control – in real-time - in a way that brings the physical and virtual world together.
- a. Status refers to our social need to understand where we fit in the social “pecking order”. How we are viewed by our peers really matters. Receiving negative feedback or patronising advice can negatively impact performance while the reverse is true – feeling like you are winning or being recognised for good performance can trigger a greater sense of capability and energy. b. Certainty refers to the human brain’s need to know where one fits and what will happen next. This is all about what action will deliver a safe outcome and what won’t. If things are unpredictable it creates anxiety, drains energy and makes it harder to solve problems c. Autonomy refers to the brain’s craving to feel that we have choices about what to do and not to do and that we have at least some level of control over our environment and circumstances. Studies show that feeling like we can make some autonomous decisions can increase motivation and engagement by up to five times. d. Relatedness refers to our need to feel safe with other people and to feel that we are part of the group. It’s part of a constant effort by the brain to asses people as friend or foe. A study by UCLA shows that social rejection triggers the same reaction in the brain as physical pain. e. Fairness refers to our need for fair exchanges. According to Rock, experiencing fairness or unfairness (like Relatedness) again activates the same neural network that registers real physical pain or pleasure