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What's Next: Using technology to engage employees & build businesses

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Never before has technology been such an enabler for people and teams as it has since the COVID-19 crisis. While remote working is not new for many organisations, the extent and time is, which businesses are anticipating workforces to be completely virtual. How people engage virtually with each other sits at the heart of business recovery and future business continuity planning.

What you might not know is that at Ogilvy we have a specialist practice dedicated to employee engagement, experience and supporting businesses to get the most out of their people, systems and processes. In this week's webinar, our team draw on their experience delivering programmes through business crisis (shut down and restart), and offer support in how to navigate shocks, high impact events and business change in a sure-footed manner.

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What's Next: Using technology to engage employees & build businesses

  1. 1. Powered by Using technology to engage employees and build businesses.
  2. 2. Emma Nicol Head of Employee Experience Practice Dan Hocking Head of Programme Management and Delivery Welcome Dayoán Daumont Consulting Partner, EMEA Ogilvy Consulting
  3. 3. Tell us where you are dialing in from! What’s the weather like in your city?
  4. 4. Do you want this deck? It will be available for download shortly after the webinar on: slideshare.net/socialogilvy And the recording up on facebook.com/OgilvyConsulting
  5. 5. Today’s session will cover • How do we foster the behaviours of collaboration, creativity and sharing to continue to drive productivity in a virtual environment? • How do we encourage positive behaviours to thrive in spite of technology restrictions? • When there are technology limitations, what pragmatic solutions can we put in place in the moment to support teams?
  6. 6. 22% Of leaders feel prepared to operate in a highly digital environment 53% Of employees believe a company pays attention to people’s needs when introducing new technology 93% Of our communication is non-verbal Communicating and collaborating in a virtual world is going to be challenging
  7. 7. 7
  8. 8. 1. Virtual leadership 2. Building trust 3. Team cohesion and inclusion 4. Performance management 8 How we build connected and collaborative virtual workforces.
  9. 9. Clarity: • Prioritise development of clear boundaries and guidelines • Consider sharing new metrics of success • Clarify and re-clarify roles Communication: • Provide support to adjust and respond to new psychological pressure • Encourage team members’ responsibility • Recognise own cognitive biases Connection • Avoid being exclusively task-focused • Maintain regular cadence of meetings; embrace video • Build a virtual office 1. Virtual leadership Immediate steps
  10. 10. As your team’s digital maturity evolves, leadership will start to take on these characteristics: • ‘Network leadership’ to nurture strong connections, robust flows and shared value with shallower hierarchy • Integrating technology deeply into ways of working • Rethinking learning cultures – beyond ‘doing virtual’ to ‘being virtual’ • Managing of psychological pressure 1. Virtual leadership Future state
  11. 11. • Dependability and reliability o Construct teams with careful thought based on skill sets, personality traits, and communication styles • Consistency o Sign off for approvals are documented and implemented [especially helpful if attrition becomes an issue] • Confidence o Praise and reward individual achievements with a focus on how these contribute to critical group success • Accountability o Share demonstrable progress from members and give under- performing members individual coaching to help them get back on track • Transparency o Share information openly with the team. Work schedules, project progress, and task status should be available to all members anytime 2. Building trust Immediate steps
  12. 12. • Authenticity is a default for leaders • Employees are trusted and respected to manage themselves to deliver • Value is placed on outcomes not time spent. Workplace is fundamentally fair • Technology not just for transactional use but to build culture Build on values of: • Independence • Mastery and autonomy • Communication • Balance • Impact 2. Building trust Future state
  13. 13. • Remind team members of shared purpose • Empathy helps reduce social distance • Provide feedback on everyday behaviour • Have frequent, short interactions , embrace ‘small talk’ and establish rituals • Ensure consistent information sharing • Embrace conflict instead of letting it go • Actively mentor and coach • Reassess how unconscious bias manifests in a remote environment 3. Team cohesion & inclusion Immediate steps
  14. 14. • Design inclusive virtual workplaces (consider technology and participation) with remote employee experience as a priority • Continually assess how unconscious bias manifests in a remote environment • Adapt to new cultural norms through increased learning 3. Team cohesion & inclusion Future state
  15. 15. • Adjust performance metrics to reflect remote working circumstances • Benchmark performance objectively across people performing similar roles o Competency-based rather than practice-based • Gather behaviour-based feedback • Ask for self-evaluation • Create a feedback rhythm 4. Performance management Immediate steps
  16. 16. • Build and optimise teams aligned with employee strengths • Workforce creation and candidate selection based on suitability for mobile and remote working • Develop a standardised yet flexible system of goal- setting o Broad terms of evaluation aligned to expected behaviours • Increase observed behavioural assessments • Introduce seamless online HR systems o Single sign on, fully integrated self-service platform 4. Performance management Future state
  17. 17. 17 Finding the most appropriate technology for your remote teams
  18. 18. Select tech that solves real world problems for employees and teams, and consider some key questions about how you operate: • How do your people need to get their jobs done? • What is your working rhythm? • How complicated is it for you to access your infrastructure? • What are you or your teams using already? Does it work? Finding the appropriate types of collaborative technology for your teams
  19. 19. 19 Asynchronous comms Synchronous comms What When you send a message without expecting an immediate response When you send a message and the recipient processes the information and responds immediately Example You send an email. I open and respond to the email several hours later Meetings, phone calls, video conferences Benefits • Gives recipient greater control over scheduling • Enables more considered responses • Enables deep work as default • Provides automatic documentation and greater transparency • Drives a more inclusive workplace • Builds rapport • Provides prompt and/or critical feedback • Enables brainstorming of unknowns or evaluation of different ideas and solutions • Brings everyone together quickly • Enables crisis management Pitfalls • Communication is slower • Those constantly responding may wrestle control over the narrative • Relies on technology integration and management • Does not provide the human touch • Leads to constant interruptions • Prioritises being connected over being productive • Can create unnecessary stress • Can lead to lower quality discussions and suboptimal solutions Example providers Types of tech communication Asynchronous and Synchronous comms
  20. 20. 20 Category Example Tool In case of emergency All hands meeting, employee ideation, crowdsourcing in real time Regular 1:1, ad hoc meetings to discuss complex issues In context comments on projects Central Hub (intranet), announcements, ideas, feedback, updates, watercooler Assess your requirements Synchronous Asynchronous Immediate need Infrequent need
  21. 21. 21 … and the gaps you need to fill
  22. 22. 22 Don’t forget some of your core software
  23. 23. 23 So what do we use? Category Tool Emergency comms and immediate response All hands meeting, external meetings and heavyweight video conferencing 1:1, internal meetings, and team/project work discussion Project Management and Project Tracking Central Hub (intranet), announcements, ideas, documents
  24. 24. In order to ensure alignment between your remote working strategy and your technology landscape, we recommend that you: • Focus on the problem you are solving, not the tech • Partner with technology team to ensure understanding of business need • Identify and prioritise the most important features to the users per requirement • Avoid jumping on the latest tool – is there ‘consumer’ tech to implement in interim e.g. WhatsApp • Work with IT security to assess suitability • Ensure interoperability and compatibility with other software set (if possible) • Be flexible Introducing pragmatic solutions
  25. 25. When you introduce new technology, you are really asking employees to change their behaviour
  26. 26. This is your chance to turn disruption into opportunity 1 2 3 4 5 6 Assess the changing relationship your employees have with technology and with each other Observe how your team’s behaviours are changing as a result of technology Define your future state. Be clear about the ideal experience you want for your business and people Implement appropriate ‘immediate steps’ initiatives for your organisation Identify gaps between current behaviours and your desired future state Model and implement future initiatives
  27. 27. Questions?
  28. 28. Thank you.

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