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"Organizations have been trying for years to cultivate employee engagement. Like JetBlue, they persist in their efforts for good reason. One of the most powerful factors that spur customers to become advocates for a company is employees’ positive behavior and attitude. Bain consumer surveys show that the overall experience of dealing with a company often matters much more to customers than price or brand or—in industries with a big service component, such as home insurance and retail banking— even product features alone."
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One reason for this superior performance is that engaged employees direct their energy toward the right tasks and outcomes
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"Nul ne peut l’ignorer, les pratiques RH évoluent à vitesse grand V au sein des organisations. Comment les entreprises font-elles face à ces changements ? Il semble que certains DRH voient dans la R&D une alternative crédible pour développer des solutions et produits innovants en matière de ressources humaines."
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Les experts s’accordent à le dire, aujourd’hui le potentiel de leadership, les attitudes professionnelles et bien sûr les compétences tendent à s’imposer comme des critères au moins aussi essentiels que l’engagement, l’évaluation, le développement et la fidélisation des collaborateurs.
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la pénurie de talents s’impose désormais comme une réalité qui implique certes pour l’entreprise de relever le challenge de la fidélisation mais également, plus en amont, de l’identification des collaborateurs dotés d’un haut potentiel.
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"Après avoir courtisé leurs dirigeants, leurs actionnaires, leurs clients et même l'opinion, voilà que les entreprises s'intéressent à leurs employés. Il faut dire que de récentes affaires, comme celles de Renault ou France Telecom ont montré les ravages de la démoralisation des troupes. Vingt ans de pression actionnariale, de changements technologiques et d'évolutions sociologiques, conclus par une crise majeure, ont eu raison de la fiction d'une entreprise heureuse dans un environnement sain."
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En janvier dernier, le gourou du management Michael Porter avait lancé un pavé dans la mare avec son concept de « valeur partagée », sous-entendu partagée aussi avec les salariés et le milieu environnant, et pas seulement entre actionnaires, dirigeants et client
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Ce serait exagéré : nombre de réflexions qui sortent aujourd'hui sont travaillées depuis des années par les adeptes de la responsabilité sociale d'entreprise. Et Christian Nibourel, le patron d'Accenture France, rappelle qu'en 1954, Peter Drucker affirmait déjà que « les seuls facteurs qui font progresser une entreprise sont les hommes, de l'ouvrier au directeur, leur capacité d'innovation et la façon dont ils organisent leurs relations de travail ».
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"We covered “The Business Value of Social Media and Enterprise 2.0” with an emphasis on HR process because of the audience. I want to share with you a bit of my thoughts from that session. I first set some context with the classic 2006 McKinsey report on IT spending most of their budgets on transactions but the real business value is in the interactions between people and this area has been underinvested"
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A key is the alignment of these new tools with business process and tasks. We are also seeing more integration of capabilities within a single tool set.
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I find these tools work best when aligned with business process and are not simply introduced as capabilities such as phones or email.
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"Even though many organizations demonstrated clearly by their recent decisions (i.e., downsizing) that they see people as costs, I still buy into the saying that "people are an organization's most important asset." Why? Look at the research emerging in the past twenty years or so around the Employee Engagement Equation:
~ the more engaged your workforce = the more productive and profitable your company "
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C = Customer: Can you connect the dots between employee engagement and customer engagement?
O = Opportunity: Can you identify the opportunity that employee engagement presents to the organization?
S = Strategy: Can you link employee engagement to the strategy of the business?
T = Timing: Can you convey the urgency? -
When people are committed, they are proud of their organization and when they are engaged, they see their work as contributing to the organization’s mission, which they strongly believe is important.
"I am convinced that social business technology can be a major part of a company’s efforts to increase employee engagement."
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But you need a system that keeps a broad spectrum of employees informed and up-to-date about what projects are underway and what problems need solving. Giving each employee a dashboard page on a socially-enabled intranet and including on that dashboard an activity stream or micro-blogging application like Yammer or Present.ly can help. It gives people a view into what’s happening, and it also increases the likelihood that relevant information will flow to people who need it without their having to search for it.
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If our SharePoint intranet at that time had a profile system in place that allowed all employees to tag themselves according to their areas of skill, then Steven could simply have searched on “Silverlight” and found everyone in the company who was a potential resource to him.
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"Yeah, I just coined the phrase Social ERM - and I take this off from the concept of Social CRM that Gaurav blogged about.
So what would Social Employee Relationship Management do?"
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Energising and Retaining - Clearly employees who engage in social media in the work arena are excited by other rewards and recognitions than employees who are not vocal about their work.
"This is a transcript from Gary Hamel video on management innovation. The author of Future of Management presents his Maslow pyramid describing the hierarchy of human capabilities within a work environment.
There are 6 levels of engagement and human capabilities in the work space :
1. Obedience : show up, do the job
2. Diligence : work hard, stay focus, long hours etc …
3. Intellect : taking responsibility for their own skills, bring best practices to the work place
4. Initiative : taking ownership for a problem, an opportunity before you ask them, not bound by a definition of their job
5. Human creativity : brought by people who would ask how to do this in a fundamental different way ? What is there to learn from other industries ? Where are the chances for radical innovation in this product/service ?
6. Passion and zeal : for whom their job is not only intellectually meaningful it is indeed spiritualy meaningful to them. Enormous meaning comes out of their work."
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