Bertrand Duperrin's Library tagged involvement → View Popular, Search in Google

Dec

2010

Employee Engagement Should Be a Social Business Goal

"I am convinced that social business technology can be a major part of a company’s efforts to increase employee engagement."

aiimcommunities.org/...should-be-social-business-goal

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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.
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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- But for work and decisions to happen quickly there has to be good communication. And for there to be good communication there has to be trust. And before you can have trust, you have to have relationships. So helping your employees build relationships with each other leads to them making better and faster decisions on behalf of the company.
- Giving employees a forum in which they can ask questions directly of senior management is empowering to them and promotes fairness. Having the conversation about employees’ ideas in the open without restriction for who can participate is more fair and a socially-enabled enterprise software platform gives us that opportunity. As a manager, I won’t agree with everyone. But I want the ability to acknowledge everyones’ ideas and to validate them even if I don’t agree. And beyond that, I want the rest of the employee community to see me acknowledge and validate.

Dec

2009

Edward Lawler on new management models

"So what I have been trying to do in a new book is say what that looks like, and yes, I have incorporated certainly some of the things that we did in Management 1.0 and Management 2.0. I think it really has to have a different philosophy and a different orientation with respect to both organizational design, how we treat the work force, how we think about the work force and basically how we lead in this kind of economy and in this kind of competitive environment."

www.fastforwardblog.com/...-what-i-call-wirearchy-emerges

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It seems to me that, if you are going to have a valid, viable 3.0, it has to include the right blend of leadership behaviours. Yes, where you inspire people by a sense of mission, sustainability, accountability – but also have a valid management approach which deals with fundamentals like goal setting and work specifications and product evaluation produced by employees.
I think it depends substantially on what business you are in, how sophisticated the business is, and how complex it is, but I see much more self organizing, much more use of information technology, social networks, and perhaps even internal markets to create the forum and allocate financial resources within organizations, and that’s an area where there would be enormous differences.

Sep

2009

Missing Voices: Why Employees Are Afraid to Speak Up At Work

"So why aren’t employees speaking up? And when they do, what are they saying, and to whom? And what’s the danger to the company when it’s not listening to employee voices?

Burris sought to answer these questions in an ongoing study in which he and his colleagues are surveying more than 3,000 employees at 11 different credit unions around the country about their experience in speaking up at work."

blogs.mccombs.utexas.edu/...are-afraid-to-speak-up-at-work

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“There’s lots of research that shows when employees don’t feel involved in the workplace, they tend to withdraw. They don’t engage in all the extra activities that aren’t required for the job, such as helping a coworker, staying late or taking on extra responsibilities. It’s not the formal, required part of the job, but it’s certainly necessary for the organization to succeed.”
Many employees say they don’t speak up to their boss because of fear of repercussions. But are workers just being paranoid? Burris’ research says no.
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- “I found that employees who speak up and challenge the status quo are viewed as less competent, less dedicated to the organization and more threatening compared to those who support the way things are,” Burris says. “They are also rated as worse performers, and their ideas get less support.”
- “A lot of managers think that if they treat their staff respectfully and tell them ‘My door is always open,’ that should be enough to make their employees trust them,” Burris says. “But our research shows that employees need more than that in order to feel safe to speak up.”
- “Formal, transparent follow-up is very important,” Burris says. “It’s counter-productive to ask an employee for feedback if you never do anything with that information. If staff see their ideas just disappear, they’ll stop offering them altogether.”