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Motivate Europe Live
April 22
Enterprise Engagement:Aligning Performance
Across The Organization
•An alliance of corporate practitioners, academics, solution providers.
•Mission: Create a formal framework, implementation process and field.
•Activities: Information, learning, consulting, a stock index.
Who We Are
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EEA University Online
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Agenda
1. Intro: Enterprise Engagement
2. The Foundations of Engagement
3. The Implementation Framework
4. The Tactics
5. Summary
6. Q&A
Agenda
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Poll #1For which stakeholders do you currently measure engagement?
• Employees• Customers• Partners/Channel
Partners• Suppliers• Investors• The Community
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The Success ConnectionTo Success Your Success
Vendors
CSR
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The Engagement Plan
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The EEA Index
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The Engaged Company Stock Index has outperformed to S&P
500 (including dividends) by 23.13 points since Oct. 1, 2012.
According to Gallup, 28% of U.S. employees are engaged
Source: Gallup Management Journal
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According to Nielson, 78% of U.S. customers are not loyal to a particular brand.
Source: Gallup Management Journal
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Definition of Engagement
• Fostering the proactive involvement of those people critical to achieving goals.
• The question is: Engaged for what?
• It’s not enough to have engaged people…the goal is to link engagement to actions that result in success. ose.
• Feedback—meaningful suggestions on how to improve.
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What Makes This Unique
• The focus is on creating a brand that means the same thing to everyone.
• It aligns all stakeholders:–Customers–Distribution Partners–Employees (sales and non-sales)–Vendors/suppliers–Communities and shareholders 124/14/2014 EEA Certification Series – Tradeshow
Engagement
EEA White Paper
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People want to be engaged.
The Roots of Engagement
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Collaboration
Myths about work & workers
Fear is good.Some jobs have to be boring.People with too much to do are unhappier than those with too little to do.Companies loyal to employees are less success as businesses.
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All Engagement is Emotional
“People don’t care what you know until they know that you
care.” 16EEA Certification Series – Collaboration & Innovation
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Connecting Your Organization
Enterprise Engagement is about connections between Employees, Customers, Partners
and Suppliers – All Key Stakeholders
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Connecting Your Organization
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“The new model in business is that you involve your community and customer in an ongoing conversation about every aspect of your business.” - Thomas Friedman
Breaking Down Silos
Enterprise Engagement
means creating alignment
across marketing,
sales, distribution, employees,
vendors, etc. 19EEA Certification Series – Collaboration
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The Foundations of Engagement
• A clear sense of mission and goals.• Emotional bonding.• Capability. • Fun.• Support.• Task value. • Feedback.
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The Framework
Leadership
A Campaign
Learning
Rewards/Recognitio
nROI
Assessment
Communica-tion
InnovationLoyalty
andRetentionTechnology
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Poll #2
Show of Hands. Do you have a ‘C’ level officer responsible for engagement in your organization?
Yes No Not Sure
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Leadership
• Clear goals, objectives, measures.• Someone in charge.
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Assessment
Employee, Partner and Customer
engagement surveys.
Set benchmarks
before starting.
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An Engagement Plan
• Goals & ROI• The Plan• Assessment• Communicate• Inform• Innovate • Reward• Measure• Feed back
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Communicate
From 2013 B2B Content Marketing Benchmarks – North America CMI/Marketing Profs
Create & launchAnnounce
Reinforce continually
Use multiple media
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Inform and Uplift
People need to be capable to do what is asked of them.
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Innovation
The process of generating
creative ideas that improve experiences, products or services alsofosters task
value.
https://www.flickr.com/photos/17258892@N05/2588347668/
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Recognition
• Recognition is one of many Engagement tools, not the other way around.
• Important to recognize people for submitting ideas and for collaborating to develop solutions.
• Recognition should be part of formal design and administrative processes, in accordance with best practices, company culture and personal preferences.
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Rewards
• Rewards should address intrinsic touch points.
• Rewards should address “emotion” and “support”.
• Make rewards intrinsic, tap emotions engagement by personalizing.
• Use rewards to communicate.
Rewards should be used as a30EEA Certification Series – Collaboration & Innovation
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Return on Investment
4.88
0.25
2.03
-4.05
-0.85 -1.04
-5
-4
-3
-2
-1
0
1
2
3
4
5
6
Increase in % of Effective Employees / Decrease in % of Ineffective Employees
No change in % of Effective or Ineffective Employees
The ultimate question for organizations is how to increase levels of employee effectiveness.
Hay Group linkage research indicates that there are clear financial returns for those organizations that get it right.
Return on Equity Average Change
2010-2011
Return on Assets Average Change
2010-2011
Return on Investment Average Change
2010-2011
Make the Business Case 31EEA Certification Series – Collaboration
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Master Measurement Model
A process for identifying the actions that lead to success.
A statistical process control for transforming behaviors into a monetary value.
A means of creating a currency of performance points to sustain interest.
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Technology
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The Engagement Portal
https://www.flickr.com/photos/brewbooks/3318600273/
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Summary
Engagement is low across the board.
Organizations that create a “culture of engagement” outperform others.
A culture of engagement must be carefully built, measured, maintained.
An understanding of all audiences and drivers of engagement is critical.
The tactics of engagement are the roadmap to ROI.
ROI measurement is critical.
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A Virtuous Circle
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• Customers and distribution get better products and services.
• Employees derive greater satisfaction from work.
• Vendors get greater satisfaction from doing business.
• Shareholders see higher profits.
Questions
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Bruce Bolger Managing Director
• Enterprise Engagement Alliance at Theeea.org.
• Publisher of Engagement Strategies at
• Enterpriseengagement.org.• Co-author of Enterprise
Engagement: The Textbook.
Get Your Copy
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