Jonathan Hall Deloitte Case Study Web 2.0 For Employee Engagement
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Transcript of Jonathan Hall Deloitte Case Study Web 2.0 For Employee Engagement
Case StudyJonathan Hall: CEO. The Virtual Works
Web 2.0 systems to engage employees
• Content
– Intro– Context– Business case– Deloitte case study
• Web 2.0 for business [to business]. [Business and Industry value chain.]
– Strategy | Systems |services• Technology Top 100 accredited.• Innovator of the year: Finalist.• Operate interactive business networks for the IT Industry, Wellness
Industry, Finance sector, Fashion Industry and Construction.• Clients include Liberty Life, Deloitte, Plascon, Ceramic Industries, Otis, PG
Glass, PPC, PG Bison, Cobra, Grohe and Mazista.
Strategic context
Strategic context. [Threat | Opportunity]
• Thanks to the connective and interactive power of the latest generation of the internet [Web 2.0] and information technology:• Customers can source products from anywhere.• Competitors can imitate products and services quickly.
• Conventional sources of competitive advantage are closing down.• Now it’s not what you do but how you do it that will give your
business a sustainable competitive advantage.• An organisations DNA, rather than products, is now key to a
differentiation proposition. [5th ‘P’]
= the source of competitive: People.
Alignment, motivation and retention of talent to deliver a superior experience to customers.
Business case
Engagement and recognition
• Engagement: Continuous, meaningful and collaborative involvement of people in the business of the business.
• Recognition: Authentic recognition, credible acknowledgement and appreciation of the contributions of people.
The objective of employee engagement.
Employee Commitment
Em
ploy
ee E
ngag
emen
t
70% of an average firms staff are not engaged or committed.
Source: Enterprise IG. 2004.
Engaged but not
committed
Committed and engaged
Neither committe
d nor engaged
Not engaged
but committed
4% 29%
30%37%
Employee Commitment
Em
ploy
ee E
ngag
emen
t
12 factors that motivate employeesSource: The Gallup poll -10 million workplace interviews across industries across the world.
1. Knowing what’s expected.2. Materials and equipment.3. Opportunity to do what I do best.4. Recognition and praise5. Care for me as a person.6. Encouragement of my development.7. My opinions seem to count.8. A connection with the mission of the company.9. Co-workers doing quality work.10. Best friend at work.11. Talking about progress.12. Opportunities to learn and grow.
Barriers.• Unlike machinery, humans choose to invest varying levels of:
• Commitment• Knowledge• Energy• Creativity
...depending on their state of mind each day!
• And unlike machinery, these vital assets leave after 8 hours without guarantee that they’ll return in the same state the following day:
The business case for employee engagement
Source: Towers Perrin Workforce Study - 2005
1. The share price of firms that engage their employees significantly outperform rivals that do not actively involve employees. . Source: Gallup Organisation 2006.
2. Engaged employees are far more committed, productive, efficient, effective and innovative than disengaged employees.
3. Because employee engagement is difficult to imitate – competitive advantage is usually sustainable in the long-term.
The Challenge:
• Nearly 6000 employees in many roles – at many levels.
• Spread in hundreds of business units over Southern Africa.
• Frequently out of the office.• Disengaged by line leadership style• Most staff highly computer literate.
Web 2.0: The latest generation of internet tools.
InterconnectCommunicateShareCollaborate
Solution
Web 2.0 and mobile system to interact with employees about strategy and strategy implementation.
Managing strategic conversations
Strategic roleFe
edba
ck
Employee Engagement: Programme Design Framework
• Objectives: Why do we want to engage our employees? [Business case for investing time and money in an employee engagement programme?]
• Purpose: What do employees want to be involved in – and why? [What will cause our employees to engage? [What’s in it for employees?]
• Relevance: How do we ensure our goals and roles are relevant to all our employees. [segmentation.]
• Method: What is the most effective and efficient way to collaborate with employees?
• Roles: Who will engage our employees?• Timing: When will we engage our employees?
Framework: What do employees want to be involved in? [Organisation wide survey]
• Context: What’s the firm trying to do – and why?• Role: How do I fit in to the plan - what does the firm need me to do?• Input: I have ideas and opinions to share to:
– improve my contribution– Identify opportunities and threats.– Credibly recognise my co-workers
• Feedback: How are we doing – how am I doing? • Value: Is my contribution valued and appreciated – does the enterprise
care about me?
The building blocks of employee engagement
Connect Relevant role
CollaborateShare
information
InteractFeedback
Relevant role: Enterprise segmentation to create relevant communities.
Function
Service lineRegion
Like people, employees are different – To be relevant, create relevant communities and engage meaningfully/differently.
Kwa Zulu
Western Cape
Gauteng
Deloitte Community Segment matrixVertical and horizontal communities = relevance
Client service
Professional
Enablement
SupportAudit
Tax
Consulting
Risk
Web 2.0 SystemFunctionality requirements
Tools to collaborate with employees about strategy
Connect every employee to
relevant business communities and
community conversations
Distribute a personal role and
practical behaviour
guidelines to every employee
Provide the tools for employees to
share feedback on implementation
progress
Enable the employee
community to identify
colleagues deserving of
recognition and appreciation
Facilitate interactive, high speed, precise and relevant
conversation up, down and around the organisation
Personal dashboard: Quick tour
CEO
Div
Reg
Team
Emp
Hierarchical structure and paths of hives.
Community
Feedback
Heat Map
Conversations
Messaging
Nomination
Hi Sue. You have recognised for customer service by Jen Wilson. Nice work!
Validation
MeasurementOrdinary Impact Moderate impact High impact Extra ordinary impact
Select impact ranking
20%Transformed Business
320%
12 points
Appreciation
Key success factors Engagement; Shift to conversational leadership style. Commitment; Ensure leadership commitment is visible.
Response; Respond to feedback and nominations.
Authenticity; Recognise authentic contributions.
Appreciate ; Meaningfully appreciate commitment.
Results
• Efficiency: 1 person manages it.• 2000 recognitions per month.• 70% of employees interact each month.• Desired culture shift unfolding.• Business results = ROI.• Competitor imitation appearing
Thanks for your valuable time and courteous attention.
www.virtualworks.co.za