Improving Employee Engagement Through Social Learning

Transcription

1 <Insert Picture Here> Improving Employee Engagement Through Social Learning David Wilkins Senior Director

2 Your Presenter David Wilkins, Senior Director with Oracle 20+ years in the HCM space 5+ years in Social Enterprise 50+ speaking engagements 4 industry keynotes 10 publications 2

3 Your Thoughts: Why Does Engagement Matter? Share your thoughts in the chat Some conversation starters: Would higher engagement impact profitability? Could it impact innovation? What about turnover risk? Might there be health impacts from low engagement? 3

4 Why Engagement Matters (the Bottom Line) Earnings per share of top quartile companies is 2.6 times greater than below average companies 59% of engaged employees feel that their job brings out their most creative ideas vs 17% of unengaged employees and 3% of disengaged 74% of engaged employees share new ideas with customers, only 13% of disengaged Disengaged workers cost the economy about $328 billion annually 4

5 What Drives Engagement Drives Recruiting Needs #1 driver of Job Satisfaction (mature economies) Career development opportunities and training More opportunities to do what I do best # 1 driver of Turnover Career, lack of growth and advancement opportunities 5

6 Current State of L&D Spend 6

7 How Does Engagement Drive Results? More productive workers higher profit Safer workers less risk, less loss Stronger customer relationships higher profit, referrals Longer tenure less dysfunctional turnover Discretionary effort agility in times of change More positive work environment reduced health care costs, less absenteeism 7

8 What Positively Impacts Engagement? Relationship with peers Opportunity to grow and develop Opportunity to excel by using unique skills and talents (job fit) Clear direction and communication about role, objectives, success Recognition and reward for excellence Trust in management and peers to take risks Employee self-direction and ownership Shared purpose and vision 8

9 UK Social Talent Management Report, 2011 Untapped Skills and Experience 48% say that their skills go unnoticed feel that their work history & experiences are not leveraged by their employer 75% 9

10 UK Social Talent Management Report, 2011 Wisdom of Crowds vs. Manager Knowledge Professional & work capabilities My line manager 22% Other 1% Don t know 5% None of the above 3% My family / partner 21% My friends outside of work 4% HR software / systems 1% My colleagues and peers 43% 10

11 UK Social Talent Management Report, 2011 Wisdom of Crowds vs. Manager Knowledge Professional & work capabilities Professional & work aspirations / ambitions My line manager 22% HR software / systems 1% Other 1% Don t know 5% None of the above 3% My family / partner 21% My friends outside of work 4% My colleagues and peers 43% Other 1% Don t know 5% My line manager 13% HR software / systems 1% My colleagues and peers 22% None of the above 6% My friends outside of work 9% My family / partner 43% 11

12 Your Thoughts: Which Engagement Drivers Does Social Impact? Relationship with peers Opportunity to grow and develop Opportunity to excel by using unique skills and talents (job fit) Clear direction and communication about role, objectives, success Recognition and reward for excellence Trust in management and peers to take risks Employee self-direction and ownership Shared purpose and vision 12

13 My Take: Which Engagement Drivers Does Social Impact? Relationship with peers Opportunity to grow and develop Opportunity to excel by using unique skills and talents (job fit) Clear direction and communication about role, objectives, success Recognition and reward for excellence Trust in management and peers to take risks Employee self-direction and ownership Shared purpose and vision 13

14 Connecting Social Learning & Engagement 1. Develop a pro-sumer model to give all employees a voice and validation 2. Develop employee social networks to deepen relationships, peer commitment and trust 3. Create shared spaces where employees can collaborate on company initiatives or share expertise 14

15 DEVELOP LEARNING PROSUMER MODEL 1. 15

16 Your Thoughts: Who is Responsible for Training and Development? Training Department CLO HR The Whole Company The Whole Company and It s Extended Enterprise 16

17 Develop a Pro-Sumer Model Everyone is a producer and consumer of learning, rather than dependence on training team Techniques? File and link sharing infrastructure Video recording and sharing HD Video Cams are cheap! Discussion forums Open course authoring tools Blogs, wikis, and microblogs Ratings and reviews 17

18 Learning Culture Training group is a MUCH smaller subset of the larger organization Training group can t possibly keep up with all of the training needs of the org It s a scale problem Other examples of industries where scale has changed from social contributions? 18

19 Learning Culture So what if the whole org were the training group? Why do we explicitly look to a small sub-set of people for education and new information? What happens if we expect everyone to share what they know? 19

20 Learning Culture What if we went outside the org? To the extended enterprise? Shouldn t we also be sharing with partners, clients, suppliers, etc? 20

21 Engagement Benefits from a Pro-Sumer Model? Everyone becomes a creator and a consumer Everyone has a chance to share their unique expertise, knowledge or skills Everyone has a chance to share their voice Employee can discover new connections and strengthen existing ones Highly engaged employees can find new avenues to add value Unengaged workers may find a voice and new opportunities to become engaged again 21

22 Another Reason Pro-Sumer Model is a Must 22

23 DEVELOP EMPLOYEE LEARNING NETWORKS 2. 23

24 Your Thoughts? What s More Important: the Expert or the Network? Some conversation starters: What makes an expert an expert? What happens when you move an expert to a new network? What happens to the network when a key player leaves? 24

25 Develop Employee Networks Turn potential ties into weak ties, turn weak ties into strong ties, and develop denser networks Techniques? Linking content to people and people to content Expert and expertise location Ratings and reviews User-generated content Microblogs Activity feeds / Walls 25

26 Hierarchies vs. Networks 26

27 Other Interesting Reads on Expertise Wrong: Why experts keep failing us - and how to know when to trust them David Freedman "Can They Take It With Them? The Portability of Star Knowledge Workers' Performance Boris Groysberg and Linda-Eling Lee of Harvard Business School and Ashish Nanda of Harvard Law School. 27

28 Engagement Benefits of Learning Networks? Reflects expectations of Millennials McKinsey research shows networks = retention Millennials move in tribes, grown up with networks GenX = biggest user of LinkedIn and Twitter More connections = greater resiliency, agility Connections = relationships = trust = engagement 28

29 CREATE SHARED LEARNING SPACES 3. 29

30 Develop a Shared Spaces Model: Learning Communities Shared spaces around topics and initiatives Shared spaces around user attributes Techniques? File and link sharing infrastructure Dedicated pages for updates, announcements etc Discussion forums Blogs and wikis Microblogs Social networking Activity feeds 30

31 Knowledge Workers = Experts and Expertise Command and control evolving to Persuade and influence Top-down communication evolving to Managed viral communication 31

32 Self-Organization, Engagement, and Learning In a world of knowledge workers, does expertise still primarily come from above? What happens when learners share expertise with each other? Opportunity to grow and develop Opportunity to be recognized Opportunity to connect with peers Development of a true learning culture Learning culture = self-efficacy = engagement 32

33 Suggested Resources to Follow

34 1. Engagement has a direct impact on key business metrics. 2. Engagement is tied to employee voice, opportunities to learn, reward & recognition, relationships with peers, and self-directed behavior. 3. Social learning is an enabler of all of these engagement drivers. 4. Three ways to use social learning to drive engagement: a. Provide infrastructure and tools for users to share. b. Provide opportunities for users to network with each other. c. Create shared spaces where learners can collaborate. 34

35 Sources Not Cited Inline Slide 2 EPS Data Employees.aspx Slide 2 Engagement Data Employees-Inspire-Company-Innovation.aspx Slide 6 - Accenture Turning the Tide, 2011 Slide 9, 10, 11 Taleo Research, UK Social Talent Report Slide 31 IBM Global Study: Capitalizing on Complexity, page 31 35