Get your foot in the boardroom door – the “whys” behind investing in your employees through collaboration, transparency and productivity

By now, we’re all aware that the benefits of collaboration software comes with usage, not only deployment. Still, the starting point is to convince top management to make the investment both in software and in the organizational change needed. Without them being convinced of the business benefits you’ll end up with yet another half-hearted and short-lived deployment. This session will explore and present a range of scientific evidence of the business benefits of improved collaboration and communications, both horizontally and vertically, in organizations. You will get the numbers to prove your point and ways to explain the mechanisms behind them.

Transcript

1. Get your foot in the boardroom door Peter Bjellerup, @thesocialswede
2. PLATINUM SPONSOR PLATINUM SPONSORS GOLD SPONSORS SILVER SPONSORS BRONZE SPONSORS SPEEDSPONSORING BEER SPONSOR
3. Social Connections 15 Munich, September 16-18 2019 @thesocialswede @thesocialswede Gosh, it’s good to be back at #soccnx!! Working with Enterprise Social Networks can be frustrating. I think we have all felt like the guy on the left …and from managers we keep getting the same question: Show me the….
4. Social Connections 15 Munich, September 16-18 2019 @thesocialswede ….MONEY! As if they don’t understand the value of employees getting good tools to do their jobs I often ask in return: ”When you last made a surprise purchase, what changed your mind?
5. Social Connections 15 Munich, September 16-18 2019 @thesocialswede I bet it was a person. Directly - as in a sales person Or indirectly as in a designer or someone having made a strategic decision PEOPLE make a difference! Not repositories, not processes, not machines, not software, not the stock market It all boils down to a simple statement:
6. Social Connections 15 Munich, September 16-18 2019 @thesocialswede @thesocialswede Engaged and connected employees power business want to able to What would any company be without engaged employees? The usual focus in this crowd is on Connected - as in ”able to” But being able does not make things happen. You also need to WANT TO! So that’s where I will focus What is engagement, really? In a business context, that is.
7. Social Connections 15 Munich, September 16-18 2019 @thesocialswede Engagement = Voluntary effort Voluntary effort ”have to”-level What will it mean for company performance if the majority of employees are on the green curve instead of the red? What is the focus of the boards of companies? Stock value, right? Meet Mårten Westberg
8. Social Connections 15 Munich, September 16-18 2019 @thesocialswede @thesocialswede Mårten Westberg invests in engagement - profitably +58% Mårten is a successful Swedish investor, even if small. He invests to prove his point. He is also a veteran in employee surveys in Sweden, ex Netsurvey Mårten has proven - statistically - that engagement explains 20-50% of differences in profitability. To prove his point he digs through employee surveys of companies, identifies those with improving results, invests 25k€ and sells after two years. His WORST result so far is +58%
9. Social Connections 15 Munich, September 16-18 2019 @thesocialswede Top 25% vs bottom 25% - employee engagement Profitability1 ⬈ 21% Growth2 ⬈ 100% Sales1 ⬈ 20% Customer satisfaction2 ⬈ 45% Productivity1 ⬈ 17% 1 Gallup - Q12, 155 countries,
 8 million respondents. 19 years of research Tendency to help2 ⬈ 100% 2 Towers Perrin - E3 41 Global enterprises. 3 yr study Would ANY CEO say no to +21% in profits? Are all numbers going up? No some are going down…
10. Social Connections 15 Munich, September 16-18 2019 @thesocialswede Top 25% vs bottom 25% - employee engagement Product defects1 ⬊ 41% Attrition1 ⬊ 37% Avg Sick days/pers/month1 ⬊ 42% 1 Gallup - Q12, 155 countries,
 8 million respondents. 19 years of research 2 Towers Perrin - E3 41 Global enterprises. 3 yr study Profitability1 ⬈ 21% Growth2 ⬈ 100% Sales1 ⬈ 20% Customer satisfaction2 ⬈ 45% Productivity1 ⬈ 17% Tendency to help2 ⬈ 100% But who minds defects, attrition and sick days going down? But how do you get people motivated? You can’t really command motivation, can you?
11. Social Connections 15 Munich, September 16-18 2019 @thesocialswede Before you work with the employees, you need to attend to the system, the processes, the management practices. But to do that, you need to understand how humans work. What is motivation? What creates motivation? And how can we help? Let’s get into psychology! Let’s look at the leading psychological research by Richard Ryan and Edward Deci into the mechanics of motivation. It can be divided into two categories
12. Social Connections 15 Munich, September 16-18 2019 @thesocialswede Motivation fundamentals - which will last? Controlled Autonomous Controlled motivation may be from imposed goals, money (getting or risk of losing) or directives, but may also be internalised. Like guilt, sense of duty, ”I should really”. They all have two things in common. The origin is not from pithing and they won’t last much longer than the lasting of the external pressure Autonomous motivation comes from within. From interests, playfulness, challenging our limits i.e. because THE ACTIVITY ITSELF is fun, enriching, stimulating or challenging. Or it may come from our (desired) image of ourselves, from ideals, a higher purpose or our values. Obviously, this lasts longer and is self-reinforcing
13. Social Connections 15 Munich, September 16-18 2019 @thesocialswede @thesocialswede Fundamental needs drive motivation and results • Competence • Relatedness • Autonomy • Volition • Motivation • Engagement • Enhanced
 performance • Persistence • Creativity Foster Result in Self-Determination Theory (Ryan & Deci, 2000) Competence: Being able to - and feeling able to. The joy of learning, practicing and succeeding. Reinforced, but not dependent on recognition. Relatedness:We’re social creatures and want to understand our role in the big picture. Autonomy: I want to, not I have to. Why nobody loves micro managers
14. Social Connections 15 Munich, September 16-18 2019 @thesocialswede Competence Relatedness Autonomy Support professional growth and easy access to knowledge Set and communicate clear and engaging goals Follow-up and feedback Secure materials, resources and mandate How can an Enterprise Social Network support these needs? Professional growth and access to knowledge is obvious Helps communication flow freely, undoctored by the agendas and interpretations of middle management Transparency, Working out Loud and ample possibilities for feedback, not only from managers, but from anybody Pretty obvious, right. Find stuff and people to help you
15. Social Connections 15 Munich, September 16-18 2019 @thesocialswede Competence Relatedness Autonomy Support professional growth and easy access to knowledge Show appreciation of them as individuals Set and communicate clear and engaging goals Clarify roles, responsibilities and place ”in the big picture” Follow-up and feedback Show concern and gratitude Secure materials, resources and mandate Build and maintain an informal network among colleagues Working out Loud shows you and what you do. And gives ample possibility for appreciation Transparency helps understanding what others do and how your work relates to theirs and them Again, ample opportunity for feedback from anybody Of course. But in an ESN the network can reach across the entire enterprise, not only your teams or department as in group chat tools or mail.
16. Social Connections 15 Munich, September 16-18 2019 @thesocialswede Competence Relatedness Autonomy Support professional growth and easy access to knowledge Show appreciation of them as individuals Purpose, purpose, purpose, purpose, purpose, pur… Set and communicate clear and engaging goals Clarify roles, responsibilities and place ”in the big picture” Offer choice and opportunity Follow-up and feedback Show concern and gratitude Encourage initiative Secure materials, resources and mandate Build and maintain an informal network among colleagues Take in criticism and ideas the right way I asked a person in internal comms how the ESN had influenced her work. ”Before it was mostly about distributing news. Now it’s about communicating corporate values” I wouldn’t do what I do today if it hadn’t been for the ESN. The visibility it offered helped me change my career In a good ESN transparency is the default mode, supporting initiative and ”knowledge accidents”. This is why I discourage approval processes for community creation. Anything that pulls people into the ESN is good. (as long as it’s not immoral, of course) Maybe not directly supported by and ESN, but it becomes very apparent who is a good sport and who is not
17. Social Connections 15 Munich, September 16-18 2019 @thesocialswede @thesocialswede because engaged and connected employees power business Engaging
 Leadership Motivational
 Goals Effective
 Tools Workshop facilitation | Training | Solutioning This is not only a way for ESN advocates to get positive attention from top leadership and even the board. It is also the background for the business idea of my newly started company: Helping companies with these things:
18. Social Connections 15 Munich, September 16-18 2019 @thesocialswede @thesocialswede because engaged and connected employees power business Engaging
 Leadership Specs for ROU (user context/goals) Connections Domino Ancillary solutions Change Management Motivational
 Goals Looking a bit more in detail on the Effective Tools-part. It starts with making definitions of needs and requirements for ”user- intensive IT solutions”; ESN’s but also other systems that depend on end users actually using them to pay back on the investment Via partnership with HCL and the ecosystem of Business Partners, I hope to be able to provide ESN’s, Productivity tools and ancillary solutions. Finally, Change Management, but you will need less of that, the better you’ve made the specifications
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