[Webinar] How to engage teams in the digital era

ENGAGE TEAMS
HOW TO
IN A DIGITAL ERA
Unique experiences for healthy
organizational culture

GUIBERT ENGLEBIENNE
Globant CTO and Co-Founder
Chairman Endeavor Argentina
SAL GIAMBANCO
Partner, Human Capital, Omidyar
Network and Former VP of HR at
PayPal and eBay

© 2014 Omidyar Network Services LLC.
Employee Engagement in a
Digital World
Sal Giambanco
Omidyar Network

© 2014 Omidyar Network Services LLC.4
What is Employee Engagement?
Employee engagement is the extent to which
employees feel passionate about their jobs,
are committed to the organization,
and put discretionary effort into their work.

Engagement with
The Organization
Engagement with
“My Manager”
Strategic Alignment Competency
High
Performance
www.custominsight.com
What is Employee Engagement?

© 2014 Omidyar Network Services LLC.6 “What Drives Employee Engagement and
Why It Matters” Dale Carnegie Training
Key Drivers of Employee Engagement?
Belief in
senior
leadership
Pride in working
for the company
Relationshi
p with
immediate
supervisor

Do you know what you
have?
Do you know what
employees want?
What is your Employee
Value Proposition?
Why do people choose to
work for you?
Exploring Your Employee Value Proposition
Great
Place
To Work
Career Development
Career adventuring
Feedback
Coaching/Mentoring
Ability to learn and grow your
skills
Company & Leaders
Purpose
Culture
Leaders as role models
Work/life balance
Communication
Job
Interesting, challenging
work
Ability to have impact
Ability to gain valuable
experience
Rewards & Recognition
Competitive compensation
Affirmation
Celebration of contributions/
accomplishments

“What Drives Employee Engagement and Why It Matters” Dale
Carnegie Training White Paper
Moving Employees To A Higher Level Of Engagement

Extrinsic Rewards vs. Intrinsic Rewards
• Extrinsic more commonly focused in commercial sector
(e.g. pay, prestige)
• Intrinsic more powerful and readily available
• Growth opportunities, meaningful work, teamwork,
positive work environment
Extrinsic dissatisfaction may be (but not always) rooted in lack
of intrinsic reward.
Motivating Employees

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0
Key Drivers of Overall Satisfaction
1. Benefits and Compensation
2. Job Security
3. Communication with Management
4. Work/Life Balance
5. Relationship with Supervisor
6. Career Development Opportunities
Source: Society For Human Resource Management (SHRM), 2003
Intrinsic and Extrinsic Drivers:
Key Drivers of Overall Satisfaction

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1
1. Cultivate meaning awareness
▪ Positive work environment, vision, purpose, relevance, wholeness of
tasks
2. Develop a sense of choice
▪ Delegated authority, trust, security, clarity, information
3. Develop a sense of competence
▪ Knowledge, positive feedback, skill recognition, challenge, standards
4. Develop a sense of progress
▪ Collaboration, milestones, celebrations, access to customers,
improvement measures
Source: Thomas, Kenneth W. Intrinsic Motivation at Work- Building Energy and
Commitment. San Francisco: Berrett-Koehler Publishers Inc. 2000.
Intrinsic Motivation
Four Building Blocks

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Motivating Employees to Meet Goals
Expectancy Theory
MF = Motivation Force (towards goal achievement)
MF = Expectancy x Instrumentality x Valence
Expectancy Asks: “Can I achieve the goal?” (targets and skill level)
Instrumentality Asks: “Is achievement (or non-achievement) of the goal linked to a reward (or
consequence)? Does it matter?”
Valence Asks: “Is the reward (or consequence) meaningful to me?”
Expectancy Theory of Motivation

1
3
Discretionary Effort:
The Holy Grail of Human Capital
Discretionary Effort
Employee willingness to go above and beyond the call of duty, such as
helping others with heavy workloads, volunteering for additional duties, and
looking for ways to perform the job more efficiently
Intent to Stay
An employee’s desire to stay with the organization, based on whether he or
she intends to look for a new job within a year, frequently thinks of quitting,
has actively been looking for a new job, or has taken steps such as placing
phone calls and sending out résumés
Global trends
Globally, Intent to Stay Increases;
Discretionary Effort Shows No Change

1
4

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5
Organizations Struggle to Create Holistic Employee Engagement Strategies
Most organizations lack a
coherent strategic approach to
digital employee engagement
Digital technology deployments
suffer from lack of business focus
on platform fatigue
Measurement and evidence of
business value remain anecdotal

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6
The Three Pillars of Digital Employee Engagement Strategy

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Leveraging Employee Engagement To Drive Business Impact
1. Create
Alignment With a
Vision of How
Employee and
Customer
Relationships
Intersect
2. Map the
Employee
Journey
3. Measure and
Develop Each
Employee
Relationship

1
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1. Create Alignment With a Vision of How Employee and Customer
Relationships Intersect

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2. Map the Employee Journey

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0
3. Measure and Develop Each Employee Relationship

2
1
The Transformational Power Of Employee Engagement
1. Become an Extroverted Enterprise,
Starting With Executives
2. Support Employee Empowerment With
a Culture of Content
• Sharing existing, pre-populated content.
• Creating your own content
3. Make HR More Strategic by Injecting
Marketing Best Practices
4. Close the Employee Trust Gap With
Training
5. Integrate Tools to Create the Employee
Engagement Cloud

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2
Employee Engagement Platforms Today Bifurcate
Between Internal And External Engagement
Technology Internal External
Identity Profile
Inherent shortcomings: Work and
public identities rarely connect.
Company directory, LDAP Facebook, LinkedIn, Twitter,
Gigya, Janrain.
Monitoring & Analytics
Inherent shortcomings: Most monitoring and
analytics are not designed to be used at scale by
employees. Few solutions exist for listening within
enterprises.
Basic activity feeds,
In-platform analytics,
Business intelligence platforms
Existing enterprise listening &
monitoring geared to specialists, not used at scale
by employees
Platforms
Inherent shortcomings: Interactions and content
streams are are consumed on each individual,
separate platfom.
Enterprise social networks
(Chatter, IBM Connections,
Socialcast, Tibbr, Yammer)
Collaboration/Community
platforms” (IBM Connections, Jive,
Lithium, SharePoint)
Social networks (Facebook,
LinkedIn, Twitter, YouTube, etc.)
Content & Engagement Management
Inherent shortcomings: Sharing/creating content
and engagement management is rarely connected
between internal and external platforms.
Manual & custom solutions Enterprise SMMS
(Spredfast, Sprinklr)
Advocacy platforms
(Dynamic Signal, EveryoneSocial,
PeopleLinx, SocialChorus)

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3
Integrated Employee Engagement Suites Will Emerge To Rationalize Platforms

SHEPHERDING
ORGANIZATIONAL CULTURE
How social behavior and data come into play
GUIBERT ENGLEBIENNE
Globant Co-Founder
Chairman Endeavor Argentina

CULTURE EATS
STRATEGY FOR
BREAKFAST
-Peter Drucker

FOTITO DEL PRIMER STAR ME UP
THE
EXPERIMENT

TRANSPARENCY,
MERITOCRACY, INSIGHTS
AND EVERYDAY
REINFORCEMENT OF OUR
CULTURE?
WHAT IF THESE INTERACTIONS CAN BRING

Tickets closed/month/person in
Facilities, since StarmeUp was
implemented.
SUCCESS CASE
Facilities and internal areas are recognized for
resolving requests.
The number of tickets resolved/person by
Facilities increased by 15% in 6 months, after
StarmeUp was implemented.
Recognitions boost motivation and productivity
Globant Proprietary | Confidential Information
LESSONS LEARNED
JAN FEB MAR APR MAY JUN JUL AUG SEP
62
60
58
56
54

OFFICES
ORGANIZATIONAL INSIGHTS
At the time of this analysis,
offices recently
acquired/created (IN-Pune),
(IN-Bangalore) have not yet
integrated with the rest of the
organization.
Their main connection is
thought Globant's central
office.
INTEGRATION

Office/city decentralization shows the % of stars sent to other offices.
100%
75%
50%
25%
0%
Relocated people send stars to their
home countries, as a way to feel
connected to their sources.
Offices recently
acquired/opened are
slowly integrating with
the rest of the
organization. It takes a
year for people to feel
integrated.
STARS SENT TO DIFFERENT CITIES

AVG Recv/person AVG sent/person
ANTICIPATES
PERFORMANCE
REVIEWS
40%
30%
20%
10%
0%

Identifies people
with high chance
of leaving the
company
People leaving the company have sent &
received ~60% less stars in the
previous 3 months.
EXITS ACTIVE

Adoption of peer
recognition similar
across age groups
20-29 30-39 40-49 50-59 60-69
40%
30%
20%
10%
0%
% Use vs. Age

What we have seen so far
LESSONS LEARNED
IT FEELS GOOD TO USE IT
EXTREMELY RAPID
ADOPTION
SUSTAINABLE USE FOR
SERVICE OVER TIME
MOVES VALUES FROM
POSTER TO EVERYDAY
ACTIONS
IT’S A POWERFUL, COST-EFFECTIVE, MANAGEMENT TOOL
IN SYNC WITH
COMPANIES
WILLING TO BE
MORE AGILE

StarmeUp brings manageability to
corporate culture. It allows employees
to recognize each other by sending
stars, based on the company values,
for all the outstanding actions that
happen every day.
● Reinforces organizational values.
● Brings transparency and meritocracy to everyday’s actions.
● Helps to scale without compromising culture.
● Reaches every corner of the organization.
● Produces valuable information for the managers in real time.
● Allows to discover hidden talent and positive influencers.
WHAT IS STARMEUP?

[Webinar] How to engage teams in the digital era

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