“To create real learning organizations, there is a choice. We can keep bolting on bits of informal learning to the formal training structure, or we can take a systemic approach and figure out how learning can be integrated into the workflow â€“ 95% of the time.”
“When we talk about execution- achieving some business outcome- each of us has our own bias for how. Some of us think about who we will task with an assignment. Others, particularly if it is a game-changing initiative for our company, will begin to think about the team, the stakeholders and the initiativeâ€™s leadership. For this discussion, we are going to focus on the organizing structure which will most effectively achieve business outcomes. “
“The term â€œengagementâ€ has become increasingly popular among organizational professionals when talking about how to build better relationships with customers, channel partners, employees, volunteers, or even voters. More than half-a-dozen conferences on engagement were held last year in the U.S., and a growing number of companies, including industry leaders Astra Zeneca and Pepsico, have executives with the term â€œengagementâ€ in their title.
Why the interest and why now? In the past, engagement was a â€œwarm and fuzzyâ€ term. It made sense that organizations did better when their communities were fully engaged, but, from an economic standpoint, it was difficult to measure. The rare organization whose CEO was committed to engagement generally did so as a matter of common sense or faith. “
But the climate is changing. The advent of customer relationship management, the Internet, and social-networking have exposed the connections among customer loyalty, employee engagement, and financial results
Organizations are waking up to the fact that while they have an agency to handle their advertising, thereâ€™s no single resource inside or outside the organization to address engagement in a holistic way. Enter the field of Enterprise Engagement to fill the knowledge gap. It is a movement forged by a variety of executives in sales, marketing, and human resources working together to build a body of knowledge and best practices related to creating a culture of performance through engagement.
A study by global services provider Towers Watson found that high-engagement firms experienced an earnings-per-share (EPS) growth rate of 28%, compared with an 11.2% decline for low-engagement firms; and, according to a recent Gallup Management Journal survey, happy employees can better handle workplace relationships, stress and change. Moreoever, when respondents were asked how they would describe relationships with their coworkers, 86% of engaged employees said their interactions were always positive or mostly positive, vs. 72% of unengaged workers and just 45% of actively disengaged workers.
found the following components critical to fostering a culture of performance:
â€¢ Leadership with a clear vision of the mission â€¢ Clear communication of the mission and the critical success factors â€¢ The capability and the ability of people to do what is being asked of them â€¢ Buy-inâ€”a belief that what is being asked is good for them â€¢ Support for company goals with the confidence that the organization truly cares â€¢ Emotionâ€”a general sense of well-being and trust â€¢ Measurement and feedback through a regular flow of information that people can use to improve their performance.
There are a number of serious obstacles, especially in larger organizations:
â€¢ Research suggests that Enterprise Engagement only works over the long haul; itâ€™s of little use to executives seeking a short-term result. â€¢ Todayâ€™s organizational structures are based on silos that obstruct Enterprise Engagement. It takes a CEO committed to this business approach, with a personal commitment and board seeking a long-term stay. â€¢ Enterprise Engagement requires a level of leadership throughout the organization difficult to achieve in any size company. â€¢ Enterprise Engagement is overlooked in business schools and the business media, so executives get little exposure to it. â€¢ Enterprise Engagement does not make a company immune to economics or poor financial management. â€¢ Many organizations have decades of labor distrust that sour the climate for engagement. â€¢ Companies lack the research and documentation as to the merits of various types of engagement tactics, or the best ways to deploy them.