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360 Social Business Engagement Consumer *AND* Employee

360 Social Business Engagement Consumer *AND* Employee

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Published by iGo2 Group
A social enterprise needs to not only engagement with customers through social media but also with employees.
A social enterprise needs to not only engagement with customers through social media but also with employees.

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Published by: iGo2 Group on Dec 09, 2011
Copyright:Attribution Non-commercial

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07/06/2012

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360 Social Business Engagement - consumer *and* employee
 Published first on the iGo2 Group Blog 
In Managing the Egosystem: 6 Rules of Engagement Lauren Carlson of Software Advice does a great job of expounding the fundamentals of "engagement",in an interview with Brian Solis  where he describes his concept of the"egosystem".
The problem with a statement like, "It’s not about relationships anymore, it’s about engagement!" is that it sounds like a bunch of buzz, and I think it’s safe to say that we’re all pretty fed up with the buzz. So, I 
asked Solis to give me a definition of engagement,
said Lauren
.
Lauren asked us what we thought of her post, to which we say that it's
 well constructed
,
insightful
,and adds to the understanding of what the social enterprise is all about. In our own 8 Point Framework for Social Business our 7th phase is Engagement. We spell out a few basics in the processes we use at that phase, around the ideas that Engagement is:
 
Responsive;
 
Transparent;
 
 Authentic; and
 
Human. And that it is encouraged by:
 
Polls and Contests;
 
Promoting others;
 
Benefits and Gamification; and,
 
Recommendations.
Consumer engagement
Lauren extracted 6 key characteristics of social media and engagement from Brian Solis: 
 
 Value
 
consumers want to feel valued by the companies they do business with;
 
 
Efficiency 
 
customers want their time to be valued as well;
 
 
Trust
 
confidence in the credibility of businesses;
 
 
Consistency 
 
there is no value unless the service you provide is consistent across allcommunication channels;
 
 
Relevancy 
 
providing targeted communication that is relevant to customers. It will probably make them feel valued, as well.
 
 
Control
 
customers want an experience that gives them the sense of control.
 
 We value these explanations and we'll be incorporating the ideas into our Social Business Framework.
 
2 |Page 
Employee engagement - just another buzz word?
 An important part of engagement that isn't in the scope of Lauren's post is
engagement withemployees
, as a pre-requisite for transforming into a social business engaging withconsumers/customers.
 With regard to employee engagement there is a
similarity
with consumer engagement - and that is,
 whatdoes it mean
?Is it just buzz as well?I must admit that we haven't done a great job of defining what it means, so Lauren's post and Brian'sthoughts have spurred us on. It is a complex question, and one that's had the attention of many HR andpeople experts for a long time. The theory is that creating "engagement" will increase employeesatisfaction which will increase customer satisfaction which will increase profits - the Service Profit Chain.  The fundamental idea is that value is created by satisfied,loyal, and productive employees.Here is our first pass at defining internal engagement,comprising
10 key issues
:
 
Leadership
- for all intents and purposes theleadership of an organisation sets the tone for anindividual's effort, accountability and reward. So itneeds to be seen from the top down;
 
 
Purpose
-
clarity of purpose
of theorganisation is also key - without clarity people may  be working towards different outcomes, and at theleast different groups working
inconsistently
acrossthe organisation. In a social business setting this isa recipe for disaster;
 
 
Teams
- teams need to be of people who are
internally connected
and orientated to theorganisations core purpose. In fact teams become sub-communities within the corporate and theextended ecosystem;
 
 
Individual accountability 
- ultimately no organisation is reponsible for any individuals"happiness" or job satisfaction - the individual has to accept their own responsibility, within aframework of Trust;
 
 
Trust
- people need to be able to trust the decision-makers in the organisation, and have thattrust reinforced in all their dealings and observations of the organisation and how it works - bothinternally and externally and in dealings with customers and suppliers and partners;
 
 
Reciprocation
- people want to know that if they bring their best to work every day then itmatters and they want to feel appropriately recognised and rewarded;
 
 
Reward and recognition
- is not about the highest salaries or the biggest office, but rewardsand recognition in the peer groups, teams and communities within which people have their mosthuman connections. In some systems this is called gamification  whereby the systems are able to deliver recognition in pre-programmed ways and to spread that recognition across relevant socialcommunities;
 
 
Contribution to Improvement
- people come to work to be treated as contributing adultsengaged in producing results and want to feel the engagement and satisfaction that comes from being recognised as being part of something that works. If they can readily and simply providethat input and receive feedback then their engagement increases;
 

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