Employee Engagement: Taking Care Of Your Cabin
1 like446 views
The document outlines a strategy for enhancing employee engagement through a client advocacy program, aimed at fostering meaningful connections and boosting productivity. It highlights the importance of a high-performing workforce for business growth and provides insights into leveraging internal culture to facilitate engagement. Key takeaways emphasize the need to identify supportive business partners, align engagement strategies with business goals, and consider expanding advocacy to employees.
Employee Engagement: Taking Care Of Your Cabin
- 1. Shristi Shonka Director, Client Experience EMPLOYEE ENGAGEMENT: TAKING CARE OF YOUR CABIN Sarah Schreiner Senior Strategy Analyst
- 2. Cabin Basics • Find Your Campsite: Develop a client advocacy program • Build Your Fire: Deliver tangible value to internal business partners • Basecamp Is Equipped, Build Your Cabin Expand advocacy to employees to fuel engagement • Taking Care of Your Cabin: Create new opportunity to achieve business outcomes
- 3. Feb 2015 Spring 2017 CY 2016 “I like this tool for many reasons. I learn, I share, and I get rewarded for my effort!” “The tool is fun and informative. A great break away from the every day work.” “I really enjoy this program! I learn so much from the interesting articles, and the participants are a great group of people! It's a fun enhancement to my payroll/HR skills.” Find Your Campsite Our client advocates
- 4. Feb 2015 Spring 2017 CY 2016 “The program delivered curious, interested, thoughtful clients to our Inbox. Really, a remarkable experience.” “Thank you for creating effortless experiences for both our clients and for us, as business partners!” Thousands of engagement opportunities in the program delivered 540,000 minutes of newly productive time for our employees Build Your Fire Value for our business partners
- 5. q Exclusive opportunities q Professional development and industry insight q Visibility to solutions and product updates q Personal brand and social media presence ü Strengthened relationships with clients ü Reduced low-value work on employees, delivering newly productive time ü Delivered a unique client experience Basecamp is Equipped Client Value Results
- 6. “Employee engagement has become a top business priority for senior executives. In this rapid cycle economy, business leaders know that having a high-performing workforce is essential for growth and survival.”1 Lost productivity of actively disengaged EEs cost the U.S. economy $370 billion annually2 Performance against revenue expectations with high engagement versus those with low engagement3 23%$370 bil 1 HBR, The Impact of Employee Engagement on Performance, 2013 2 Gallup, Employee Engagement Survey, 2010 3 Corporate Leadership Council HR Engagement Research Survey, 2011 Befriending the Bears
- 7. dis·en·gage·ment1 Embolden Innovation Boost Performance Increase Competitive Success 1. the action or process of withdrawing from involvement in a particular activity, situation, or group 2. emotional detachment en·gage1 1. to occupy, attract, or involve someone’s interest of attention 2. establish a meaningful contact or connection 1 Merriam-Webster
- 8. The Actions We Took ü Selected specific segment of employees to engage first ü Built private experience in existing community ü Aligned experience with internal culture values via levels and badges ü Leveraged challenge data to connect employees to management on emotional level to enhance performance and engagement ü Funneled feedback requests and bonus opportunities through the program to promote engagement Building Your Cabin Leverage advocacy program concept for employees
- 9. The WINs Along the Way ü Leveraged intrinsic motivators for limited incremental spend ü Delivered simple internal processes to gather necessary employee feedback in real time ü Positive correlation between engaged employees and client peer-to- peer conversations ü Established single, cohesive process to gather feedback from both client contacts and employees Taking Care of Your Cabin Create opportunity to achieve business outcomes
- 10. The Questions to Consider q Do you want clients and employees to interact in the same program? q Can single sign-on enhance the experience? q Which of your organization’s values can you anchor the experience to? q Which internal business partners can you support when developing challenges? Which can provide unique opportunities in the experience? q How can your program support your organization’s business goals? q Are you building for a short-term or long-term engagement? Taking Care of Your Cabin Build a program based on organizational goals
- 11. Cabin Basics Promote Your Culture Recognize And Reward Train And Develop Provide Challenges Supplement Change Management Connect Employees
- 12. Feb 2015 Spring 2017 CY 2016 “I’ve learned a lot about internal groups and have discovered some great new resources that will deepen my HCM knowledge.” – Associate “I am not a 30 something year old, and this style is not something that really intrigued me – at first… and then look what happened! I am an addict.” – Associate “I enjoyed the HCM knowledge and content being provided. It’s been very worthwhile – especially the ability to share socially. Plus, I find the challenge of trying to top the Leaderboard exciting.” – Associate Taking Care of Our Cabin
- 13. 3 Key Takeaways Identify business partners who will support your efforts Develop employee engagement strategy to support business objectives Consider expanding advocacy efforts to employees 1 2 3