Enterprise 2.0 Conference 2011 – Day Three

High Performance Culture 2.0 (Amy Wilson, VP & Principal Analyst)

  • How technology is changing to help business leaders get best work
  • Amy has been focused on people technology for many years
  • Her goal is solving business problems through people. Today we’ll talk about creating a high performance culture and using it as a competitive advantage
  • Performance management and performance itself are somewhat disconnected today
  • Every company says that people are critical for results however only 5% of organizations are satisfied with appraisal results. Most redesign this process every 3-5 years. A gap between what we want and what we have
  • We want best work through teams coming together but what we have is a shot in the eye. People are getting demotivated by appraisals, scores
  • We want people working on the right things but goals are disconnected from actual work
  • We want productivity but we have administrative tasks that waste our time
  • We want people keeping to increase their skills but wasting time on doc
  • People are demotivated, frustrated
  • We want to be able to appreciate and reward exceptional work but measurements are seen as often biased or gamed
  • We have a counterproductive system. Evaluation process takes 2 weeks and managers don’t give true feedbacks because are worried to affect people
  • Performance manag systems are not creating high perf business
  • The amount of work has been increasing, increasing pace, complexity. We need how to make people work better. We are moving from a want to a need to meet business leaders challenge
  • Old model of performance management is very documentation focused: expectations, perf documentation to see if expectations are met, legal protection (if someone has not reached the right goals) and communication of rewards. But documentation creates a lot of problems. Goals are separated from real work, administrative updates are time consuming, after the fact measurement
  • The new model: everyone working on the right things, highly productive teams / reduced bottleneck, orgs rewarding the right things. The new model has work not documentation at the center: goal communication, work prioritization, actual work, ongoing feedback, continuous improvement, measurement
  • Work prioritization connects goals and actual work.
  • Ongoing feedback is the idea feedbacks should be quick, relevant and constant
  • Documentation of updates are not for you, are not helping workers so are not used
  • We have a missing link between communication and personal goals setting and actual work and it is prioritizing and managing work
  • Cohuman as a new tool for project management, a different kind of project management. It is not about managing project but managing work within goals. People can manage and prioritize their work in a social way. There is an activity stream through which you can see what others are doing. There is a prioritization list that others can see. You can see other people queues. There is also a sense of accountability. Cohuman is a good example of this middle area of prioritization
  • Doubleduch is a social local mobile app focused on internal collab allowing people to check-in into projects, customers and other work objects. By doing that you can have visibility, can comment, etc. The analytics associated with that is very interesting. Today we don’t see the associations between goals and higher level goals. Here you don’t need time sheets or reports, you are simply working
  • Goal vendors are another example. Workday has a concept of initiatives (projects associated with goals) but they don’t have the social piece. Successfactors has goal management and performance management (it’s time to love work again) and it is a lot about goal execution. Other vendors are moving into the social activity streams but they are still many gaps
  • The second change is ongoing feedback, not documentation. A natural process of giving and getting feedback. People love feedbacks with good intentions to understand how to improve and what they are doing well. Feedbacks should be tied to specific work. There are two areas Feedback and Effects. Social feedbacks are people interacting and through that you can find experts and you can measure that to make business decisions to choose the best people for each project. On a 1:1 perspective, feedbacks are loops between individuals, coaching, personal development. Through that we get continuous improvement of people in the organization
  • Open Peer Feedback are provided by Rypple that motivates people through feedbacks. Other vendors are incorporating it like Saba and Oracle in Fusion (as kudos). Ongoing feedback could be an alternative to traditional performance management and applications
  • Some companies are not ready to leave their traditional performance measurement. To still keep documentation you need a bridge for example through loops in Rypple that can be used in performance review
  • The third point is about integrating feedback and work. Giving feedbacks where it all happens. Actual work depends on the kind of job (salesforce for sales people, zendesk for support people, atlassian for developers, etc). In any case it is a work system not an HR system. Different vendors are collaborating to add comments where work happens (Pivotal tracker and Rypple). The feedback is now triggered by the completion of ongoing work
  • How it all fits together for the future workplace: work at the center, connects goals and work, ongoing feedback, feedback on actual work
  • Really need to get Amy’s presentation!
  • What’s going to make this successful? User adoption (through bottom-up, champions, start small and spread, what’s in it for me), integration, planned effects (figure out measurement problem up front, focus on incentives that encourage sharing, transparency)

Crash course for new community managers (Trisha Liu, Enterprise Community Manager – ArcSight HP)

  • Have clear business goals in mind
  • Focus on what people want to accomplish and help them doing that. You can survey people to understand more
  • Internally (employee communities) don’t recreate silos. Try to keep it the more open you can and avoid too much fragmentation. Look for findability and reuse of information and knowledge
  • Are private spaces a viable approach? They can help people to get more comfortable but you may be recreating silos
  • When the people come to the homepage, don’t list departments. List things most of the employees may be interested into
  • It’s fine to have departmental spaces but should be used only for things reserved to that department
  • ArcSight has an external community for customers to help them interact and build solutions together (crowdsourcing)
  • Employee community has not yet replaced the intranet for a matter of data migration but why having two places where people should go?
  • Work with legal to understand and mitigate risks about privacy, information property, etc especially when you work across departments (i.e information about customers may not be shared in other departments)
  • Balance legal requirements with user experience. At the end it must work and scale for people
  • Once it is clear why members are asked to participate, training should be very basic (i.e what would you like to do? You may be interested in..)
  • When training is ready, get the word out and spread the message
  • Plan hard and manage easy in the cultivation phase. Starting from goals and activities make management easier. People will know what they are supposed to do
  • Monitor closely through analytics but also listen. Go back to the corporate goals and extract insights and value
  • Be ready to handle issues. Maybe you won’t have many but prepare in advance and trust people
  • Practice discernment. Sometimes no action is the right action
  • Be present in the community, don’t hide behind the scene but don’t exaggerate or you will kill conversations considering you as the authority
  • Try to understand where the content could be more useful
  • Who’s on your team? The user experience your providing to customers through your community could be seen as a product. It requires product development, constant work and support, a whole team behind it
  • The online community manager diagram by Dion Hinchcliffe. Illustrates many different roles, needs, responsibilities and tasks. It can help you determine what roles are critical for the maturity stage you are in. You may need to involve other people

Emanuele Quintarelli

Social media enthusiast and Social Business Leader in EY. Research, reports and reflections about the introduction of web 2.0 inside the enterprise.

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