3. To blog or not to blogIt’s great to hear what Chris Brogan has to say about blogging: “No matter what, the very first piece of social media real estate I’d start with is a blog … It’s a website, with lots of built in features that make it useful from the search perspective, and simple from a content creation perspective…” Blogging is like jogging for the brain. Euan Semple once said: “You do not know what you think until you write it down.” At first blogging could be a strenuous way to ratify your thoughts, but the best way to freely express your personal ideas, views and expertise. A blog is all yours and you may write (within reason) whatever your heart desires. To blog or not to blog, this is the dilemma and the sooner your business starts the easier it will get. Blogging, like jogging, takes training, dedication and relentless commitment. Avoid blogging about your products and services. Concentrate on answering, sharing and inspiring. Give your community what they want. This will be the first act into bringing traffic to your website, and a natural way to gain traction and attention. 4. Transform your website into a social hub and your visitors into your website co-creators Amazon is a fabulous example of information crowd-sourcing. When inquiring about books, the first thing most of us do is to find out about customer book-reviews. Amazon has long understood that their website is not about them, but about the communities reading the books it sells. It’s about letting visitors write reviews, comment on other people’s reviews, create groups and meet like minded readers. It’s about customers’ wish-lists (a fabulous way of gathering marketing information) and remembering their interests, likes and dislikes. Amazon is a platform where people meet, read, comment, upload videos reviews and create personal profiles. A company’s website should altruistically answer, inspire and educate its community. It is not about your products or services, it is about your community, their worries, their interests and what inspires them. Consider reserving enough space for uploading videos, reviews, articles and for giving your visitors the chance to become your website’s co-creators. 5. Carefully choose your social platforms According Wikipedia, “Social media refers to the means of interactions among people in which they create, share, and exchange information and ideas in virtual communities and networks … It allows the creation and exchange of user-generated content.” Social media is the new technological platform businesses use to promote physical or digital goods. Social media networks should be kept to a minimum: Twitter, Facebook, LinkedIn, Pinterest, Instagram, Google+ and YouTube. Pick three or four and get professional help. A Facebook and Pinterest expert like Mari Smith will save you time and money as she keeps up with ongoing platform changes and updates. Mari will provide you with the necessary support while you concentrate on your business. In part two, we will review the last five fundamental points connected to the ongoing review of a successful social business foundation. Please do take the time to follow Bruno Gebarski on Twitter, LinkedIn or on Google+: http://Twitter.com/BrunoGebarski
In part two, we will look at five more spider silk properties and the physical and spiritual lessons they discretely continue to teach us, should we want to observe and learn.Follow me Bruno Gebarski on Twitter at: http://Twitter.com/BrunoGebarski
Some days ago, I started on what will end up being a four-part series on innovative power, one of the fruits of Enterprise 2.0 or Social Business. You are more than welcome to check part one and part two if you have not yet had the chance to do so.
Most company leaders would agree that a happy customer is more likely to become a returning customer, but how can a company expect a happy customer to become a brand evangelist if the company has not first understood the real value of its own employee experience (EX)?
1. Create employee experience (EX) first and customer experience (CX) will follow.
Some time ago I called Zappos’ Customer Service in Nevada. I asked the person on the phone if she was happy to work for Zappos. An enthusiastic and enchanted voice answered: “… Oh …. thank God I am working here…!” Let’s stop for a second. Would your employees say the same thing about your enterprise? If they were to be asked the same question, would they answer with the same positive attitude and with such a gregarious outburst of enthusiasm?
2. Improve your company reputation and internal set of values
Ask a few friends to run a quick “popularity check” on your business around town and find out what locals are saying about you. Pick up some outgoing and outspoken testers. Let them go to bars and places where the locals meet and find out directly from them what the real deal is. Who knows, the outcome might surprise you, and such an experiment could be an eye-opening attempt, right? Employee experience (EX) is serious food for profound business evaluation since customer experience (CX) and user experience (UX) will never precede employee experience (EX). CX and UX will only kick in if an enthusiastic crowd of co-workers and employees are passionately standing behind your company’s products or services. Remember Martin Luther King? He did not say: I have a “to do list”, but “I have a dream”, which was his personal call for rallying people’s emotions and passions thus creating a relentless support for his cause. Do your employees know your company values and dreams? Can your workforce regularly see the ratified vision of your enterprise? Is your company vision straightforward and inspiring enough for everyone to see and understand? Are you moving the passion and emotions of your workforce for your cause the same way Dr. Martin Luther King did?
3. Grant your employees the right to make decisions that are right for your customers
It is often a leitmotiv (repeated theme) here in Europe, to have a shop attendant tell you: “I am sorry Sir/Madam, but I am not authorized to make such a call!” Why? Why on earth isn’t she authorized to make such a decision? For crying out loud, is she not the one dealing with customers on a day-to-day basis? Why does it so often fall to the hierarchical manager, sitting behind his desk all day long (and mostly cut off from day-to-day sales reality) to make that particular call?
4. Focus on your employees and their needs
Many businesses focus primarily on Customer Experience/Service and this is absolutely mandatory if companies expect to raise their service level, and positively influence customer satisfaction and customer retention. However, find out first about the working conditions and environment of your own workforce such as sitting comfort, IT equipment satisfaction, dining facilities and amenities. If you do not know, genuinely ask them in a personal way.
The unsung heroes employees at Disneyland are the folks carrying the brooms! “Sweepers are actually frontline customer representative with brooms in their hands”. “Scholar John Boudreau and Peter Ramstad have shown that the sweepers who continually tidy up the park and often answer guest questions are vital to Disney. The caliber of these workers and their ability to solve problems are crucial to the holistic ‘magic’ Disney aims to create for visitors.” Is your management striving to transform every single employee into a self-declared brand ambassador and evangelist? Tony Hsieh and the Zappos folks certainly do. How about you?
5. Create and build a company culture that inspires and unleashes creative power
Study companies like Zappos and Starbucks. This will give your management lots of valuable ideas on how to create a culture that is right for your business and workforce. Pass on your vision to your employees, share with them proper business confidentiality. Be transparent and give! To expect any kick backs would not be a genuine altruistic way of shaping your business gospel, would it? Your workforce needs a business dream, the drive and passion to reach for the stars, while management humbly keeps ts feet on the reality grounds of modesty. Leadership should inspire, motivate and consistently foster initiative, engagement and creativity. In Jacob Morgan’s wonderful book: The Collaborative Organization, there is a quote from Carl Frappaolo (a leading practitioner of emergent collaborating strategy): “Culture is the single greatest potential asset or detriment. A culture conducive to collaboration will compensate to some degree for awkward processes and inadequate technology. In contrast a culture not conducive to collaboration will ignore or in the worst case sabotage, even the most advanced technology and process approaches to open transparent sharing.”
What are the ways your company fosters creativity and innovation? How do you define your business culture? Looking forward to your comments and suggestions.Please follow me on Twitter at: http://Twitter/BrunoGebarski
A few days ago, I started a series on innovative power — one of the fruits of Enterprise 2.0 or Social Business. How do we get creative, divergent and provocative? How do we forsake our day-to-day fire extinguishing duties (and we all have them) and force ourselves to get physically out of our office buildings, companies, towns, states or countries? Too many companies are routinely stuck in extinguishing the daily fires of their business responsibilities such as:
- Customer claims
- Quality issues
- Product development
- Reporting and having to come up with “news” for the Corporate Office
- Sales & Sales Prospecting
Any one of us could easily yawn while reading those bullet points. But beware, so do our co-workers and employees, if these represent the bulk of their daily to-do-lists! I absolutely admire the innovative Google spirit of letting employees mix up their worksheet by setting their own “20-Percent Time.” Customer Experience (CX) can only be achieved if companies first learn to establish Employee Experience (EX), which has long been the case at Google. Google receives more than two million CV’s every year; the irrefutable evidence that Employee Experience has long been one of the ways Google retains attractive, creative and innovative talents.
Without any further ado here are five more points on how to foster creativity:
1. Schedule, sponsor and organize FUN or CRAZINESS within your business premises.
“When fun is a regular part of work, employees get to know each other as real people,” Paul Spiegelman, CEO of Beryl Companies, told Inc. To that end, Spiegelman created a ‘Department of Great People and Fun’ and instituted ‘Pajama’ day and ‘Dress like the 70s’ day. “While these ideas are not practical for every work environment, the key is to do something fun, no matter how small, on a regular basis,” The key here is to break company silos and barriers! A bit like in Germany, when neighbors, who traditionally rarely talk to each other suddenly get together for a pint of beer or more during the famous Cologne Carnival Festivities and this … until the wee hours of the night! Eric Ryan, founder of Method, a soap and cleaning products company in San Francisco, thinks adding some “weirdness” to your corporate culture inspires employees to accomplish a lot. In the past, Ryan hasn’t hesitated to dress up as a chipmunk, blast Eye of the Tiger in the elevator, or host flash mob dance parties at his offices. “It reminds everybody that, ‘Yeah, I’m working somewhere really special’.”
2. Create “nap rooms” and grant your employees some rest.
I was once asked during an interview how would I proceed after an intercontinental flight, if I would directly come back to my office and work? My answer was: “I’d rather sleep in a bed than in my office: it is much more comfortable and at least I am getting something done properly”! Google is again a trendsetter when it comes to employee dedication and engagement making sure that their workers can “power nap” whenever they feel like an urgent need to close their eyes: and we all know that power nap can help relieving stress and thus unleash creative power. “Zephrin Lasker, CEO of a Pontiflex, a 60-person mobile app ad shop in Brooklyn, converted a room of computer servers into a napping retreat. ‘I’m a huge believer in napping,’ Lasker tells Inc.com. ‘It helps people recharge, and personally, it helps me think more creatively’.”
3. Openly encourage and promote diversity rather than conformity.
At Zappos not only is weirdness encouraged, but it is also integral part of its company core values: “Create Fun And A Little Weirdness”. At first, employees will be careful and suspicious particularly if a traditional hierarchical structure suddenly endeavors to humanize its practices, but management and leaders have to first break the ice and lead the way! Culture is the fundamental catalyst that will open the doors to employee reciprocity. Corporate Culture will most likely generate employee engagement and employee initiative, which in turn will trigger creativity and innovation. Remember to be a little crazy and weird “À La Zappos” so to say! It will automatically break down some communication barriers, encourage creative thinking, unleash motivation and most probably reduce employee turnover.
4. Find out what your employees are passionate about.
On one of his websites, trainer and guru Ken Blanchard suggests twelve different areas for employee work passion. Organization factors such as collaboration, performance expectations, growth, procedural justice (fairness) and distributive justice (rewards) are fundamental values to a Social Business Culture if future employee passion is being hoped for. Does your company truly know what your workforce is passionate about? Have you ever asked them? Genuinely found out? Maybe it is time for HR to revisit and reconsider, don’t you think? Let’s make no mistake about it, passionate employees will be much more inclined to bear additional work hours than a disengaged or passive crowd of workers.
5. Create writable walls and workforce sharing spaces
Food and drinks always bring people together. Like any local bar, it is a place for venting, sharing or listening while drinking a pint of your favorite Weiss Beer or Lager! How about coming up with a company bar where workers could get together after work? Would not it be great to enjoy a drink, casually chat while exchanging ideas with CXOs?
“Says tvsdesign’s Don Ricker, ‘Our most successful office designs feature writable walls in large open spaces where multiple people from diverse teams gather to exchange ideas and feedback. This fosters genuine collaboration along with a sense of play and fun, which in turn, opens the floodgates of creativity while serving as a potent morale booster.’”
How are you fostering company creativity and employee divergent thinking? How are you systematically destroying the silos of traditional communication and replacing them with a flat, open cultu.re? Looking forward to your comments.
2. Bring along outspoken and extroverted co-workers who you mostly disagree with, or might not feel comfortable with.
Overcome your pride, put your ego away and get out of your comfort zone. Ignore the uneasiness of being with square pegs and strive to make the first step as a leader to break the ice and reach out! Remember, you are the cultural flagship of your enterprise.
3. Do not put yourself under pressure by forcing yourself and your team to expect anything other than letting your thinking wander around and start the creative process.
Putting yourself and your group under the pressure of “delivering” will more than likely destroy any potential creativity you or your group might have! Remember, creativity kicks in when least expected… walking around, resting, sipping on your favorite coffee specialty, or even day-dreaming.
4. Be humble, personal, vulnerable and real with your people.
Wirearchy ought to replace antiquated hierarchy and thus establish horizontal points of connection instead of the old vertical leadership lines of authority, which is now completely outdated! Invite your team to a morning of horse riding lessons and then surprise them with an afternoon of an inter-team polo match. You will end up laughing your head off as likely most of them may not have ever been on a horse before! A guaranteed story which will be talked about for days, weeks and years to come.
5. Promote employee trust by opening the doors to communication and disagreement.
Allow people to vent and complain! Allow trivia, irrelevant things, silly and out-of-reach ideas! The more divergent those are, the more your company will benefit from the event; maybe not right away, but eventually an open co-worker culture will gamify work without expensive gamification software acquisition! Give employees “the right to bitch” as ING Direct CEO did in Canada!
What is your take on outrageous communication? Will you consider a new format for your next meeting or get together? Looking forward to your comments and suggestions.
Follow Bruno Gebarski on Twitter at:http://twitter.com/BrunoGebarski
As we already covered in Part 1 and Part 2 of this series, management, at the highest level, needs to seriously review the role and responsibilities of Human Resources. Both shareholders and company leaders must demand HR to thoroughly scrutinize personnel policies built on “19th century learning styles, coupled by 20th century leadership models fused with 21st century technology” – Dan Pontefract, and to thoroughly revolutionize the entire organizational approach of their company. This has to be done if a company is to digitally survive, humanly thrive and finally bring the coveted ROI (return on investment). Sir Ken Robinson’s insightful presentation: “Changing Education Paradigms” can also apply to the “baby-boomer” HR leaders who received an education designed, conceived and structured for an intellectual culture of “enlightenment”. Today HR still operates in a societal system, born during the industrial revolution, which is modeled on the capitalistic foundation of gain only, regardless of how people are treated to acquire it. Think of the term GDP as irrefutable evidence!
1. HR to foster Divergent Thinking in order to promote creativity
Divergent thinking is a thought process or method used to generate creative ideas by exploring a variety of possible solutions. Sir Ken Robinson defines divergent thinking as: “The process of having original ideas that have value… divergent thinking is not a synonym but an essential capacity for creativity.” It gives a person the ability to search out different answers when faced with a challenging assignment. Lateral or divergent thinking requires an “out-of-the-box” sort of reasoning which is not immediately obvious. It involves ideas that are not obtainable by using traditional step-by-step logic. For example: an average person will find 10 ways to use a paper clip but a top “divergent thinker” will come up with 200 or more!
Now let’s apply this divergent thinking approach to our 21st century business model and start identifying company “divergent thinkers”. Give them the space and freedom they require, and watch them come up with different ways, for example, on how to solve the boredom of repetitive tasks. Make the challenge accessible via the Enterprise Social Network (ESN) and not only involve employees, but also partners and clients. How about posting all suggestions and recommendations on a visible company Wikipage? Don’t all companies wish they had more employees thriving with engagement and creativity? Has your HR department ever taken the time to find out from its employees what would be the best environment for them to work in? Under what working conditions would they feel their creative juice flow again?Our society is plagued with the carryover of the industrial revolution way of manufacturing, thinking and educating, and it is easily to be found around us. Let us look at a couple of examples: - The traditional office hours are still from 9am to 5pm to this very day. - Our schools have remained “educational manufacturing plants”, whereby knowledge and education have been standardized. Children of a “same manufacturing date” i.e. birth-year are “assembled” together and all taught the same thing regardless of their proclivities, talents, interests but also dislikes and even hatred at times! Patagonia is based in Ventura California and employs roughly 1,500 people. It is known for its flexi-time policies and also its “let my people go surfing” policy! During any work day employees are encouraged to leave their duties and get their creative juice flowing! This policy must be good for CEO Yvon Chouinard since his company finished 2011 with a US$ 400 million turnover compared to US$ 333 million the previous year!
2. HR to improve customer service and loyalty by directly impacting employee engagement
Many companies do not have the position of a Chief Cultural Officer. Those businesses have not taken the time to formalize their company culture. They indirectly leave it up to their workforce to improvise, regardless of the positive or negative consequences this might have on their business.
A lecturer in an education program on leadership once told the following joke: “A CEO was asked how many people work in his company: ‘About half of them,’ he replied”. This, for so many enterprises, is unfortunately very close to reality. All businesses want to achieve the best possible operative results but often forget the financial loss encountered due to lack of employee engagement. Watch out HR! A company meticulously empowering its employees is automatically investing in its brand and consequently reaping the rewards of superior customer service. Remember Zappos? 70-80% of their turnover is repeat business because of the outstanding service all Zaponians are proudly providing!
The attitude of too many employees shows a high level of disengagement caused by submission to avoid “rocking the boat”, and also by a lack of trust towards company leadership. Deference to the authority of a recognized superior doesn’t really foster creativity does it? A client-centric organization will only be created if a company stops doing BAU (Business As Usual) and starts measuring first “loyalty, delight and experience at the employee level” as Frank Palermo states in his CMS WIRE article: “Improve Employee Engagement to Maintain Loyal Customers”.
How could there ever be customer experience (CX) if employees feel partially or completely disconnected from their workplace? A fundamental reason why HR should want its workforce to invest in discretionary effort on the job is the fact that employee engagement will trigger improved customer service, which will consequently promote customer loyalty and drastically prop up bottom line profit.
How is your HR department promoting divergent thinking and creativity? Is HR considering gamification for repetitive tasks? Looking forward to your comments and suggestions.
Follow Bruno Gebarski on:
Related posts to Social Business i.e. Enterprise 2.0:-4 Reasons Why Human Resources Must Become the Control Center to any Social Business Enterprise 2.0 Transformation (Part 1) -4 More Reasons Why Human Resources Must Become the Control Center to any Social Business Enterprise 2.0 Transformation (Part 2) -3 Ways to Promote Your Employee Engagement and Increase Your Social Business Enterprise 2.0 Productivity -4 More Ways for Leaders to Promote Personnel Engagement in Social Business Enterprise 2.0 -Why Are People, Processes and Platforms the Three Fundamental P’s of Any Social Business Enterprise 2.0 transformation? -Why Company Culture is The Foundation to Any Social Business Enterperise 2.0 -Understanding the 4 Fundamentals of a Social Business Enterprise 2.0
In the previous article, we discussed 4 reasons why HR needs to abandon its traditional administrative role and become the company cultural citadel and flagship. We could compare HR to the helm of an “Enterprise Culture” ship, with its crew steering the company towards its “cultural destination” and in this way, having much more leverage than a mere rule enforcer. In order to become the motivational driving force of the business overall, HR must learn to meld together different mentalities, cultural tribes and department units. HR must also foster the collective mission of an employee-centric company’s vision and values, i.e. culture. But what are some of the technological, digital and disruptive challenges our traditional personnel management is faced with when bringing the Millennial Generation (Generation Y) onto the company’s payroll?
1. HR must understand and accept the rich & ubiquitous nature of Digital Communication
Broadband connectivity has changed the way we work and communicate. Tablets, phablets and smartphones are found and used everywhere, and recent statistics estimate there are already 2.5 billion mobile social accounts worldwide! As if this deluge of portably-connected devices (also known as “Bring Your Own Device”) was not enough, our traditional 20th century “Dr. Prof. Expert” has transformed himself into a powerful, multi-faceted big-data information giant. This new 21st century digital expert has granted himself a previously unknown crown of knowledge: the hyperlink. This invisible digital inline link can display remote content without displaying the content; it is to be found in many e-articles and has become the new punctuation sign you and I have to contend with!
The hyperlink is the hidden command which has literally transformed our traditional book (with its attached footnotes) into a never-ending reading ordeal! Watch out, while e-reading, that you do not get “hyperlinked-away” and end up wondering where your reading actually started! This new punctuation sign has now given us the technological agility to research any topic at scale. It is the reason why (after roughly two hundred fifty years) Encyclopædia Britannica went out of print, and 300 years later Internet overtook newspapers ad revenues. How will HR undertake the transformation of this well known archaic enterprise legacy and adapt it to our “hyper-linked”, 21st century digital and highly-connected workplace or wirearchy without losing the necessary line of command?
2. HR TO BECOME THE TRANSFORMATIONAL DIGITAL ZEITGEIST OF LAST CENTURY’S HIERARCHICAL BUSINESS LEGACY
Complete removal of the hierarchical legacy from a company’s organigram seems highly impossible. Every enterprise needs a boss, a visionary, a strategist who guides the mission, inspires the ranks and carries the overall corporate social responsibility vis-à-vis the owner or the company shareholders. But here are examples of quite a different approach. IIya Pozin, writing about his company Ciplex, says: “There is no such thing as ‘management’. There are no departments. Those fancy job titles, like VP, executive, and manager are gone”. What is worth noticing here is Illy Pozin’s completely different view on company hierarchy. He continues: “I recently inverted our organizational chart. Our clients are now positioned up at the top, while our employees make up teams stationed in the middle, and our higher-ups are no longer higher-ups — they are now known as ‘team support’ and they reside at the bottom of the chart.”! IIya Pozin genuinely promotes team culture. He goes on to write: “You need self-motivated, self-sustaining teams, instead of individual employees below your clients. This fosters a culture in which teams are motivated to succeed together, rather than individuals. It creates a shared sense of responsibility throughout the company. At Ciplex, we create team goals to measure and improve upon every two weeks. This way, everyone becomes a valuable asset.”
Claire Suddath, reporter for Bloomberg Businessweek, wrote an enlightening article about the company Valve Software. In “Why There Are No Bosses at Valve” (Valve Software company handbook), co-founder Gabe Newell states: “Of all the people at this company who aren’t your boss, Gabe is the MOST not your boss, if you get what were saying,” the handbook says. Claire Suddath goes on to write: “Every Valve employee has hiring capabilities, as well as the power to green-light an idea. It’s basically the Montessori version of running a company. Somehow this results in completed projects and top-notch video games.”
3. HR TO HIRE TALENT MATCHING COMPANY CULTURE, & SECURE PERSONNEL EXPANSION
HR should hire first for passion and second for skills! What would be the outcome if a multi-talented hiree happened to “row in the opposite direction” of the company culture? Some of my readers may think that I am on a cultural bandwagon or crusade, but please bear with me, and let’s look at a cultural misfit example we’ve all read and heard about: The Hewlett-Packard/ Compaq merger case:
In 2001 the Hewlett-Packard computer giant acquired Compaq for US$ 24 billion — the largest IT deal ever made! Combining workforces and operations in more than 150 countries (with roughly 150,000 employees) must have been a daunting task to undertake, but particularly so for HR. Restructuring both businesses was an intimidating challenge that turned out to be a disastrous cultural match. HP originated mostly from an engineering background, while Compaq from a “door-to-door” sales mentality. This merger was considered a failure and HP was forced to make dramatic leadership and cultural changes to make things work. Could it be that the results of the consequences of that merger are still evident even to this day? CEO Meg Whitman recently pointed to a lack of clarity around the company’s strategy as well as heavy executive turnover. Who knows?
HR now has a golden opportunity to start molding and shaping Generation Y hirees (soon to replace baby boomers), to bestow upon them crystal clear cultural beliefs and values, impart the necessary ethics, and to finally turn them into real company spokespeople and brand evangelists. And even more so, HR has the responsibility to set up the right working environment and transform the attitudes of the workforce into a highly motivated group of engaged employees. It is crucial that co-workers possess the inner satisfaction of having a clear mission, of serving a purpose and delivering outstanding products or services. When HR Daily Advisor SPHR, MBA Kojo Amissah was asked to define HR he gave this most unusual and amazing reply: “HR is about the business to the extent to which you can utilize people to obtain business goals.” Some of the structural challenges HR is facing nowadays in modern companies could be perfectly summed up by Dan Pontefract: “Our organizations are built on 19th century learning styles, coupled by 20th century leadership models fused with 21st century technology.”
4. HR TO BECOME THE PROMOTIONAL ENGINE OF SUSTAINABLE EMPLOYEE ENGAGEMENTA recent Towers Watson Global 2012 Workforce Study reveals how the views of employees directly shape their engagement in their work, commitment to their employers, and ultimately their behavior and performance on the job. The study reflects the attitudes and concerns of workers around the world. It also points out that the traditional definition for engagement is shifting and reshaping itself into a 21st century “dernier cri” term of “sustainable engagement”. As we read above, companies are running 21st century businesses in 20th century workplaces. The resulting lack of employee engagement is staggering to say the least: - 35% employees are highly engaged - 22% employees are unsupportive - 17% employees are detached - 26% employees are disengaged Don’t you think it is time for companies to start attracting, motivating and retaining the right cadre of employees – those who will best benefit the corporate business identity? What will be the mid and long-term consequences of HR developing a “sustainable engagement” environment for its workers? The Tower Watson study quantifies the direct relationship between employee output, engagement and motivation on the job, and the level of operating margin an enterprise is able to record. It also shows that the higher the level of engagement, the higher the average operating profit will be: - Companies with low engagement scores have an average operating margin of 10% - Companies with high traditional engagement an average margin of 14% - Companies with the highest level of “sustainable engagement” an average of 27% What is the line of attack your company is applying in order to reverse those trends? How is your HR department raising the employee level of engagement? Follow Bruno Gebarski on Twitter: