The document discusses how enterprise social networks (ESNs) can increase employee engagement to boost business performance. It argues that engaged employees who voluntarily contribute effort can increase profits by 21% and reduce defects, attrition, and sick days. However, managers often focus only on costs. The document advocates considering the psychology of motivation, especially supporting employees' needs for competence, relatedness, and autonomy. An ESN can help meet these needs by enabling learning, transparent collaboration, and choice. The author describes how their company helps other organizations implement effective ESN tools and leadership to increase engagement.

1. Get your foot in the boardroom door
Peter Bjellerup,
@thesocialswede

2. PLATINUM SPONSORPLATINUM SPONSORS
GOLD SPONSORS
SILVER SPONSORS
BRONZE SPONSORS SPEEDSPONSORING BEER SPONSOR

3. Social Connections 15 Munich, September 16-18 2019
@thesocialswede
@thesocialswede
Gosh, it’s good to be back at #soccnx!!
Working
with Enterprise
Social Networks can
be frustrating. I think
we have all felt like
the guy on the
left
…and from
managers we keep
getting the same
question: Show me
the….

4. Social Connections 15 Munich, September 16-18 2019@thesocialswede
….MONEY!
As if they don’t
understand the value
of employees getting
good tools to do
their jobs
I often ask
in return:
”When you last
made a surprise
purchase, what
changed your
mind?

5. Social Connections 15 Munich, September 16-18 2019@thesocialswede
I bet it was a
person.
Directly - as in a sales
person
Or indirectly as in a
designer or someone
having made a
strategic decision
PEOPLE make a
difference!
Not repositories, not
processes, not
machines, not software,
not the stock market
It all boils down to a
simple statement:

6. Social Connections 15 Munich, September 16-18 2019
@thesocialswede
@thesocialswede
Engaged and connected employees power business
want to able to
What would
any company be
without engaged
employees?
The usual focus in this
crowd is on
Connected - as in
”able to”
But being able
does not make
things happen. You
also need to WANT TO!
So that’s where I will
focus
What is engagement,
really? In a business
context, that is.

7. Social Connections 15 Munich, September 16-18 2019@thesocialswede
Engagement = Voluntary effort
Voluntary effort
”have to”-level
What will
it mean for
company
performance if the
majority of employees
are on the green
curve instead of
the red?
What is
the focus of the
boards of
companies?
Stock value, right?
Meet Mårten
Westberg

8. Social Connections 15 Munich, September 16-18 2019
@thesocialswede
@thesocialswede
Mårten Westberg invests in engagement - profitably
+58%
Mårten is a successful
Swedish investor, even if
small. He invests to prove
his point.
He is also a veteran in
employee surveys in
Sweden, ex Netsurvey
Mårten has proven -
statistically - that
engagement explains
20-50% of differences
in profitability.
To prove his point
he digs through
employee surveys of
companies, identifies those
with improving results, invests
25k€ and sells after two years.
His WORST result so far is
+58%

9. Social Connections 15 Munich, September 16-18 2019@thesocialswede
Top 25% vs bottom 25% - employee engagement
Profitability1 ⬈ 21%
Growth2 ⬈ 100%
Sales1 ⬈ 20%
Customer satisfaction2 ⬈ 45%
Productivity1 ⬈ 17%
1 Gallup - Q12, 155 countries,
8 million respondents. 19 years of research
Tendency to help2 ⬈ 100%
2 Towers Perrin - E3 41 Global enterprises. 3 yr study
Would ANY
CEO say no to
+21% in profits?
Are all numbers going
up?
No some are going
down…

10. Social Connections 15 Munich, September 16-18 2019@thesocialswede
Top 25% vs bottom 25% - employee engagement
Product defects1 ⬊ 41%
Attrition1 ⬊ 37%
Avg Sick days/pers/month1 ⬊ 42%
1 Gallup - Q12, 155 countries,
8 million respondents. 19 years of research
2 Towers Perrin - E3 41 Global enterprises. 3 yr study
Profitability1 ⬈ 21%
Growth2 ⬈ 100%
Sales1 ⬈ 20%
Customer satisfaction2 ⬈ 45%
Productivity1 ⬈ 17%
Tendency to help2 ⬈ 100%
But who minds
defects, attrition and
sick days going down?
But how do you get people
motivated?
You can’t really command
motivation, can you?

11. Social Connections 15 Munich, September 16-18 2019@thesocialswede
Before you work with the
employees, you need to
attend to the system, the
processes, the management
practices.
But to
do that, you need to
understand how humans
work. What is motivation?
What creates motivation? And
how can we help? Let’s get into
psychology!
Let’s look at the leading
psychological research by Richard
Ryan and Edward Deci into the
mechanics of motivation.
It can be divided into
two categories

12. Social Connections 15 Munich, September 16-18 2019@thesocialswede
Motivation fundamentals - which will last?
Controlled Autonomous
Controlled
motivation may be from
imposed goals, money (getting or
risk of losing) or directives, but may
also be internalised. Like guilt, sense of
duty, ”I should really”.
They all have two things in common.
The origin is not from pithing and
they won’t last much longer than
the lasting of the external
pressure
Autonomous
motivation comes from
within. From interests,
playfulness, challenging our limits
i.e. because THE ACTIVITY ITSELF is
fun, enriching, stimulating or
challenging.
Or it may come from our (desired)
image of ourselves, from ideals, a
higher purpose or our values.
Obviously, this lasts longer
and is self-reinforcing

13. Social Connections 15 Munich, September 16-18 2019
@thesocialswede
@thesocialswede
Fundamental needs drive motivation and results
• Competence
• Relatedness
• Autonomy
• Volition
• Motivation
• Engagement
• Enhanced
performance
• Persistence
• Creativity
Foster
Result in
Self-Determination Theory (Ryan & Deci, 2000)
Competence:
Being able to - and feeling
able to. The joy of learning,
practicing and succeeding. Reinforced,
but not dependent on recognition.
Relatedness:We’re social creatures and
want to understand our role in the big
picture.
Autonomy: I want to, not I have
to. Why nobody loves micro
managers

14. Social Connections 15 Munich, September 16-18 2019@thesocialswede
Competence Relatedness Autonomy
Support professional
growth and easy access
to knowledge
Set and communicate
clear and engaging
goals
Follow-up and feedback
Secure materials,
resources and mandate
How can an Enterprise Social
Network support these needs?
Professional growth and access to
knowledge is obvious
Helps communication flow
freely, undoctored by the agendas
and interpretations of middle
management
Transparency, Working out Loud
and ample possibilities for feedback,
not only from managers, but from
anybody
Pretty obvious, right. Find stuff and
people to help you

15. Social Connections 15 Munich, September 16-18 2019@thesocialswede
Competence Relatedness Autonomy
Support professional
growth and easy access
to knowledge
Show appreciation of
them as individuals
Set and communicate
clear and engaging
goals
Clarify roles,
responsibilities and
place ”in the big
picture”
Follow-up and feedback
Show concern and
gratitude
Secure materials,
resources and mandate
Build and maintain an
informal network among
colleagues
Working out Loud shows you and
what you do. And gives ample
possibility for appreciation
Transparency helps understanding
what others do and how your work
relates to theirs and them
Again, ample opportunity for
feedback from anybody
Of course. But in an ESN
the network can reach across the
entire enterprise, not only your teams
or department as in group chat
tools or mail.

16. Social Connections 15 Munich, September 16-18 2019@thesocialswede
Competence Relatedness Autonomy
Support professional
growth and easy access
to knowledge
Show appreciation of
them as individuals
Purpose, purpose,
purpose, purpose,
purpose, pur…
Set and communicate
clear and engaging
goals
Clarify roles,
responsibilities and
place ”in the big
picture”
Offer choice and
opportunity
Follow-up and feedback
Show concern and
gratitude
Encourage initiative
Secure materials,
resources and mandate
Build and maintain an
informal network among
colleagues
Take in criticism and
ideas the right way
I asked a person in internal
comms how the ESN had influenced her
work. ”Before it was mostly about distributing
news. Now it’s about communicating
corporate values”
I wouldn’t do what I do today if
it hadn’t been for the ESN. The
visibility it offered helped me change
my career
In a good ESN transparency is the default
mode, supporting initiative and ”knowledge accidents”.
This is why I discourage approval processes for community
creation. Anything that pulls people into the ESN is good.
(as long as it’s not immoral, of course)
Maybe not directly supported by
and ESN, but it becomes very
apparent who is a good sport and
who is not

17. Social Connections 15 Munich, September 16-18 2019
@thesocialswede
@thesocialswede
because engaged and connected employees power business
Engaging
Leadership
Motivational
Goals
Effective
Tools
Workshop facilitation | Training | Solutioning
This is not only a way
for ESN advocates to get
positive attention from top
leadership and even the board.
It is also the background for the
business idea of my newly started
company: Helping companies
with these things:

18. Social Connections 15 Munich, September 16-18 2019
@thesocialswede
@thesocialswede
because engaged and connected employees power business
Engaging
Leadership
Specs for ROU
(user context/goals)
Connections
Domino
Ancillary solutions
Change Management
Motivational
Goals
Looking a bit
more in detail on the
Effective Tools-part. It starts
with making definitions of needs
and requirements for ”user-
intensive IT solutions”; ESN’s but
also other systems that depend
on end users actually using
them to pay back on the
investment
Via partnership with HCL and
the ecosystem of Business Partners, I
hope to be able to provide ESN’s,
Productivity tools and ancillary solutions.
Finally, Change Management, but you will
need less of that, the better you’ve
made the specifications

19. PLATINUM SPONSORPLATINUM SPONSORS
GOLD SPONSORS
SILVER SPONSORS
BRONZE SPONSORS SPEEDSPONSORING BEER SPONSOR