Wyzetalk is Workforce Engagement – it’s more than a software offering

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“….the attribute of trust is not pervasive in business. If an organisation has trust, it can create engagement. An engaged workforce provides happiness, profitability and longevity to business.”

For businesses to say they are about the ‘workforce’ is a huge statement to make. To elaborate on this,  ’employee engagement’ / ‘workforce engagement’ is a systemic and not a software solution offering.)

(Providers in the market place should be careful to advertise this unless they are capable of the complexity of the offering this unless you understand what you are saying. Its a systemic issue… it’s not about software.. it’s not a short term fix.

I have always been an entrepreneur, surrounding myself with people more capable than myself. I started a company when I was 24, it became a national operation, with 600 staff and over $ 50 million per annum turnover,  which I sold in 2008. It was predicated, in its structure, on command and control, hierarchical and siloed… by design…

At this juncture in my career I decided to take on a more personal journey by enrolling in an Executive MBA at UCT founded my Professor Tom Ryan. A challenging and positive, life-changing event. It opened the doors of systems thinking for me.

I wrote my dissertation on collaboration in the enterprise… the paper assumed that the attribute of trust existed in business. My partner and I started Wyzetalk in 2012. Wyzetalk, has grown into a unique, diverse international business, forming alliances with top national brands and consultancies – a world class product with world class partners.

We have realised that the attribute of trust is not pervasive in business. If an organisation has trust, it can create engagement. An engaged workforce provides happiness, profitability and longevity to business.

We have spent the last few years trying to understand how to build a connected workforce. How to build true engagement. How to build trust.

The Wyzetalk team understands that the enterprise is typically on the far right side of a room and the workforce, typically, is on the far left side of the room.

Our software builds the railway that links the two but its the content, the understanding and the authenticity that we curate that is built on that railway that builds trust over time.

Doing surveys to groups, giving them vouchers or rewards for their contribution creates possible short term gain but it’s  not a long term solution. Don’t be shallow, don’t be a fad.

We are not in the business of short term gain. We are here to create true workforce engagement. We want to bring the enterprise and its workforce together. Build a tribal culture that’s transparent, genuine and long-term, goal-oriented.

We love what we do and we want to evolve with our clients to make this a reality.

We recently held a breakfast for the mining industry. We were honoured to have Dr. James Motlatse and professor Tom Ryan present. This is the link: http://www.moneyweb.co.za/news/south-africa/messy-wage-negotiations-are-avoidable/

It takes the view that businesses need to become empathetic. It’s about the hands that do the work, but it’s about the mind and the heart of the workforce that matter as much.

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collaboration is all good and well but you won’t get there with disengaged people

It’s been a while since my last blog. The last several months have been spent trying to more deeply understand the concept of collaboration. When one speaks of collaboration we assume that the employees are actually engaged, that workforces are engaged. That’s one hell of an assumption considering that up to 83% of businesses globally have a disengaged workforce. There is just no way that you can create a collaborative or innovative environment if your own people feel disengaged and undervalued.

So what do you need to have an engaged workforce? That lies with the psychological contract. Rousseau’s definition (1995) is “The psychological contract is individual beliefs, shaped by the organisation, regarding terms of an exchange arrangement between the individual and their organisation.” In essence and at a very basic level its attributes include trust, communication  and transparency but it also goes deeper. The strong presence of the psychological contract within businesses is closely correlated with positive employee engagement.

Take a look at the diagram below from Robinson (2004)

Screenshot 2015-05-19 19.18.45

Here’s another view from Penna (2007)

Screenshot 2015-05-19 19.22.06

Maybe what organisations need to do first is focus on fulfilling the psychological contract through meaningful employee engagement?

At the absolute base, this starts with identifying each persons strengths, make sure they are the right fit for their job, surround them with great managers and management, share strategy, have transparent accountability and performance matrices, fluid communication and continued employee development.

If all of this gets done your business will reach sustainable growth, real profit increases and overall increases in Total Shareholder Returns. In fact a study by Hewitt (2005) after a four year study concluded that TSR in highly engaged organisations could be as high as +20,2%, Moderately engaged organisations were +5,6% and poorly engaged -9,6%…

I just don’t think this can continue to be ignored. I think that its time for businesses to really plan to engage with their people. Imagine what you could achieve?

Gys is the CEO and Co-founder of Wyzetalk. Wyzetalk is the leading Enterprise Social Network and Workforce engagement platform in Africa.
Gys is a student of systems thinking and has a masters degree in systems. He has an internationally accredited paper on “The effect of social business software in the enterprise and its effects”

Social Business Software: A time capsule for business ideas

Innovation plays an integral role in the longevity and existence of any startup or company, irrespective of which line of work you are in. Customers today are always looking for what their service providers can do for them. And they want you, as the service provider, to provide them with solutions to problems before they even realise there is an issue.
Companies are also struggling to retain important knowledge and intellectual value, as key skills are sometimes lost to competitors looking to get ahead in a highly complex and competitive marketplace.
And then there are external factors; due to a unique mix of economic and political variables, South Africa continues to suffer the devastating consequences of a seemingly unstoppable brain drain. As we bleed skills and knowledge to other countries, organisations’ output and competitiveness continues to suffer, and the cost of re-seeding lost competence and specialisation is both prohibitive and completely unnecessary.
In an effort to fight the brain drain that may exist within a company, it’s important to take note of, and address, what the concept of ‘knowledge’ is. Underlying the problem of knowledge retention in the face of high staff turnover are a few common misperceptions about knowledge itself.
Knowledge, according to Davenport and Prusak (1998), is “a fluid mix of … experiences, values, contextual information and expert insight.”
Don’t get side-tracked — the point is that all of these are transferable and can be made accessible to anyone in a company. Whereas dealing in specialised or privileged knowledge is necessarily role-based in companies, its creation (a process known as innovation) does not happen solely within the realm of job specialisation, talent or inspiration. Knowledge can be created and amplified, over and over again, by merely practising well-institutionalised innovation processes and not limiting processes to a select few.
With the attainment of knowledge thus demystified, it follows that the more participation in its creation, the better. The potential for innovation is everywhere in companies. It exists outside of R&D, tech departments and even the executive team — it does, however, exist with everyone from your staff, business partners, customers, shareholders and the general public.
The more people that participate in the creation of your innovation process, the merrier your output is likely to be. The creativity process shouldn’t be restricted or boxed, and once channels are put in place to allow overall participation, it allows companies to maximise the sharing of knowledge and the building of seeded ideas.
Many strategies have emerged on multiple fronts to plug the knowledge sink-holes that appear with the on-going skills crisis, but few have asked: how can we capture the knowledge people contribute and possess tacitly? And how can capturing it be made integral to our company’s processes?
Those who have asked these questions have relied on knowledge management and communication tools, but all these technologies have, so far, failed to capture and make knowledge easily accessible within a company:
• Email, is not a collaborative technology at heart, it doesn’t lend itself to mass participation or information management. It’s also largely based on assumption (that someone will receive it and respond) and accuracy (that it’ll get to the right person).
• Most intranets are digital notice boards or document storage facilities with little opportunity for interactive discussion.
• Knowledge management platforms have failed to inspire mass uptake in companies due to their complexity.
Technologies that truly assist in the capture, creation, sharing and documentation of knowledge have therefore yet to be deployed en masse, but with the emergence of social business software (SBS) we’re starting to get the right answers.
SBS is a compelling, intuitive way of communicating that ignites participation and lets companies conduct all their conversations in one place. It gives organisational stakeholders a collective — or group-based — platform within which to contribute to the corporate conversation, safely and equally. It is private, it’s secure, it can be aligned to different audiences, different stakeholders and your different objectives.
As SBS is fundamentally based on the principles of collaboration, it allows for the amplification of knowledge. And in sharing knowledge, SBS also aids the creation of knowledge. Although ideas are formed in the minds of individuals, interactions between individuals play a critical role in developing these ideas. Social business communities can span geographical, departmental or indeed organisational boundaries. It also acts as a searchable knowledge repository for documents and best practices, even once someone has moved on.
In the face of rampant skills losses and erosion of knowledge, SBS can help companies retain the value created by individuals and groups and capture their tacit knowledge. Hopefully that captured knowledge may guide and inspire others long after they’re gone, and even get new recruits up to speed before they join.
Sometimes an idea isn’t ready to be implemented today, but could be a great idea/business model in years to come, however if this knowledge isn’t captured and restored it may never flourish.