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.

Organisational Trust and Performance

I have written about the concept of trust in one of my previous blogs but the necessity of it in order to fulfill and compliment an effective social business software deployment and adoption is essential.

I will start by saying that trust is a precious commodity. If you want real quality in your organization, you must have the trust of the people in that organization. This point is fundamental. No trust equals inadequate quality.

Times change, priorities shift, but trust remains a constant if you make the effort and the effort is definitely worthwhile. Without the effort, short-term and inadequate measures will become the order of the day.

True quality in a business can only arise from a system that promotes quality processes at all times in all corporate activities. Central to such a system is trust.

Building genuine trust in an organization is definitely possible. But it does take time and real commitment from the top. Further, it involves dealing with the organizational culture and probably changing it – no small task. When it comes to trust you can truly say that the devil is in the details.

Drucker estimates that building up trust will usually take a minimum of three years. Such a longer-term prospect can seem daunting to management. But it is a specific form of investment, with deep rewards at the end.

In his 1989 book on leadership, On Becoming a Leader, Bennis noted “ … trust is the underlying issue in not only getting people on your side, but having them stay there …”.

Trust is not something you can demand or order. It must be earned. You can have my trust only when I feel that you are worthy of my trust. If the slightest doubt creeps into the process or, worse, you betray my trust, an environment of distrust will ensue.

Trust has definite and bankable value. Without it, a true quality system within a  business just cannot work. The self-reinforcing causal loop diagram below provides an insight inside a trusted environment.

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In an era of global competition, continuing innovation, deregulation, and economic uncertainties, good enough results might not cut it. Almost inevitably, someone else, with better quality, will become your corporate nemesis. And chances are good that a better quality emerges from a situation of better trust for the employees. Quality and trust go together. If you want to have quality on a sustained basis, you must have trust. Without trust, you may simply be setting up an elaborate corporate system of quality self-deception.

Trust in your workplace is worth thinking about continually. And such continual Trust for quality thinking requires continual acting.