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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Innovation and the Importance of Culture

Why is it that 80% of business leaders feel that innovation is vital to survival yet only 4% feel that they are doing anything about it?

Organisations and their leadership teams typically view innovation at another level… something abstract. Imagine viewing it as a ‘what to do?’; how can we, as an organisation, behave differently?

Too often executives may think that they are coming up with really good and novel ideas – where in fact they are simply variations on an old theme. Whenever one comes to a make an important management decision it is imperative that considerable attention in given to defining the problem correctly.

The rapid change in the business environment brought about by technological innovation, socio-cultural development, economic fluctuations and other factors means that there needs to be an overall understanding of what is going on.

Decision-making and problem solving both rely on the supply of information in order to make logical choices. Oftentimes defining the problem itself and coming up with ideas that represent viable alternatives for consideration pose considerable difficulties. This leads me to suggest that leaders need to foster a culture of Divergent Thinking.

During our consultations and during our implementations of Social Business Software within organizations, we typically see a number of standout issues:

  • Organisations, on the whole, are terrible and communicating;
  • People compete rather than co-operate with each other;
  • People fail to work as cross-functional teams preferring to stay in organisational silos;
  • Meetings are unproductive and lack any formal innovation programmes and techniques;
  • Organisations, typically, are unwilling to consider external and fresh perspectives.

If you believe that there is a fresh way to look at things, that real change can and will lead to more innovations within your businesses through the implementation of Social Business Software then consider doing the following:

  • Institute an innovation programme that is framed as part of a marketing plan or a corporate strategy;
  • Implement a reward system for innovation;
  • Create a budget for innovation to build an ecosystem that drives creative problem solving;
  • Seek ideas from outside the organisation through the creation of external Social Business Communities that engages your customers and suppliers;
  • Getting the leadership teams to clarify the mission, vision, core purposes and core values to the enterprise on the Social Business Software Platform;
  • The leadership teams need to communicate frequently with the rest of the enterprise;
  • Share skills and knowledge within the Social Business community.
  • Make meetings more productive:
    • Meetings are necessary and if done properly can be productive and energetic. By having discussions through event creations on a social business software platform, one gets to be more prepared.
    • You get to set goals and make decisions
    • Start and finish on time
    • Introduce a disciplined approach and keep to it.

Gys is the Co-founder and CEO of WyseTalk (Pty) Ltd. Africa’s leading social business software platform. Gys’s Masters thesis entitled ‘The delay of Social business Software in the Enterprise and its effects’ has won him international acclaim.