There were too many corporate zombies. As Kevin Jones, an advisor and professional speaker on the subject of organizational culture, visited companies he noticed that too many of the employees were only there for the paycheck. They were waiting for the weekend and got excited if they could go home an hour early. Where was the passion, he wondered? Where is the spark? If someone is going to be spending 10 hours a day and not enjoy what they are doing, that is a life wasted and lost productivity for the company.
He saw the same thing in company after company he visited. In fact, he remembered what it was like to be them when he was an employee. But there were others – a few others – that loved their work. They were excited, energetic, and passionate about what they were doing. They seemed to be the most productive, innovative employees.
As he talked to the executives and managers, their questions turned to those employees. How do we get more of the zombies to be like these few, high productive employees? They had tried programs and incentives, but the results were short lived and not nearly as beneficial as they had hoped.
When he would talk to the employees the answer was always the same. They don’t really understand what is going on. They have good intentions, but their change programs miss the mark. What really needs to happen is…
What was holding all these great ideas back? Politics, fear of retribution, small voice on a large stage, lack of data, lack of momentum, lack of resources…
Over the years this question bothered Kevin and he spent a great deal of time thinking about the subject and testing ideas. How do we overcome these roadblocks to allow the employees to create change from the bottom up? There is a latent force that has so much potential to create incredible change in a company and as of now is not being tapped. What can we do to reverse it?
He noticed that any time he gave employees data about the culture of the company, a strong, automatic connection was made. Their eyes would light up, they would get excited and ideas couldn’t be held back.
But how do we get good data about a culture to the employees for them to act on? Getting this type of data is difficult, so it would need to be really easy. And usually the data was only seen by the executive level, so it would need to be visible to everyone in the company.
After hundreds of interviews with executives, managers, and employees, after synthesizing hundreds of pages of data, and after many experiments, Kevin finally figured out the solution.
Give the employees one statement or question a day. Make it really quick and simple to respond. Then give them the results.
Could it be that easy? So he tried and created
In theory, yes, it is that easy, but there is a lot of complexity behind the scene to make it that simple.
Today’s Ping (statement or question) is “I speak highly of my company.” It takes an employee less than 10 seconds to answer it (less than it takes to answer a text). If the employee wants to be done, they can be. But the next step is where the magic lies.
They are then shown the results of yesterday’s Ping, which was “I felt productive today.”
Really?! Only 38% of the company feels productive? That’s pretty bad! Then they talk to their peers, they bring the data up in a team meeting and an involved discussion happens. Does that reflect our team? What can we do to make sure that number is much higher?
With discussion comes ideas. Ideas are implemented and results are seen. These ideas are copied to other teams and before you know it, hundreds of valuable and innovative ideas have come from the bottom up. Employees are now Change Agents – a positive force to be reckoned with. And the company is now more agile and responsive to employee and customer needs.
viaPing doesn’t need to solve the world’s employee disengagement problem. It only needs to start the discussion. viaPing gives employees the information they need to start the conversation that leads to results. And it gives management a deeper understanding of how they can strengthen the company.
VIAPing is built to around the need to
The style, the look & feel, the method of collection, and the simplicity are all dialed in to maximize employee participation and data gathering. These characteristics aren’t just good ideas. They have been developed using behavioral sciences and the leading theories of adoption (employees accepting and using technologies, ideas, patterns of thinking and behavior).
In the end, our overall goal is simple…