Deloitte Southern Africa, a highly professional services industry whose success depends on human resources had been showering with the benefits of Enterprise 2.0. “We focus on talent attraction and retention,” confirms Deloitte’s chief operating officer, Allen Swiegers, “we don’t manufacture anything, so our people are our main competitive advantage.” the company had chosen to keep their staff engaged with the company strategy and business progress, thus they have formally launched a tool named “Deloitte Way 2010 – our journey of excellence”,few years ago.
deloitte-enterprise-2.0-the-virtual-works
“Through a benchmarking survey, our staff told us they needed to know what was expected of them individually and to feel their feedback was being listened to,” explains Swiegers, “which presented us with our first challenge: how to engage and converse with 3,600 people in 16 offices around Southern Africa in a meaningful, interactive way?”
Virtual Works, the innovative community management specialist was a put in place to get rid of the drawbacks and confirm their employees’ personal engagement with the relevant subject. “What The Virtual Works did very successfully was to ask the tough questions and find out precisely what staff at every level of the organisation really needed,” clarifies Swiegers. “They then married those needs to their Quotient system – an intelligent suite of Enterprise 2.0,Essay Help interactive communication tools that uses the internet and cell phones – to connect every employee to our strategy in a personally relevant way.”
Results of adopting Enterprise 2.0
Personal dashboards for all staff: with the adoption of such tool and use of Enterprise 2.0 technologies made each and everyone engaged with their own private and unique dashboarda browser-based interface that displays messages and information, and provides users with a suite of tools to engage with the strategy and leaders.
Now, the employees can interact precisely with individuals or groups of individuals at high speed and with the perfect system. “We have created what we call a ‘hive’ structure within the system,” enthuses Hall, “which allows us to cluster individuals together any way the enterprise needs to. This, coupled with Quotient’s configurable Web 2.0 intelligence, makes it possible to target precise audiences and distribute information to the whole or any part of the community, sending and receiving messages between dashboards, inboxes and cell phones automatically and instantaneously.”
The staff have also utilized this tool as the means of measuring their own contributions to the strategic drivers relevant to their specific roles. They can self assess their performances through this system which helped them to benchmark themselves against their team or business unit and management to gauge the organisation’s perception of its own performance. This information is made public on the dashboard and CEO and other colleagues can have perspectives about the progress. “We are also witnessing phenomenal levels of this type of engagement,” notes Swiegers. “Over 2,500 members of staff, nearly 70 percent, have already logged in and begun measuring their performance. Obviously, 100 percent engagement is the goal, but this is a fantastic milestone to reach within four months of launching the system.” More than 70% of staff logged in and engaged with the system within a very short span of time and over 4000 employees interacted and appreciated the technology.
