knowledge work incentives
TRANSCRIPT
Sandy Kemsley ● www.column2.com ● @skemsley
Changing Incentives
for Knowledge
Workers
Aligning incentives with the social
enterprise
Agenda
Knowledge work: best when it’s social
Social business #fail
Intrinsic motivation
Knowledge work incentives
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How The Enterprise
Became Social
The shift in enterprise processes, attitudes and goals
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Social in the Enterprise
Enterprise social work patterns
Social interaction to strengthen weak ties
Goal-oriented social production
Social feature implementations
Standalone social platforms and networks
Built into core business platforms for
“purposeful collaboration”
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Human Work Is Changing
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Routine Work
Execute transactions
Efficiency
Compliance/standardization
Process improvement
Automation
Knowledge Work
Solve problems
Collaboration
User-created processes
Assist human decisions
Collect supporting artifacts
Knowledge Work Works
Best When It’s Social
Social Feature Enterprise Benefits
Collaboration Exploit weak ties for knowledge
sharing and social feedback
= Improved decision-making
User-created
content
Use and capture tacit knowledge
= Improved processes
Transparency Provide context for work
= Improved problem-solving
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What Makes Social
Business Social?
Social graph
User profile
List of connections
Network effects enrich community
Activity feed
Communication events between social graph
Collaboration events on artifacts
History of every process
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Source: Dion Hinchcliffe and Peter Kim, “Social Business By Design”
The Collaboration Dilemma
What is limiting the adoption of social enterprise processes?
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Social Business Gone
Wrong
In spite of evidence that collaborative,
dynamic, goal-directed processes can
improve agility, profitability and
customer satisfaction, many
enterprises maintain a corporate culture
and management style that
does not incent workers
for these activities.
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Social Business Adoption
Failures
Management disables social features
Attempt to control workers’ activities
Results in “off the record” collaboration
Workers ignore social features
Insufficient training
Insufficient incentives to collaborate
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Executives want
collaboration across
silos; management
want work done on
time
Performance metrics
for efficiency, not
service levels
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Misaligned Goals
And Metrics
The Incentives Conflict
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“When an organization doles out
bonuses, raises, awards and
promotions based on individual
contributions, what’s the carrot for
social participation?”-- Gia Lyons, Jive Software
Do the right thing
What’s in it for me?
Aligning Incentives with
Goals
Changing why you work in order to change how you work
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Identifying Mismatch of
Rewards and Goals
Intrinsic versus extrinsic motivations
Recognition versus monetary rewards
Team versus individual goals
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Source:Daniel Pink, “Drive”
Rewards vs. Motivation
Extrinsic Rewards for
Algorithmic Work
Financial
Job security
Working conditions
Focus on profit
maximization
Rewards short-term
thinking
Intrinsic Motivators
for Heuristic Work
Enjoyment of work
Genuine
achievement
Personal growth
Focus on purpose
maximization
Rewards ethical
behaviour
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Elements of Motivation
Autonomy
Task, time, team and technique
Mastery
Infinitely improvable
Purpose
Contribution to the greater good
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Source:Daniel Pink, “Drive”
Align Incentives with
Business Objectives
Intrinsic motivation in addition to
extrinsic rewards
Recognition for:
Problem-solving over efficiency
Valuable work outside job description
Recruiting problem solvers
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Boost Teamwork
Reward team goals as well as individual
Strengthen weak ties with dynamic, self-
organizing teams
Encourage joint ownership of goals,
activities to increase buy-in
Leverage social ties/pressure to adopt
new ideas
Teamwork is not just “doing your job”
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Source: Alex Pentland, “Social Physics”
Self-Organizing Teams vs
Hierarchical CrowdsourcingRed Balloon
Challenge
Time-critical search
challenge
Reward team
recruiters and
problem-solvers
The people build the
organization, then
solve the problem
Mechanical Turk
Pre-defined atomic
tasks assigned to
anonymous workers
No network
interactions
No incentive to solve
the overall problem
Copyright Kemsley Design Ltd., 2015 21
Source: Ted Coine and Mark Babbitt, “A World Gone Social”; Frederic Laloux, “Reinventing Organizations”
Flat Leadership For Greater
Competitiveness
Workers are more engaged
Set goals and make decisions
More productive, less absenteeism
Freedom (and will) to innovate
Reduced “management tax”
Less hierarchy = reduced costs
Less bureaucracy = improved efficiency
Zappos, W.L. Gore, Basecamp
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Problem-Solving Metrics
Customer satisfaction
Time to achieve business goal (not
just complete task)
Quality of decision/goal achievement
Correlate with degree of collaboration
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Enterprise Social Scoring
Social graph connectivity/strength
Indicator of collaboration
Detect/boost weak ties
Reputation-based recommendations
Social reputation
Indicator of contribution to community
Incorporate peer recognition
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Building In Social Incentives
Capture social metrics on systems of interaction Social graph and interactions
Flexibility and innovation
Quality of decision/problem resolution
Peer assessment
Combine with traditional metrics
Immediate feedback with recognition and gamification
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Next-Generation Social
Analytics
Evaluate (and reward) collaborative
behaviors that:
Are aligned with organizational culture
Get work done
Assist others to achieve shared goals
Resistant to “gaming” by workers
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Summary
Enterprise processes are inherently
social
Misaligned goals and incentives will
reduce success of outcomes
Organizational culture and
management style may need to shift
Core social business technology is in
place, but metrics are still catching up
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Questions
Sandy Kemsley
www.column2.com
@skemsley
www.slideshare.net/skemsley
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