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Self interest

Self interest is an interesting concept here too. Gone are the days when employees are focused only on achieving organizational goals alone. Today’s workplace want to achieve their self interest and at the same time the organizational interest. This buttresses the concept of consumerised employee where employee also sees himself as a customer of the organization and hence deserved to be served like one.

It is getting increasingly impossible to build an organization from the vision of the founder anymore because the millennial employee sees their personal interest as important as the organizational interest. They want to get a lot of benefits that the customers get. If customers are treated like kings, they also want to be treated like king. So we need to look for ways to create excitement within the organization.

In all of this, employee marketplace is saying that if you’re able to build a very unique employee experience, it becomes a template of achieving a very sustainable customer experience.

These and many more we will experience as you journey with us.

Take a seat. 

Brand Communities

Brand Communities is a unique subject that seek to migrate organisations from communities of origin to communities of aspiration. Getting employees to work is not strictly about being able to mobilise them using the platform of religion, ethnicity, cultural ties, etc. We need to find a better way of building a lot of strength around differences to build an organization where individuals are motivated and willing to work.

Reverse Mentoring

Reverse mentoring theoretically sees more of the young people teaching the older people. This is a very effective strategy of managing intergenerational conflict, as well as enables sharing and understanding each other in a very subtle manner. It is a very balanced component of employee marketplace in terms of collaboration.

We will also deal with the Multi teaming concept, which is not just about co-creation but deliberately surrendering what you know to generate a more wholesome outcome. In multi teaming, you’re conscious of the fact that the outcome might not necessarily represent your agenda, a sharp deviation from cooperation where you’re trying to mobilize people around your agenda.

We will also deal with Social Intranet. Most of what we have today are cluttered corporate intranet but now, focus are shifting to social intranet which speaks the lifestyle of the employees within the organization.  

Grapevine Management

is also an important component of communication, surprisingly. Grapevine management is not just rumour as it was previously defined; with the era of viral messaging, soft messaging and alternative facts, the ascendency of grapevine has become so strong and institutions of the future must find structures to be able to harness the grapevine culture.

Under collaboration, we will look at how employee marketplace is beginning to pay attention to how institutions and corporate organizations maximize the value of  

The 3Cs

What are the deliberate and implementable strategies to get the best of out of these talents? This is what the employee marketplace call the 3Cs: communication, collaboration and community.

3Cs helps us understand the fact that employees in the millennial era needs to be addressed and taken seriously, and very differently.

Under Communication, we will focus more on the areas where only few people have given attention. For instance issues like *listening* . Listening is not just an English word as we know it but putting your whole attention in a way that makes the person talking to you very confident that you’re actually giving attention required.

We also have effective communication which is based on feedback. Communication has become so important more than ever before that feedback mechanism are deliberately built into organisational communication models. As we all know it, body language is even more important than what you actually say. 

Innovation for the Future

The organization of the future is not the one that is trying to be productive alone; innovation must be seen as a very pivotal factor for the organization to be perceived as competitive in the nearest future.

So, organisations of the future must understand its talent force because we are in an era where talents are creating a lot of disruptions; the era of internet of things, where you sit in your house and food comes to you, you ride a taxi or even shop globally from your smartphone. So this is the era where things change on the go, and so, organisations should make a lot of investment in understanding its talents force. 

Employee Engagement Vs. Employee Marketplace

Looking at it critically, the major difference between employee engagement and employee marketplace is the fact that we are in the era of the millennial; a unique set of talents that have been largely influenced by innovation, digitisation, revolution in the open economy, globalisation and the talent economy. In Africa, they are called Afrillenials.

What is important here is that the process of trying to harness them for productivity has changed, and there must be a deliberate strategy to do that. Engaging them is not just a correlation of activity or events which virtually leads to an expected conclusion. No. You must strategically activate the process and get the outcome you seek to achieve.

It is like a marketing campaign which is deliberately targeted at an objective. This group of people with their attitudes, attributes, values and expectations are radically different from the traditional era of ‘the humanist’ or the digital migrants. So to motivate and galvanize these sets of individuals, you must be deliberate about it. 

Why Employee Engagement

Human resources as we currently know has a lot of role to play in employee engagement, from the point of attracting employees, to hiring, and re-training such employee. However, what is very important is that in building process of engagement, the HR professional is placing a lot of focus on creating employee happiness, welfare, and building a higher level of remuneration and retention.

Now, the major point of departure where employee marketplace comes is that it recognizes employee engagement as a deliberate design which harnesses employee interest to long organisational benefits of innovation and business value

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