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We are a knowledge sharing network focused on delivering ideas and insights on the changing workplace, and how today’s leaders and organizations can effectively harness the talent of the millennials to stimulate workplace innovation. 

EMP is an engagement design which harnesses employee self-interest to unlock organizational benefits of innovation and business growth. As a concept, it means that the organisation is akin to a marketplace of ideas and shared benefits for both employees and enterprise. As a Leadership engagement model, ‘Employee Marketplace” underscores the role of talents in achieving workplace innovation and business growth. 

The foundational principles of EMP are Communication, Collaboration and Community. This simply means that every organization must strive to enable these three capabilities in order to achieve innovation and business growth. This is distinct from the traditional workplace engagement model which thrives on carrot and stick proposition to motivate employee loyalty, productivity and longevity. For instance, EMP considers hard work as a routine activity that enables the employee to retain his job, but offers little competitive value in the digital age of innovation 

Three 3CS simply mean Communication, Collaboration and Community. Communication means a shared understanding of oral expressions, body language and the grapevine. Collaboration means breaking the barriers of generational differences to build interdependency amongst the three dominant generations. Community explores the relational values of empathy, compassion, patience and such values that enhance self-worth and employee contribution to business growth. This is beyond creating individualized networks which the social media offers. 

EMP operates at the intersection of Communications, Human resources and organizational psychology. It’s essentially not about disciplines and subjects it’s about having an informed understanding that the new workplace is dominated by a generation who are global in outlook, who desire self-autonomy, and are not beholden to vertical authority to get things done

Yes there seem to be some form of hostility amongst these two generations who incidentally are products of different experiences, attitudes and expectations. For instance the Gen X represents the organizational man who believes the corporate vision drives corporate identity. The millennials on the other hand believes in co-creation. In this circumstance, EMP strives to promote intergenerational workplace wherein the emotional intelligence and digital smartness of both generations are combined to enhance innovation and business growth. 

Afrilenials are simply the millennials resident in Africa. On account of their environmental and socio economic peculiarities they exhibit both common traits and differences when compared to the millennials of the western world. The Afrilenials though products of the digital age are however victims of scarcity of resources, state corruption and in some cases perverted parenting. 

EMP is the new playbook of employee engagement in the millennium age. Its uniqueness lies in acknowledging that the employee is not a mere statistical workforce but an intrapreneur who believes in his ability to change the world; hence sees the employer as a partner in the pursuit of shared interests.

Yes. EMP is not a model exclusive to the millennial; instead it is simply a response to challenges and opportunities of the fourth Industrial revolution. The same way employee engagement has evolved from the 1970s when the focus was on identifying the value of employee to company bottom-line. The effort has since moved several phases; starting from employee satisfaction when the question was “how much do I like things here” to employee commitment and engagement and now to Employee marketplace or EMP 4.0. EMP 4.0 simply asks the question: “am I enabled to put in my best effort at work?. EMP is therefore seeks to harness the benefits of the talent economy which is mobile and interconnected.

There are three immediate steps to achieve that: the first is to organize employees into different groups along their preferred cause-related goals. The second is to get them to commit to specific project delivery. The third is to scale their ideas to an enterprise value-enabling solutions to key problem(s) or creating game-changing value within the organization 

No. EMP is an advocacy platform designed to stimulate informed conversations on workplace millennials in the era of Fourth Industrial Revolution (4IR). The ultimate objective is to promote innovation for the benefit of the organization and employee

HELP

Frequently

Asked Questions

We are a knowledge sharing network focused on delivering ideas and insights on the changing workplace, and how today’s leaders and organizations can effectively harness the talent of the millennials to stimulate workplace innovation. 

An engagement design which seeks to harness employee self-interest to unlock organizational benefits of innovation and business growth. As a concept, it means that the organisation is akin to a marketplace that trades on ideas of its employees to enable sustainable growth between employee and enterprise. As a Leadership engagement model, ‘Employee Marketplace” seeks a profound understanding and balance in harnessing the strength of organizational talents to achieve workplace innovation and business growth 

The core principles of EMP are Communication, Collaboration and community. This simply means that every organization must strive to enable these three capabilities in order to achieve innovation and business growth. This is different from the old workplace engagement model which prides itself on the ability to use traditional carrot and stick to stimulate loyalty, productivity and employee longevity in the workplace. Unfortunately hardwork is routine offering little transformational change in the age of rapid techie change 

EMP operates at the intersection of Communications, Human resources and organizational psychology. It’s essentially not about disciplines and subjects its about having an informed understanding that the new workplace is dominated by a generation who are global in outlook, who desire self-autonomy, and are not beholden to vertical authority to get things done

Yes there seem to be some form of hostility amongst these two generations who incidentally are products of different experiences, attitudes and expectations. For instance the Gen X represents the organizational man who believes the corporate vision drives his corporate identity whilst the millennial believes in partnership which elevates their self-interest as high as the corporate interest. In this circumstances EMP strives to promote intergenerational workplace wherein the emotional intelligence and digital smartness of both generations are combined to enhance innovation and business growth

Afrilenials are simply the millennials resident in Africa. On account of their environmental and socio economic peculiarities they exhibit some common traits and differences when compared to the millennials of the western world. The Afrilenials though products of the digital age are however products of scarcity of resources, state corruption and warped parenting.

EMP is the new playbook of employee engagement in the millennium age. Its uniqueness lies in acknowledging that the employee is not a mere statistical workforce but an intrapreneur who believes in his ability to change the world. Hence he sees the employer as a partner in the pursuit of shared benefits.

Of course EMP is not a model exclusive to the millennial instead it is simply a response to FIR era, the same way employee engagement has evolved from the period of the 1970s when the focus was on identifying the value of employee to company bottomline. The effort has since then moved several phases starting from the era of employee satisfaction when the question was “how much do I like things her” to employee commitment and engagement and now to Employee marketplace or EMP 4.0. EMP 4.0 simply asks “am I enabled to put in my best effort at work?. EMP is a response to harness the benefits of the talent economy which is mobile and interconnected.

Three 3CS simply mean Communication, Collaboration and Community. Communication means a shared understanding of both the spoken words, body language and the grapevine. Collaboration means breaking the barriers of generational differences to build interdependency and opportunities amongst the three dominant generations. The third one is Community. Community goes beyond creating individualized networks which the social media era presents. It explores the relational values of empathy, compassion, patience and other values which ultimately enhances their self-worth and greater employee contribution to business growth.

There are three immediate steps the first is to organize employees into different groups using their preferred cause related goals? the second is to get them to commit to specific project delivery within a specific time frame and the third is to scale their ideas to an enterprise vale wherein it will solve key problem(s) or problems within the organization.

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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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