EPE101: EPE Partners used performance indicators that measured the level of engagement for the entire company, as well as for smaller departments and position types. Measuring levels of engagement for smaller employee groups allowed EPE Partners to target specific groups with initiatives aimed at boosting participation. These efforts were customized to help members with lower involvement become more engaged, while continuing to encourage and reward groups with higher levels of adoption.
By targeting its engagement initiatives, EPE Partners was able to increase community participation faster and with less investment. Over the same ten-month period in which overall membership grew to 95 percent, active participation grew from 24 percent of members to 41 percent. By continuing to measure these rates in combination with other analytics, EPE Partners could expand its understanding of how its actions increased participation and apply this learning as needed.
EPE Partners is also using social networking to encourage collaboration and innovation. David Scott leads a group that incubates ideas and collaborates across business units to identify tools and technologies for producing insights. The group continually looks for partners and champions within the lines of business, so it is a natural fit to use social tools to identify organizational change agents, surfacing them through both internal and public social networks.
Another potential benefit of social analytics is the ability to identify effective practices and behaviors and encourage employees to adopt them. Margarita Quihuis, co-director of the Stanford Peace Innovation Lab, believes that social networks and platforms can facilitate a “pay it forward” mindset and nurture individuals with specific, valuable interests and experience. In a manner similar to artistic patronage in Renaissance Italy, social networking provides the vehicle for aspiring talent to be identified, engaged, and supported across social and organizational boundaries.