Measuring Influence with Employees – Module 9

This is something I always found GMI to be exceptional at – as they realize that their employees are the absolute key to the overall success of the company.

GMI’s IT department has actually developed an internal social media network called Connect. In a lot of ways, its like “company Facebook,” allowing us to post comments, submit “likes,” and share company resources. It’s also become our portal for sharing ideas across the company, connecting with leadership, and leveraging internal resources effectively.

For example, the main piece of software I work with at GMI (MS System Center Orchestrator) has a group within Connect (like a Google circle) that “connects” all of the System Center engineers we have around the globe. Using the community, we can instantly share ideas, thoughts, documentation, problems (and resolutions to them), etc. The fluidity and sense of synergy achieved through Connect has created a highly collaborative atmosphere that is second to none for the entire company.

Management also uses Connect to conduct company-wide employee surveys that attempt to assess or feelings about actions the company takes, the benefits they offer to employees, working conditions, etc.

For example, last summer, GMI had to make cuts to its workforce in order to streamline operations and, essentially, remake the organizational structure. While the cuts were minimal, the feeling of dismay was easily noticeable throughout the company (as it is extremely rare that GMI takes this sort of action.)

Throughout the entire process, GMI used Connect to keep employees abreast of its actions, its plans for the new organizational structure, and how the company would operate differently in the future. The highest levels of management would quickly answer questions and comments through Connects internal comment system, and openly encouraged dialogue throughout the process.

Near the end of the organizational adjustment, GMI used Connect to launch a company-wide survey to assess what we thought about the organizational changes, and whether or not we felt they were justified. In the end, 92% of respondents said that they believed the company would be better positioned for future growth after the reorg. Having arrived at the company as a new employee just a few months before the reorg began, I can easily say that having this level of transparency and connectivity to leadership made me feel more “at ease,” and willing to fully support the changes the company was making.

Using this platform, GMI can actively measure their influence through things like comments, and internal surveys. Having Connect at their fingertips provides them a digital repository that can give them a quick snapshot of the entire organization. I think we should keep doing exactly what we’re doing.

The only thing I might suggest is that they push Connect – as some elder employees seem averse to using it. Since it is such a  valuable tool, however, I think it is vital that we work to change their minds by showing them how valuable Connect can be as a communication, connectivity, and assessment tool.