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Università degli Studi di Pavia Dipartimenti di Studi Umanistici, Scienze Politiche e Sociali, Giurisprudenza, Ingegneria Industriale e dell’Informazione, Scienze Economiche e Aziendali Corso di Laurea Magistrale Interdipartimentale in Comunicazione Professionale e Multimediale.

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Università degli Studi di Pavia

Dipartimenti di Studi Umanistici, Scienze Politiche e Sociali, Giurisprudenza, Ingegneria

Industriale e dell’Informazione, Scienze Economiche e Aziendali

Corso di Laurea Magistrale Interdipartimentale in Comunicazione Professionale e Multimediale.

Employee engagement and social technologies.

Creating shared value.

Relatore: Chiar.mo Prof. Azzoni

Correlatore: Chiar.mo Prof. Maccarini

Valeria Mangiaracina

404218

A.A. 2012/2013


Economic contest


  • Economicdimension

  • Environmentaldimension

  • Social dimension

Sustainablevalues


Social dimension

Dow Jones Sustainability Index

(RobecoSAM Corporate Sustainability Assessment)

  • Corporate Citizenship & Philanthropy

  • Human Capital Development

  • Labor Practice Indicators

  • Social Reporting

  • Talent Attraction & Retention

  • Occupational Health & Safety

  • Stakeholder Engagement


What?

“Employee engagement is an individual employee's cognitive, emotional, and behavioural state directed toward desired organisational outcomes.”

Involvement

Employee engagement

Employee engagement

Commitment

Passion

Enthusiasm

Focused effort and energy

Attitudinal and behavioural component


New blend of oldwines?

New blend of oldwines

or oldwines in new bottle?


Academicperspective

Consultancyperspective

How?


Solid and transparent organisational culture

How?


Why?

Employee outcomes

Organisational outcomes


Well-beingAbsenteeism

Health & Safety

Turnover


Clients

Innovation

Productivity


Profit

+ Diluted earnings per share

+ Total shareholder return

+ 12% Profits

Better organisational performances


Towardsocial organisation


Thesocial organisation

Communities

Social media

Value proposition

Cultural assessment

Organisational assessment

  • Social organisation principles

  • Openness

  • Autonomy

  • Decentralisation

  • Bottom-up approach

  • Meritocracy

  • Transparency


Intranet

E-mail

Forum

Blog

Wiki

Intranet

Virtual workplace

Full social portal

Forum

Idea management

Knowledge management

E-mail

Social e-mail

Social tools

Networking


Intranet

E-mail

Forum

Blog

Wiki

Wiki

Problemsolving

Sharingexperiences

Blog – Beyond traditionalcommunication

Bidirectionalchannels

Microblog – Communication flow from one to many

Enterprise social software

Social tools

Networking


Unlocking value trough social technologies

$900 billion $1300 trillion

Matching talent to roles


Social technologies inside organisations

  • To improve interpersonal dynamics and

  • communication processes

  • To coordinate outgoing messages and attract

  • best workers enhancing brand value

  • Recruiting strategies and professional media

  • Integrated training (Repository, social net., wikis)

  • Integration of absorbing mechanics into

  • non-games platforms and experiences in

  • order to improve engagement and participation.



A case for excellence: Eni

Training

Employees

Diversity

Local communities

Mattei School and Eni Corporate University

Our People Policy

People assessment tools (Feedback 360°)

Management review

Inclusion

Non-discrimination

Equality

Online training

E-learning

Community of practice

Collaboration tools and portals


A case for excellence: Eni

Welfare

Employerbranding

Well-being

Safety & Security

Communication

Corporate publishing

My Eni Portal & My Eni International

Cascade Program

Climate analysis

Crèche

Summer camp (Summer campus in the City)

Enitogether

My Trainer Online

Eni in safety

Zero fatalities

Eni Wellness Program

Attraction

People leaderships

Compensation & Benefits


Conclusion

The Cluetrain Manifesto, 2000


Organisational trend

or transientfad?

Employee engagement is the best-fit model

of management.



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