Enterprise Contributors

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Do you have Enterprise Contributors at your organization?  According to CEB organizational success requires a workforce of Enterprise Contributors – individuals that contribute to their role and to the larger enterprise.

Enterprise Contributors proactively spread ideas, knowledge, experience, and expertise across the organization. They are:

  • Connectors – promoting formal and informal collaboration between colleagues.
  • Contributors – willingly providing feedback and assistance to others.
  • Consumers – actively seeking out ideas and input from others in matrixthe organization.

Today, the average employee works with between 10 and 20 people every day on what were formerly known as ‘individual tasks’.  Employees need to be able to cooperate and work effectively with peers in order to accomplish tasks. CEB found Enterprise Contributors outperform individually and they enable increased performance in their colleagues. Firms with Enterprise Contributors outperform their peers by 5% and 11% on year-over-year revenue and profit growth, respectively.

Research conducted by CEB revealed 75% of employees report feeling stymied by the current structure and culture of their firms, preventing them from being Enterprise Contributors.

To enable Enterprise Contribution it is vital HR teams look beyond conventional performance management processes which are based on improving individual performance. HR can help their firms reconcile four paradoxes at the heart of performance management:

  • Coworkers are asked to help each other, but they also compete for raises and promotions.
  • Employees need autonomy, but they also require direction in prioritizing their activities.
  • While collaboration tools can improve quality, they can slow execution.
  • Employees value contributing, but being rewarded for it actually reduces their motivation.

Building the next generation of employees with enterprise capabilities involves supporting employees to develop skills that allow them to balance individual task and network performance effectively. Leaders navigate, not simplify, role complexities to enable employees to identify opportunities for enterprise contribution that move beyond collaboration. Competencies that distinguish Enterprise Contributors:

  • Prioritization: Prioritize contributions for the organization, not just the role.
  • Teamwork: Possess knowledge of peers’ work, not just personal characteristics.
  • Organizational Awareness: Understand organizational context, not just formal structure.
  • Problem-solving: Identify and initiate change, not just positively react to change.

Complex work environments are a reality. Successful organizations equip employees to filter contributions to and from the organization to determine which will have the most impact. Leaders enable and drive accountability for employees to navigate the complexity and perform as Enterprise Contributors.

 

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