Friends, I have been a startup founder for the past 14 years and, having worked mostly with small teams, we never had specific programs like a suggestion scheme. I wish to hear and learn what challenges you all face in getting employee engagement/suggestion scheme implemented and whether you think technologies like Smartphone Apps could be of any help.
From India, Pune
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1From India, Pune
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Dear Sushaeel,
The outcome of the suggestion scheme is threefold, i.e., reduction in cost, reduction in process turnaround time, or reduction in consumption of resources. Any suggestion has to address at least one outcome. Since you are running a startup, your employee strength will not be that high. Therefore, why not conduct the brainstorming session? I do not know the efficacy of mobile apps for launching an employee suggestions program; nevertheless, at this stage, you may not need an app.
Idea generation by the employees depends on employees' task motivation, mental engagement with their superior, or the company itself, etc. This is also not sufficient. To generate ideas, you need someone who gives stimulus. I once conducted a brainstorming session with the engineers of the cement-producing plant. The plant has been in operation for the last 25 years and is rated as the 10th most energy-efficient plant. In the last five years, they have implemented over 1,000 employee suggestions. This is why they called me to conduct the brainstorming session. Against this backdrop, I was able to generate 19 innovative ideas from 39 participants. The participants openly admitted that only an external consultant could have done this. Therefore, feel free to contact me for further information.
Thanks,
Dinesh Divekar
From India, Bangalore
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The outcome of the suggestion scheme is threefold, i.e., reduction in cost, reduction in process turnaround time, or reduction in consumption of resources. Any suggestion has to address at least one outcome. Since you are running a startup, your employee strength will not be that high. Therefore, why not conduct the brainstorming session? I do not know the efficacy of mobile apps for launching an employee suggestions program; nevertheless, at this stage, you may not need an app.
Idea generation by the employees depends on employees' task motivation, mental engagement with their superior, or the company itself, etc. This is also not sufficient. To generate ideas, you need someone who gives stimulus. I once conducted a brainstorming session with the engineers of the cement-producing plant. The plant has been in operation for the last 25 years and is rated as the 10th most energy-efficient plant. In the last five years, they have implemented over 1,000 employee suggestions. This is why they called me to conduct the brainstorming session. Against this backdrop, I was able to generate 19 innovative ideas from 39 participants. The participants openly admitted that only an external consultant could have done this. Therefore, feel free to contact me for further information.
Thanks,
Dinesh Divekar
From India, Bangalore
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A very interesting perspective.
There are so many interpersonal issues that most employees will not share all their ideas during internal brainstorming sessions. They are scared of ridicule for radical ideas or having obvious faults pointed out in their favorite ideas.
But does this internal brainstorming and idea sessions actually work without an outside push?
From India, Mumbai
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There are so many interpersonal issues that most employees will not share all their ideas during internal brainstorming sessions. They are scared of ridicule for radical ideas or having obvious faults pointed out in their favorite ideas.
But does this internal brainstorming and idea sessions actually work without an outside push?
From India, Mumbai
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Dear Mr. Saswant Banerjee,
You have written, "But does this internal brainstorming and idea sessions don't actually work without an outside push?" Let me explain why hiring external facilitators is effective.
First and foremost, when brainstorming is conducted internally, the wearisome constancy kills its spirit. Seeing the same people every day can hinder idea generation due to the sameness of the environment and the people they associate with.
Secondly, facilitation is an art. External trainers or facilitators are experts in this art form. They know how to alleviate the stress of the participants. In a previous post, I mentioned an instance of a brainstorming session. However, this is just one example. I often conduct games and simulations and then ask participants to generate ideas for intra-departmental collaboration. Sometimes the results surprise everyone. Unfortunately, some business owners choose not to hire external facilitators for the sake of saving a few thousand rupees, potentially missing out on ideas worth lakhs of rupees.
When I conduct simulations on collaboration that are developed internally, I guarantee a return on investment. The actual ROI depends on various factors such as the participants' nature, authority, work environment, and how intimidating their boss is.
Thank you,
Dinesh Divekar
From India, Bangalore
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You have written, "But does this internal brainstorming and idea sessions don't actually work without an outside push?" Let me explain why hiring external facilitators is effective.
First and foremost, when brainstorming is conducted internally, the wearisome constancy kills its spirit. Seeing the same people every day can hinder idea generation due to the sameness of the environment and the people they associate with.
Secondly, facilitation is an art. External trainers or facilitators are experts in this art form. They know how to alleviate the stress of the participants. In a previous post, I mentioned an instance of a brainstorming session. However, this is just one example. I often conduct games and simulations and then ask participants to generate ideas for intra-departmental collaboration. Sometimes the results surprise everyone. Unfortunately, some business owners choose not to hire external facilitators for the sake of saving a few thousand rupees, potentially missing out on ideas worth lakhs of rupees.
When I conduct simulations on collaboration that are developed internally, I guarantee a return on investment. The actual ROI depends on various factors such as the participants' nature, authority, work environment, and how intimidating their boss is.
Thank you,
Dinesh Divekar
From India, Bangalore
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Thank you, Mr. Dinesh, for your suggestions and the illustration of how external stimuli could help in getting the team to break the ice. As I said, with small teams and office spaces that have no cubicles, I guess brainstorming is happening all the time; at least we have that culture in our little startup.
My point was more around what challenges big organizations (say 500+ employees) are facing in their day-to-day suggestion scheme implementations. I have been seeing some very well-implemented schemes running at a few well-known manufacturing companies around Chakan, Pune but have no idea what percentage of companies really have such models.
From India, Pune
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My point was more around what challenges big organizations (say 500+ employees) are facing in their day-to-day suggestion scheme implementations. I have been seeing some very well-implemented schemes running at a few well-known manufacturing companies around Chakan, Pune but have no idea what percentage of companies really have such models.
From India, Pune
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Dear Sushaeel,
You have written that "As I said, with small teams and office spaces that have no cubicles, I guess, brainstorming is happening all the time, at least we have that culture in our little startup." These are your perceptions. Nevertheless, what matters is that the perception does not turn out to be a myth. Whatever suggestions you have got could be like the tip of the iceberg. Like the unseen part of the iceberg, there are hidden ideas in the brains of the employees. Few are hidden unintentionally, and few intentionally.
Day in and day out, I conduct training. I have conducted training for participants from 40+ industries. My experience is contrary. Participants consider an outsider trainer like me safe to express their dissatisfaction. There is no evidence to show that small-sized company employees have small dissatisfaction.
The first sentence of my first reply in the thread read "The outcome of the suggestions scheme is threefold, i.e., reduction in cost, reduction in process turnaround time, or reduction in the consumption of resources." Now, what was increased or decreased because of the employee suggestions scheme of your company, that you would know best.
In your company, what is the ratio of ideas generated per person per annum? What is the revenue saved per annum by implementing the ideas? What rewards did you give for the best idea of the year? Whether you run a startup or a 500-employee company or a 5,000-employee company, what matters is staying organized. Do you have organized records of idea generation and their implementation further? Do you use these records in your induction training?
Lastly, you have written that "I have been seeing some very well-implemented schemes running at a few well-known manufacturing companies around Chakan, Pune, but have no idea what % of companies really have such models." If you know these schemes, if you also know their workability at other companies, then why not implement them in your company as well? Why bother about how many companies have a suggestions model and how many do not have? How does it matter to you?
Thanks,
Dinesh Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
You have written that "As I said, with small teams and office spaces that have no cubicles, I guess, brainstorming is happening all the time, at least we have that culture in our little startup." These are your perceptions. Nevertheless, what matters is that the perception does not turn out to be a myth. Whatever suggestions you have got could be like the tip of the iceberg. Like the unseen part of the iceberg, there are hidden ideas in the brains of the employees. Few are hidden unintentionally, and few intentionally.
Day in and day out, I conduct training. I have conducted training for participants from 40+ industries. My experience is contrary. Participants consider an outsider trainer like me safe to express their dissatisfaction. There is no evidence to show that small-sized company employees have small dissatisfaction.
The first sentence of my first reply in the thread read "The outcome of the suggestions scheme is threefold, i.e., reduction in cost, reduction in process turnaround time, or reduction in the consumption of resources." Now, what was increased or decreased because of the employee suggestions scheme of your company, that you would know best.
In your company, what is the ratio of ideas generated per person per annum? What is the revenue saved per annum by implementing the ideas? What rewards did you give for the best idea of the year? Whether you run a startup or a 500-employee company or a 5,000-employee company, what matters is staying organized. Do you have organized records of idea generation and their implementation further? Do you use these records in your induction training?
Lastly, you have written that "I have been seeing some very well-implemented schemes running at a few well-known manufacturing companies around Chakan, Pune, but have no idea what % of companies really have such models." If you know these schemes, if you also know their workability at other companies, then why not implement them in your company as well? Why bother about how many companies have a suggestions model and how many do not have? How does it matter to you?
Thanks,
Dinesh Divekar
From India, Bangalore
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Dear Dinesh,
I think there is some grave misunderstanding here. The topic was intended to create a general discussion on challenges faced by fellow HR/Quality professionals (by the way, I am the founder and also play the HR role at my little startup) and thereby learn the pros and cons of running a suggestion scheme.
I see you are doing great by pitching how and why your services would be useful and effective, but that was not my point. Having worked in organizations like HSBC and Morgan Stanley in the US and the UK for 4-5 years in scenarios where there is one HR per 1000 employees, and the immediate manager has to double up as an HR, I have been through those roles too.
The way you question my interest, I feel you are challenging the very reason why this portal or group exists. I am seeking to learn and understand from others, which is not possible on other platforms.
So, please, if you have anything to share apart from questions, that would be welcome and beneficial to the larger group. I do appreciate your enthusiasm, though, so no hard feelings, please.
Regards,
Sushil
From India, Pune
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I think there is some grave misunderstanding here. The topic was intended to create a general discussion on challenges faced by fellow HR/Quality professionals (by the way, I am the founder and also play the HR role at my little startup) and thereby learn the pros and cons of running a suggestion scheme.
I see you are doing great by pitching how and why your services would be useful and effective, but that was not my point. Having worked in organizations like HSBC and Morgan Stanley in the US and the UK for 4-5 years in scenarios where there is one HR per 1000 employees, and the immediate manager has to double up as an HR, I have been through those roles too.
The way you question my interest, I feel you are challenging the very reason why this portal or group exists. I am seeking to learn and understand from others, which is not possible on other platforms.
So, please, if you have anything to share apart from questions, that would be welcome and beneficial to the larger group. I do appreciate your enthusiasm, though, so no hard feelings, please.
Regards,
Sushil
From India, Pune
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Dear Sushil,
Please permit me to make a general observation and make an appeal to other members in this forum. If we give full background information about ourselves and why we are raising the query, it helps members to give precise answers. Otherwise, it is left to members' assumptions and perception of what the query is about. Had you informed us that you had worked in large organizations before starting up as a founder and your intention was to generate a general discussion, it would not have created any misunderstanding.
Hence, I appeal to all members raising a query kindly to give as much background information about themselves and the scenario and the real reason for raising a query.
From United Kingdom
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Please permit me to make a general observation and make an appeal to other members in this forum. If we give full background information about ourselves and why we are raising the query, it helps members to give precise answers. Otherwise, it is left to members' assumptions and perception of what the query is about. Had you informed us that you had worked in large organizations before starting up as a founder and your intention was to generate a general discussion, it would not have created any misunderstanding.
Hence, I appeal to all members raising a query kindly to give as much background information about themselves and the scenario and the real reason for raising a query.
From United Kingdom
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Benefits of a staff suggestion scheme:
Improvement in staff morale
Increase in job satisfaction
Creation of a feeling of ownership and engagement
Building of team spirit
Reduction in costs and increase in profitability
Increase in revenue inflow
and most important improvement in customer satisfaction
For running a staff suggestion scheme senior management support is vital and overall company culture is important.
A link to one scheme; http://www.easterncoal.gov.in/notices/empsuggscheme.pdf
Latest technology plays a role in quick and easy communication.
It can be seen that well formatted and developed developed suggestion schemes mainly have the aim of collection of ideas from operational-level employees in order to improve standardised procedures and raise quality. Floor level workers are ones who can really come out with tips.
Dunn and Lloyd (1997) offer the definition,
„A suggestion scheme is a formal mechanism, which encourages employees to contribute constructive ideas for improving their organisation‟
If response time to implement employee suggestions are quick then more suggestions will come up.Many a time people are cynical-what is the point of giving suggestion,it never gets implemented.
Idea management software tools may also be used.Even free ones like Idea Torrent can be used.
I am all for involving every section of the factory/office to be involved in idea generation and also having a reward scheme for best ideas-not necessarily monetary in nature,but simple public recognition may be more of a motivation.
From India, Pune
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Improvement in staff morale
Increase in job satisfaction
Creation of a feeling of ownership and engagement
Building of team spirit
Reduction in costs and increase in profitability
Increase in revenue inflow
and most important improvement in customer satisfaction
For running a staff suggestion scheme senior management support is vital and overall company culture is important.
A link to one scheme; http://www.easterncoal.gov.in/notices/empsuggscheme.pdf
Latest technology plays a role in quick and easy communication.
It can be seen that well formatted and developed developed suggestion schemes mainly have the aim of collection of ideas from operational-level employees in order to improve standardised procedures and raise quality. Floor level workers are ones who can really come out with tips.
Dunn and Lloyd (1997) offer the definition,
„A suggestion scheme is a formal mechanism, which encourages employees to contribute constructive ideas for improving their organisation‟
If response time to implement employee suggestions are quick then more suggestions will come up.Many a time people are cynical-what is the point of giving suggestion,it never gets implemented.
Idea management software tools may also be used.Even free ones like Idea Torrent can be used.
I am all for involving every section of the factory/office to be involved in idea generation and also having a reward scheme for best ideas-not necessarily monetary in nature,but simple public recognition may be more of a motivation.
From India, Pune
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Dear Mr. Sushaeel,
In my experience, the biggest challenge in achieving employee engagement is that employers and HR don't invest enough time, money, and effort in this issue, especially in small enterprises. It doesn't necessarily mean that high salaries and generous benefits will result in engaged employees. You may find some useful suggestions at [10 Practical Ways to Buy Employee Engagement without Money](http://vnmanpower.com/en/10-practical-ways-to-buy-employee-engagement-without-money-bl215.html).
Hope this helps!
From Vietnam, Hanoi
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In my experience, the biggest challenge in achieving employee engagement is that employers and HR don't invest enough time, money, and effort in this issue, especially in small enterprises. It doesn't necessarily mean that high salaries and generous benefits will result in engaged employees. You may find some useful suggestions at [10 Practical Ways to Buy Employee Engagement without Money](http://vnmanpower.com/en/10-practical-ways-to-buy-employee-engagement-without-money-bl215.html).
Hope this helps!
From Vietnam, Hanoi
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