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Posts Tagged ‘Crowd sourcing’

Slide1In 1998, just about the time that Wikipedia was born, and My Space was big, Alpheus Bingham and Aaron Schacht from pharmaceutical company Ely Lilly were sitting around a conference table, coffee cups in hand, trying to figure out how the internet might be useful to business. They had an idea that they could create a platform to bring together companies that had big problems to solve – they call them “Seekers”, with anyone smart or ambitious across the globe, whom them called “Solvers”. They offer a cash prize to an individual or team of people who creates the best solution to problems like, finding how to “measure the thickness of polymeric film”, or dilemmas like, how to “increase the social and community acceptance of renewable energy”.  The company that gave birth to this creative way to use the internet to crowd source solutions is named Innocentive.  Even though crowd sourcing isn’t new, each time a discovery happens as a results of this kind of process, I bet it feels like the magic is happening for the first time. At least that’s how it felt for us.

In May 2014, Community dabbled in its own Seeker-Meets-Solver experiment by bringing together 160 employees in a focus group we call an “Engagement Accelerator”. We were seeking to understand why our employees were unhappy with one of our benefits, and discover what else would make employees feel more supported. I am so grateful for the open way everyone shared their ideas and wanted to share some tips that we learned from this experience.

If you hear more than once that something is broken, that’s a sign it’s broken

Off and on our employees told us how disenchanted they were over our Paid Time Off (PTO) program. So, we did what any good businessperson would do – we looked at the market. Were we competitive? Highly. Check. Was the policy well written? Reasonably well. Check. Silly as it may sound, we discovered we were simply confusing everyone by the codes in our timekeeping system and on employee’s paychecks. Also, the discussion revealed that we had done too little to educate people about how the policy worked. In the words of George Bernard Shaw, “The single biggest problem in communication is the illusion that it has taken place.”

“Before you ask which way to go, remember where you’ve been.”

This lyric, from a song titled “Stay Awake – Dreams Only Last for a Night”, appropriately describes another revelation. The grapevine said that employees wanted to donate their PTO to other sick employees. In fact, a manager had asked me to look at this request eighteen months ago, so we put it on the growing list of things we wanted to improve. During the focus group discussions we heard that a policy had been in place several years ago, but for reasons no one could remember, had been eliminated. The team felt great. This was low hanging fruit that could be acted upon very quickly.

Just asking isn’t enough

One operating principal contributed more to the success of this event than anything else. We not only asked for feedback but we shared data that shows we know our workforce is smart. We shared our system finances – both a look back and a look forward. We shared the investment we make in our benefits in terms of cost. We went out on a limb and led everyone through    “The Ladder of Inference”, and followed this with a discussion of any misconceptions about the way things operate and why.

It’s a long journey but brick by brick we’re building toward our goal of becoming an Employer of First Choice in the Valley. Brick by brick.

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Screen Shot 2014-04-23 at 4.17.09 PMThirteen years ago in March of 2000, Rob McEwen, who had just become chairman and CEO of a mining operation in Ontario, Canada, decided he had a problem too big to solve by conventional methods. His company GoldCorp, was in distress. The price for gold was at an all-time low, and his operating costs were extremely high. Red Lake mine was producing only one-third as many ounces as his neighboring competitor and the miners were restless and ready to strike.     It was proving to be as difficult to search Red Lake ’s 55,000 acres as it is to find Flight 370, the Malaysian airliner lost somewhere in the 28-million-square-miles of the Indian Ocean.

What McEwen did to solve his problem was unprecedented. He decided to publish all of Red Lake’s proprietary data on the web and committed to giving a cash price of up to $105,000 to anyone who could tell them where they’d find the next 6 million ounces of gold. He nicknamed this project “The GoldCorp Challenge” and the response was big. Over 1400 scientists, engineers and geologists from 50 countries decided to participate.

The winner ended up being collaboration between two firms in Australia who had agreed to split the prize. Neither firm had physically visited the mining site, but instead had analyzed the data to produce a 3D graphical depiction of the dig sites.

It’s About Making a Difference

When the winning team members were interviewed, they said that they didn’t compete because of the prize money. In fact, the prize money barely covered the hours invested in their research. Yes, they had wanted the recognition that would come from solving the puzzle, but most of all, they wanted to open the eyes of their industry to a new way of doing exploration. In short, they invested the time because they wanted to make a difference. In the words of the winning team leader, “This has been like a beacon (of hope) in a sea of darkness,” for the mining industry.

This story, published in Fast Company Magazine, is yet another example of what James Surowiecki calls the “Wisdom of Crowds”. About 18 months ago, Community used crowd-sourcing, by bringing together 250 employees to discuss and debate what kind of culture and benefits we need in order to attract and retain the brightest minds, the most committed and loyal hearts and souls and the most highly engaged employees on the planet. Like McEwen, we struck gold and these ideas generated a powerful action plan that turned into measurable outcomes

Mining Expedition Scheduled 5-14-14

Employees at the 2012 Engagement Accelerator

Employees at the 2012 Engagement Accelerator

We know that we need to continue to innovate though so we will are going to tap employee input once       again, on May 14, 2014 when we will be hosting an “Engagement Accelerator.” We’re inviting 160 randomly-chosen employees to attend this event and discuss how the PTO/sick time policy works and how to improve it, as well as, brainstorm other changes to create an innovative, transparent, mission-oriented, results-driven culture. We’ll be reporting back about the nuggets of wisdom we gain from this session and of course, the action steps. So stay tuned.

(This blog post was originally published on the Community Medical Center website – The Forum)

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