Companies can throw all the perks they want at workers — from unlimited vacation time to on-site massages — but research increasingly shows those fringe benefits do little to make their jobs exciting.
What works? Ask Google, which encourages employees to innovate by letting employees spend 20 percent of their time on personal projects that advance the company’s mission. The program is a win-win for Google: employees get a sense of freedom in their jobs and Google benefits from the product of their labors (see: Gmail, which was born out of employees' project time).
These so-called "intrapreneurships" can work for any company, says Alexandra Levit, a workplace consultant and author. Here's how Levit advises companies to get started:
Get the C-suite to Buy-in
The whole company won’t be able to champion intrapreneurship without the support of senior management. Senior managers should show their support by publicly saying, "We want people to be free to experiment with their ideas. They’re not going to be negatively penalized for taking risks, and if they try something that doesn’t work out, they’ll still have their jobs," says Levit.
Don't introduce intrapreneurships company-wide, advises Levit. Start with one department or group to see how it goes and to identify hiccups. Also, create a committee of about a dozen people who can help improve morale and jumpstart the program. "Pick someone who’s been innovative in the past and has gotten a project off the ground — and make sure to include people with different perspectives and establish a clear mission and direction," she says.
Focus on the Company’s Mission
Companies should encourage employees to pursue projects that are related to the company’s mission — they can even specific a certain topic or area to explore. While Google’s focus is tech, Hilton has steered the mission of its intrapreneurship program around social responsibility. The hotel company created a corporate responsibility council to innovate and vet new ideas — and ultimately introduced LightStay which calculates the hotel’s environmental impact, notes Levit.
Recruit Younger Employees
Companies can use intrapreneurship programs to attract recent graduates brimming with the entrepreneurial spirit. "It’s a win-win on both sides — the organization gets the brain power and the creative ideas, and the individual gets freedom. Everyone’s always saying how difficult it is to recruit the Gen Y’s or the Millennials, and I think this is definitely one way to do it.
Vous souhaitez continuer à apprendre ? Découvrez nos produits, les témoignages de nos clients et les actualités du secteur.
Billet de blog
RH et écologie : quand les stratégies de développement durable influencent les ressources humaines
Le rôle et les responsabilités du secteur des RH évoluent en permanence, et pas seulement en raison de l’inévitable transformation numérique. Ces dernières années, on assiste à une importante prise de conscience des enjeux environnementaux, en particulier chez les jeunes générations, intransigeantes sur leurs idéaux et leurs principes.
Témoignage de client
Comment Bristlecone a créé une culture de l'apprentissage autonome
Bristlecone Group (une société du groupe Mahindra) fait partie des plus grands prestataires de services de transformation d'applications basés sur l'IA pour la chaîne d'approvisionnement connectée. Forte de 25 années d'expérience, la société a choisi une approche axée sur le conseil. Elle possède plus de 12 centres opérationnels dans le monde et emploie plus de 2 500 personnes.