Internal crowdsourcing is a valuable tool for engaging employees with the company vision and drawing on their valuable knowledge. It can open up access to a vast pool of untapped potential and demonstrate to people that their opinions matter.
What's more, it can help businesses leverage the social-collaborative mindset of millennial talent to drive innovation. There are countless articles proclaiming that employees are the most valuable asset in any business, and it’s difficult to find a set of company values that doesn’t include this message in some form. But are enterprises really making the best use of the value their people have to offer? Are they taking advantage of their precious knowledge and fresh perspectives on troublesome problems, and harnessing the hive mind to drive competitiveness and innovation?
Crowdsourcing – reaching out to the wider world, usually via the internet, to help you solve challenges – has been a popular model for some years. There are several examples of how the crowd has been enlisted as an innovation partner in a variety of different fields, and the approach has been used by some of the world’s biggest brands to speed up product development. Technology companies can learn a great deal from the application of crowdsourcing in the B2C arena, and can use simple processes to gather ideas and engage customers.
Leveraging your valuable resources for innovation
PWC’s 2011 report, Harnessing the Power of Crowdsourcing, highlights that CEOs see innovation as the best route to growth. Of the CEOs surveyed, 79% expected their innovation developments to drive efficiencies and create competitive advantages, and 78% expected innovation to generate significant new sources of revenue. Despite this, businesses often find it difficult to effectively harness the creativity, ideas, and talent of the people who work for them.
Internal crowdsourcing can be a highly effective vehicle for innovating solutions as it allows businesses to cast the net wide and gather input from a variety of sources. Fresh perspectives on problems provide new insights that those close to the issue may be blind to. The PWC report mentioned above also discusses how crowdsourcing helps to improve employee engagement by giving people a voice and making them feel like they have an active role in driving the business forward.
Improved engagement means better talent retention
Job-hopping, particularly among Millenials, presents a challenge in terms of retaining top talent. In the US, over the last 20 years the number of companies people worked for in the five years after graduation has nearly doubled. Businesses invest a huge amount of time and resources in hiring the best talent, but may not have a setup that allows this talent to flourish in the way it wants to. Millennials in particular place advancement and development above financial remuneration in their list of priorities.
Having once been a fresh graduate working in a big organization, I’ve experienced the apprehension and fear that comes with challenging the established way of doing things. You’re often told to “speak up if something we do does not make sense to you”, but that’s easier said than done. What if there’s no channel for voicing your opinion and challenging the status quo?
Enterprise social networks and cultural change
You can crowdsource internally by providing an effective platform for sharing stories in order to stop valuable knowledge slipping between the cracks. Technologies such as enterprise social networks (ESNs), where employees can voice opinions, connect with colleagues, and give feedback on company-wide initiatives, can also help break down silos and bring dispersed teams closer together.
These types of solutions boost collaboration and lower the barrier to sharing ideas. They also help shift the communications flow away from the classic one-way, top-down model towards a more inclusive setup that includes bottom-up communication. This helps employees feel more involved and appreciated, and encourages them to give up more of themselves for the common cause.
At the end of the day, for crowdsourcing to succeed businesses have to be able to achieve a degree of cultural transformation. The aim should be to foster an inclusive culture where employees are encouraged to connect across geographical and organizational boundaries and share knowledge and ideas. In this regard, ESN technologies are excellent tools for taking the ‘corporate stiffness’ out of communicating and bringing the two most valuable assets in any business – people and information – closer together.
Why is internal crowdsourcing considered an effective way to drive business innovation?
Internal crowdsourcing serves as an exceptionally powerful tool for innovation because it allows businesses to cast a wide net across their entire workforce, capturing diverse perspectives that might otherwise go completely untapped. In many traditional corporate setups, companies struggle to harness the natural creativity and unique insights of their staff. By opening up problem-solving to the wider organisation, businesses can gather input from a variety of sources, bringing fresh eyes to complex challenges.
People who are not directly involved in a specific issue often spot simple solutions that those closer to the problem are blind to.
This collaborative approach aligns perfectly with what corporate leaders want to achieve. According to research by PWC, a vast majority of CEOs view innovation as the primary pathway to business growth. Specifically, 79 per cent of CEOs surveyed expected their innovative developments to drive operational efficiencies and create competitive advantages, while 78 per cent anticipated that these developments would generate substantial new revenue streams. Crowdsourcing acts as the perfect vehicle to realise these goals by unlocking the collective intelligence of the workforce.
Ultimately, utilising the “hive mind” of an organisation does more than just generate great ideas; it fundamentally transforms how employees interact with the company. By giving staff members a voice and demonstrating that their opinions are genuinely valued, businesses can foster a highly collaborative environment. This inclusive approach ensures that the company’s most valuable assets—its people and its internal information—are brought closer together to solve critical business problems.
In what ways does internal crowdsourcing help organisations retain their top talent?
Retaining top talent is a major challenge for modern businesses, especially with job-hopping becoming increasingly common among younger generations. Recent statistics show that the number of companies people work for in the first five years after graduation has nearly doubled over the past two decades. To combat this high turnover, companies must adapt to the changing priorities of their workforce. Millennial employees in particular often place opportunities for personal advancement and professional development ahead of financial compensation when choosing where to work.
Internal crowdsourcing addresses this shift by providing a structured channel for employees to contribute meaningfully to the business. Many new graduates and young professionals enter large organisations wanting to challenge the established way of doing things, but they are often held back by apprehension or a simple lack of communication channels. Even when encouraged to speak up, employees find it difficult to voice their opinions if there is no clear platform available to challenge the status quo.
By implementing crowdsourcing initiatives, businesses create a clear, accessible route for employees to share their knowledge and make their voices heard. This active involvement dramatically improves overall employee engagement. When staff members see that their ideas are taken seriously and that they have a genuine role in driving the business forward, they feel far more valued. This sense of appreciation and active involvement makes them much more likely to remain with the company long-term.
How do enterprise social networks support the culture needed for internal crowdsourcing?
For internal crowdsourcing to truly succeed, businesses must undergo a cultural transformation towards openness, and enterprise social networks (ESNs) are the ideal tools to facilitate this shift. These networks provide a dedicated platform where employees can easily share stories, voice opinions, and give feedback on company-wide initiatives. By digitising these interactions, ESNs effectively stop valuable knowledge from slipping through the cracks. They lower the barrier to sharing ideas, making it simple and comfortable for anyone in the organisation to contribute.
One of the main cultural benefits of using an ESN is its ability to break down traditional departmental silos and bring dispersed teams closer together. Instead of relying on rigid, top-down communications where information flows exclusively from the executive level downwards, social networks encourage bottom-up communication. This shift makes the workplace feel much more inclusive. Employees are encouraged to connect across both geographical and organisational boundaries, sharing their insights with colleagues they might otherwise never interact with.
Furthermore, these digital platforms help to take the “corporate stiffness” out of day-to-day communications. Creating a more relaxed, social-collaborative environment allows the modern workforce, particularly millennial talent, to flourish. When communication feels natural and accessible, employees are far more willing to share their unique perspectives and collaborate on solving business challenges. In essence, these networks successfully bridge the gap between a company’s two most valuable resources: its people and its information.
