digital strategies for employee engagement

Download Digital Strategies for Employee Engagement

Post on 20-Jan-2015

1.112 views

Category:

Business

3 download

Embed Size (px)

DESCRIPTION

Slides from my workshop on the use of "internal digital" to foster employee engagement at Quadriga Internal Communications Conference in Vienna

TRANSCRIPT

  • 1. Vienna 31.10.2013 Stephan Schillerwein stephan@schillerwein.net www.schillerwein.net www.intranet-matters.de @IntranetMattersOnline Strategies for Employee EngagementWorkshop 1 Quadriga Internals Communications Conference1

2. About Stephan Schillerwein 15+ years of experience in Digital Media and Information Management, specializing in Intranets, Social Collaboration and the Digital Workplace 100+ projects at 50+ organizations of all sectors & sizes Formerly Online and Intranet Manager at several large enterprises and Director of the Intranet Benchmarking Forum Business computer scientist speaks language of both sides Author, conference speaker, jury member, blogger, Partner of the Worldwide Intranet ChallengeIntranet & Digital Workplace Advisor Project Focus: Vision & Strategy Coaching & Enabling System evaluation Intranet Methodology 360 Intranet Assessment Findability Lean specification Organisational Concepts 2 3. WHY ALL THIS HYPE AROUND ENGAGEMENT ?3 4. Employee Engagement is not a soft factor! 4 5. Productivity loss due to active Disengagement according to GallupUSA 450 550 billion US$/yearGermany 151 186 billion US$/yearUK 83 112 billion US$/year Source: Gallup, State of the Global Workplace 2011-2012, http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx Based on 230000 employees from 142 countries5 6. Engagement and Performance According to Gallup, employee engagement leads to higher numbers on all positive performance indicators (e.g. productivity, customer ratings) and lower numbers on all negative performance indicators (e.g. absenteeism, turnover, defects).See chart on page 22 in Gallups State of the Global Workplace reportSource: Gallup, State of the Global Workplace 2011-2012, http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx Based on 230000 employees from 142 countries6 7. Companies rated well by their employees perform betterSource: Prof. Zwi Segal, Motiva Based on employee reviews on http://www.glassdoor.com 7 8. State of Employee Engagement According to Gallup, only 13% of employees are engagedSee chart on page 12 in Gallups State of the Global Workplace reportSource: Gallup, State of the Global Workplace 2011-2012, http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx Based on 230000 employees from 142 countries8 9. Photo credits: Thomas Bruce, http://www.flickr.com/photos/tbruce/194660449/9 10. ANOTHER, EVEN BIGGER PROBLEM10 11. ManagementEmployeesEconomyThe State of Knowledge Work Organizational performance down by 29%U.S. economy loses $900b to $1.5t a yearunderperformance in dealing with complexityUK economy loses 67b a yearMore than half of information needed not searchableSearching takes up to 2 hours per dayImportant information hard to find for 1 in 2 Hidden cost $14k per employee/year25% time loss due to overload63% make critical decisions w/o being informedinformation not available in time 1 in 2 lacks crossorganizational information40% use wrong information 2011, Infocentric Research AG70% of customer agents lack information1 in 3 searches not successful86% not prepared for information risk issues 1 in 2 managers overloaded with information11 12. Just one small example of whats wrong todaySource: Vin Jones, Business Practices That Refuse To Die #44: Email Trees, http://www.youtube.com/watch?v=QIqA_YKeboc 12 13. Total productivity loss in knowledge work13 14. Knowledge Work is fundamentally different!14 15. 15 16. OrganisationsWere not Designedfor it!16 17. What Companies were designed for Picture credits: James Yu, http://www.flickr.com/photos/jamesyu/13042995/ Boston Public Library, http://www.flickr.com/photos/boston_public_library/9076298251/17 18. Cognitive Work has always been around, but Few people Few functions Few tasks Not cross-No end in itself Picture credit: "Gabriele - Die perfekte Sekretrin: 1956 Chefs mit kleinen Fehlern, diepuppenstubensammlerin, http://www.flickr.com/photos/diepuppenstubensammlerin/5668327945/18 19. RoutineNon-routineEvolution of WorkManualCognitive19 20. Knowledge work only works, if there is Autonomy Mastery (shared) Purpose Fairness See also: http://www.ted.com/talks/dan_pink_on_motivation.html20 21. Who is doing information work? The Mayority 27% = medium40% = low33% = high Source: The work foundation: Knowledge Workers and Knowledge Work - A Knowledge Economy Programme Report, 2009On average, 80% of all employees in an organization are knowledge workers 18% - No analysis tasks 24% - Few 35% - Many 23% - Core Highly affected: Executives People Managers Project Managers Knowledge Workers Sales People Analysts R&D HR Less affected: Transaction Workers Production Workers Source: CIO Executive Board, IT Practice, Technology-Enabled Employee Productivity Survey, 2012 21 22. What kind of tasks are affected by knowledge work? Core capabilities Innovation Collaboration Networking Projects Transformation Agility Productivity ProcessImprovement Ability to Change Creating Culture Deriving value from information Learning organisation ...Customer RelationshipOperational ExcellenceProduct LeadershipEmployee Relationship22 23. What affects organizational capability to execute strategy most? Enterprises fail at strategy execution because they focus on the wrong areasDecision RightsMotivatorsInformation FlowsStructural ReorganizationSource: Harvard Business Review: The Secrets to Successful Strategy Execution, Booz & Company, 2008 23 24. Outdated Ways of Working 82% of employees say that the way we work today is out of date and prevents us from being as effective and efficient as we could be. (even 89% in large businesses) 60% think that document processes are not more efficient today in 2009Source: A New Perspective: Ricoh Document Governance Index 2012, http://thoughtleadership.ricoh-europe.com/chde/anewperspective 24 25. Outperformers value information moreSource: Business analytics and optimization for the intelligent enterprise by IBM Global Business Services (2009), http://www-935.ibm.com/services/us/gbs/bus/html/gbs-business-analytics-optimization.html 25 26. Communication drives Productivity 40% of employees productivity is directly explained by the amount of communication they have with others to discover, gather and internalise information. Employees with the most extensive digital networks are 7% more productive than their colleagues. Source: Bulleit, B. 2006. Effectively managing team conflict. Cary, NC: Global Knowledge Training LLC26 27. Dear Mr. CEO we have a 25+% productivity issue in information work that affects 60+% of our employees and 100% of management especially in the tasks most that are relevant for our (future) success and also affects employee engagement, creativity, innovation, attractiveness for new hires plus our ability to execute business strategy!Oh, and the competition hasnt realized that they have the same problem as well, yet 27 28. TWO PROBLEMS, ONE SOLUTION ?28 29. Is there an opportunity to kill two birds with one stone????EngagementInformation Work 29 30. Solutioneering means putting solutions before problems. - Jeff Croft http://jeffcroft.com/blog/2008/jan/10/solutioneering-or-putting-solutions-problems/30 31. IntranetDigital WorkplaceWorkBusiness ModellMarketDigital Business Transformation Enterprise Design Future of Work - Photo credits: kellerabteil, http://www.flickr.com/photos/kellerabteil/4229297126/31 32. Getting from A to B Current StatePeople, Culture, PractisesStructures, Services Information TechnologyTransformationBusiness Enivronment Vision & Values Strategy & GoalsTarget StateBusiness Enivronment Vision & Values Strategy & Goals People, Culture, PractisesStructures, Services Information Technology32 33. without losing the Big Picture Current StatePeople, Culture, PractisesStructures, Services Information TechnologyTransformationBusiness Enivronment Vision & Values Strategy & GoalsTarget StateBusiness Enivronment Vision & Values Strategy & Goals People, Culture, PractisesStructures, Services Information TechnologyIntranet 33 34. Without losing the Big Picture Current StatePeople, Culture, PractisesStructures, Services Information TechnologyTransformationBusiness Enivronment Vision & Values Strategy & GoalsTarget StateBusiness Enivronment Vision & Values Strategy & Goals People, Culture, PractisesStructures, Services Information TechnologyIntranet 34 35. Can Engagement help us out?35 36. What really affects employee engagement We did some specific work looking at the effect of flexible benefits on employee engagement. We looked at everything from health club memberships to profit-related pay to crche schemes for kids. The only benefit we found that seemed to affect engagement scores was flexible working If you have a flexible working culture, it means youve probably got a culture of trust a culture where your managers get on and believe that people can work under their own steam. - Wayne Clarke, Managing Partner of Best Companies 36 37. What really affects employee engagementA close analysis of nearly 12,000 diary entries, together with the writers daily ratings of their motivation and emotions, shows that making progress in ones work even incremental progress is more frequently associated with positive emotions and high motivation than any other workday event. Amabile, Teresa M., and Steve J. Kramer. "What Really Motivates Workers." Harvard Business Review 88, no. 1 (January - February 2010): 44-4537 38. Why changing the Intranet is not enough WorkPhysical WorkplaceDigital WorkplaceStructures & ProcessesConditionsBuilding DesignDevicesSoftwareFlexibilityWorkplace DesignInformationServicesWork CultureFinancialCommon Area DesignSourcingServices - Engagement Meaningful Goals Personal Recognition -