Digital Strategies for Employee Engagement

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


1. Vienna 31.10.2013 Stephan Schillerwein @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, 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, 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 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, Based on 230000 employees from 142 countries8 9. Photo credits: Thomas Bruce, 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, 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, Boston Public Library, 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, 19. RoutineNon-routineEvolution of WorkManualCognitive19 20. Knowledge work only works, if there is Autonomy Mastery (shared) Purpose Fairness See also: 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, 24 25. Outperformers value information moreSource: Business analytics and optimization for the intelligent enterprise by IBM Global Business Services (2009), 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 31. IntranetDigital WorkplaceWorkBusiness ModellMarketDigital Business Transformation Enterprise Design Future of Work - Photo credits: kellerabteil, 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 - 38 39. RE-DESIGNING WORK39 40. Intranet & Digital Workplace Project Structure Plan Phase 0: Project Initialisation Business CaseProject ScopeProject SetupAnalysisVision & StrategyRoadmapSolution ConceptOrganisational ConceptSystem EvaluationPhase 3a: Build & Implement (Technology-Stream) Technical ConceptSystem SetupImplementationContent IntegrationTesting & Quality AssurancePhase 3b: Build & Implement (Business-Stream) Adoption SupportCreation & MigrationRoll-out of organisational conceptxPhase B: Change ManagementBusiness RequirementsxPhase C: CommunicationPhase 2: Prepare & DesignxPhase A: Project & Expectation ManagementPhase 1: Explore & EnvisionOperations: Use & Sustain Go-Live ProcessProject ReviewTechnical OperationsBusiness OperationsStephan Schillerwein, version 1.5 Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License 40 41. Vision & Strategy: defining the right Scope41 42. From basic Intranets to the Digital Workplace An Intranet & Digital Workplace Maturity ModellMid-/longterm Vision Infocentric Research, 2013Stages 4 and beyond: Full Digital WorkplaceBusiness ValueInnnovatorsStage 3: Basic Digital Workplace Stage 2: Extended Intranet Stage 1: Basic IntranetFocus News Information library Employee self-service Simple applications Basic Social Media & Collaboration Generic process support Extended people profiles Enhanced applications & Integration Personalization Enabling generic InteractionProviding InformationAdvanced Social Collaboration Advanced integration & applications Strong people profiles Advanced and more specific process support, e.g project, innovation and frontline management Enterprise search Support any kind of information Business TransformationSpecific Work SupportPortalHolistic process support throughout and beyond the organization Meta functionality (e.g. Social, Collaboration, ) integrated in all components Context and intelligent filtering Near seamless integration Universal Inbox Continual reshaping of the organization Change, Culture & Engagement driver MaturityIndustry averageOther, specificTechnologiesCollaborationDocuments ContentSearch42 43. The Scope of the Digital Workplace Personal DashboardActivity Streams Personal Information Management Universal Inbox Generic CORE ServicesSpecific CORE ServicesMaking decisionsSupporting processesCustomer Related ProcessesManaging Projects, Programmes and PortfoliosInnovatingProduct Related ProcessesWorking togetherEnabling changeEmployee Related ProcessesManaging InformationConnecting & SharingOperational Excellence Related ProcessesSearch Intelligent Filtering / Recommendations Meta- & Masterdata ManagementAnalytics & Reporting Custom Development Integration of ApplicationsInfrastructure & Cross-system functionsRoles & Rights Management Personalisation Channels & devicesStephan Schillerwein, version 1.1 Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License 43 44. StoraEnsoSource: Intranet Reloaded, 2013 44 45. TietoSource: 45 46. German Police: Case Management46 47. Cowi: Project supportSource: i2 Summit, 2012 47 48. Bosch: Who can help me with ?48 49. Heineken: Social Learning49 50. Thomson Reuters: People profiles are keySource: Intranet Benchmarking Forum, 2011 50 51. Enter: GamificationSource: Digital Workplace 24, 2013 51 52. BarclaysSource: Digital Workplace 24, 2013 52 53. 53 54. Social Intranets & Employee EngagementSource: Chris McGrath & Ephraim Freed, ThoughtFarmer: SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT, 201254 55. Solution Concept: getting Design, Quality, Usability, right55 56. Intranets & Design: 3 worldsPutting your Brand on the IntranetBranding your IntranetYour Intranet supports living your Brand56 57. Putting your Brand on the IntranetSource: Digital Workplace 24 (2013) 57 58. Branding your Intranet58 59. Using your Intranet to support living your Brand Imagine something that acts exactly in the way of the values your brand stands for directly ingrained into employees task and activity is visible and can be experienced during the whole workday59 60. Some examplesBrand ValueIntranet Accurate, up-to-date content Always onTrustedParticipatory elements well moderated Everything links to people60 61. Some examplesBrand ValueIntranet High FindabilityCustomer SatisfactionUser-centered design processFeedback mechanisms All in one place61 62. Areas of Action an OverviewBasicsCulture Design Usability Readability Findability Management leads by example Fostering entrepreneurship Involve people 62 63. System Evaluation: its not just about features anymore 63 64. Choosing a System is a different Game now IntranetDigital Workplacelowhighsingular & isolatedmulti-dimensional & integratedPower-UsersfewallStakeholdersfewallInvestment on top of LicencesLowhighokLowFront-end Functionality & Interaction Design ScopeMarket Maturity64 65. 65 66. Adaption Support: engage users in a way that drives change & acceptance66 67. Change by Engagement @ Scale What ?Engagament @ Scale is a concept introduced by the Dachis Group to extend the reach of an organisation in Social Marketing (beyond the Social Media Team). It is based on mobilising a large number of constituents (employess, partners, advocates, ) that scales more or less indefinitely.Why? Every employee is a customer limited reach of the Intranet Team People have very heterogenous requirements and use cases An expert-view might cover the facts, but doesnt create engagement Most techniques used to involve employees have low engagement (e.g. surveys, top-down communication, )67 68. Change by Engagement @ Scale How?1. Real-time involvement through an open, collaborative project platform (discuss, jointly work on wireframes, ) 2. Dont stop user involvement after gathering requirements, but include them in discussing the solution approaches 3. Pilot during the project, if possible with Senior Management to demonstrate both the will for change and the future solution 4. Iterative product design instead of big-bang projectsExplore & EnvisionPrepare & DesignBuild & ImplementUse & Sustain1 23 4 68 69. TO SUM UP69 70. Source: 71. Questions ?71