Transcript
Page 1: Digital Strategies for Employee Engagement

1

Online

Strategies

for Employee

Engagement

Vienna

31.10.2013

Stephan Schillerwein

[email protected]

www.schillerwein.net

www.intranet-matters.de

@IntranetMatters

Workshop 1 – Quadriga Internals Communications Conference

Page 2: Digital Strategies for Employee Engagement

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 Challenge Intranet & Digital Workplace Advisor

Project Focus:

Vision & Strategy

Coaching & Enabling

System evaluation

Intranet Methodology

360° Intranet Assessment

Findability

Lean specification

Organisational Concepts

Page 3: Digital Strategies for Employee Engagement

3

WHY ALL THIS HYPEAROUND ENGAGEMENT ?

Page 4: Digital Strategies for Employee Engagement

4

Employee

Engagement

is not a

soft factor!

Page 5: Digital Strategies for Employee Engagement

5

Productivity loss due to activeDisengagement according to Gallup

• 450 – 550 billionUS$/yearUSA

• 151 – 186 billionUS$/yearGermany

• 83 – 112 billionUS$/yearUK

Source: Gallup, State of the Global Workplace 2011-2012,http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspxBased on 230’000 employees from 142 countries

Page 6: Digital Strategies for Employee Engagement

6

Engagement and Performance

Source: Gallup, State of the Global Workplace 2011-2012,http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspxBased on 230’000 employees from 142 countries

According to Gallup, employee engagement leads tohigher numbers on all positive performanceindicators (e.g. productivity, customer ratings) andlower numbers on all negative performanceindicators (e.g. absenteeism, turnover, defects).

See chart on page 22 in Gallup’s «State of the Global Workplace» report

Page 7: Digital Strategies for Employee Engagement

7

Companies rated well by their employeesperform better

Source: Prof. Zwi Segal, MotivaBased on employee reviews on http://www.glassdoor.com

Page 8: Digital Strategies for Employee Engagement

8

State of Employee Engagement

Source: Gallup, State of the Global Workplace 2011-2012,http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspxBased on 230’000 employees from 142 countries

According to Gallup, only 13% of employees areengaged

See chart on page 12 in Gallup’s «State of the Global Workplace» report

Page 9: Digital Strategies for Employee Engagement

9Photo credits: Thomas Bruce, http://www.flickr.com/photos/tbruce/194660449/

Page 10: Digital Strategies for Employee Engagement

10

ANOTHER, EVEN BIGGERPROBLEM

Page 11: Digital Strategies for Employee Engagement

11

The State of Knowledge WorkE

conom

y U.S. economy loses $900b

to $1.5t a year

UK economy loses

£67b a year

Em

plo

yees

Hidden cost $14k per

employee/year

More than half of

information needed not

searchable

Manag

em

ent

Organizational

performance down by 29%

25% time loss due

to overload

underperformance in dealing

with complexity

1 in 2 lacks cross-

organizational

information

information not

available in time

1 in 3 searches not

successful

1 in 2 managers

overloaded with

information

70% of customer agents

lack information

Important information

hard to find for 1 in 2

40% use wrong

information

63% make critical

decisions w/o being

informed

86% not prepared for

information risk issues

Searching takes up to 2 hours

per day

© 2011, Infocentric Research AG

Page 12: Digital Strategies for Employee Engagement

12

Just one small example of what’s wrong today

Source: Vin Jones, Business Practices That Refuse To Die #44: Email Trees,http://www.youtube.com/watch?v=QIqA_YKeboc

Page 13: Digital Strategies for Employee Engagement

13

Total productivity loss in knowledge work

Page 14: Digital Strategies for Employee Engagement

14

Knowledge

Work is

fundament-

ally

different!

Page 15: Digital Strategies for Employee Engagement

15

Page 16: Digital Strategies for Employee Engagement

16

Organisations

Were not

Designed

for it!

Page 17: Digital Strategies for Employee Engagement

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/

Page 18: Digital Strategies for Employee Engagement

18

Cognitive Work has always been around, but …

Picture credit: "Gabriele - Die perfekte Sekretärin: 1956 Chefs mit kleinen Fehlern», diepuppenstubensammlerin, http://www.flickr.com/photos/diepuppenstubensammlerin/5668327945/

Few people

Few functions

Few tasks

Not cross-…

No end in itself

Page 19: Digital Strategies for Employee Engagement

19

Evolution of WorkN

on

-ro

uti

ne

Ro

uti

ne

Manual Cognitive

Page 20: Digital Strategies for Employee Engagement

20

Knowledge work only works, if there is …

• Autonomy

• Mastery

• (shared) Purpose

• Fairness

See also: http://www.ted.com/talks/dan_pink_on_motivation.html

Page 21: Digital Strategies for Employee Engagement

21

Who is doing information work? The Mayority …

40% = low

33% = high

27% = medium

• Highly affected:• Executives• People Managers• Project Managers• Knowledge Workers• Sales People• Analysts• R&D• HR• …

• Less affected:• Transaction Workers• Production Workers• …

Source: The work foundation: “Knowledge Workers and Knowledge Work - A Knowledge Economy Programme Report, 2009

«On average, 80% of all employees in an organization are knowledge workers»18% - No analysis tasks24% - Few35% - Many23% - CoreSource: CIO Executive Board, IT Practice, “Technology-Enabled Employee Productivity Survey,” 2012

Page 22: Digital Strategies for Employee Engagement

22

What kind of tasks are affected by knowledgework? Core capabilities …

Customer Relationship

ProductLeadership

EmployeeRelationship

Operational Excellence

• Innovation• Collaboration• Networking• Projects• Transformation• Agility• Productivity• Process-

Improvement• Ability to Change• Creating Culture• Deriving value

from information • Learning

organisation• ...

Page 23: Digital Strategies for Employee Engagement

23

What affects organizational capability to execute strategy most?

Enterprises fail at strategy execution because

they focus on the wrong areas

MotivatorsStructural

Reorg-anization

DecisionRights

Information Flows

Source: Harvard Business Review: “The Secrets to Successful Strategy Execution”, Booz & Company, 2008

Page 24: Digital Strategies for Employee Engagement

24

Outdated Ways of Working

• 82% of employees say that «the way we worktoday is out of date and prevents us from beingas effective and efficient as we could be.»(even 89% in large businesses)

• 60% think that document processes are not moreefficient today in 2009

Source: A New Perspective: Ricoh Document Governance Index 2012, http://thoughtleadership.ricoh-europe.com/chde/anewperspective

Page 25: Digital Strategies for Employee Engagement

25

Outperformers value information more

Source: “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

Page 26: Digital Strategies for Employee Engagement

26

Communication drives Productivity

40% of employees productivity is directly explained by the amount of communication they have with others to discover, gather and internaliseinformation. 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 LLC

Page 27: Digital Strategies for Employee Engagement

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 hasn’t realized that they have the same problem

as well, yet …

Page 28: Digital Strategies for Employee Engagement

28

TWO PROBLEMS,ONE SOLUTION ?

Page 29: Digital Strategies for Employee Engagement

29

Is there an opportunity to kill two birds with one stone?

???

EngagementInformation

Work

Page 30: Digital Strategies for Employee Engagement

30

“Solutioneering” … means putting solutions before problems. - Jeff Crofthttp://jeffcroft.com/blog/2008/jan/10/solutioneering-or-putting-solutions-problems/

Page 31: Digital Strategies for Employee Engagement

31Photo credits: «kellerabteil», http://www.flickr.com/photos/kellerabteil/4229297126/

MarketBusiness Modell

WorkDigital

WorkplaceIntranet

Digital Business Transformation – Enterprise Design – Future of Work - …

Page 32: Digital Strategies for Employee Engagement

32

Getting from «A» to «B» …

Business EnivronmentVision & Values

Strategy & GoalsPeople, Culture, Practises

Structures, ServicesInformationTechnology

Business EnivronmentVision & Values

Strategy & GoalsPeople, Culture, Practises

Structures, ServicesInformationTechnology

Transfo

rmatio

n

Current State Target State

Page 33: Digital Strategies for Employee Engagement

33

… without losing the «Big Picture»

Business EnivronmentVision & Values

Strategy & GoalsPeople, Culture, Practises

Structures, ServicesInformationTechnology

Business EnivronmentVision & Values

Strategy & GoalsPeople, Culture, Practises

Structures, ServicesInformationTechnology

Transfo

rmatio

n

Current State Target State

Intranet

Page 34: Digital Strategies for Employee Engagement

34

Without losing the «Big Picture»

Business EnivronmentVision & Values

Strategy & GoalsPeople, Culture, Practises

Structures, ServicesInformationTechnology

Business EnivronmentVision & Values

Strategy & GoalsPeople, Culture, Practises

Structures, ServicesInformationTechnology

Transfo

rmatio

n

Current State Target State

Intranet

Page 35: Digital Strategies for Employee Engagement

35

Can Engagement help us out?

Page 36: Digital Strategies for Employee Engagement

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 crèche 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 you’ve 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

Page 37: Digital Strategies for Employee Engagement

37

What really affects employee engagement

„A close analysis of nearly 12,000 diary entries, together with the writers’ daily

ratings of their motivation and emotions, shows that making progress in one’s 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): 44-45

Page 38: Digital Strategies for Employee Engagement

38

Why changing the Intranet is not enough

Work

PhysicalWorkplace

Building Design

Common Area Design

WorkplaceDesign

Services

Digital Workplace

Devices

Software

Information

Services

Conditions

Financial

Flexibility

Structures & Processes

Sourcing Work Culture

… - Engagement – Meaningful Goals – Personal Recognition - …

Page 39: Digital Strategies for Employee Engagement

39

RE-DESIGNING WORK

Page 40: Digital Strategies for Employee Engagement

40

Intranet & Digital Workplace Project Structure Plan

Operations: Use & Sustain

Go-Live Process Project Review Technical Operations Business Operations

Phase 3b: Build & Implement (Business-Stream)

Adoption Support Creation & Migration Roll-out of organisational concept

Phase 3a: Build & Implement (Technology-Stream)

Technical Concept System Setup Implementation Content Integration Testing & Quality Assurance

Phase 2: Prepare & Design

Business Requirements Roadmap Solution Concept Organisational Concept System Evaluation

Phase 1: Explore & Envision

Analysis Vision & Strategy

Phase 0: Project Initialisation

Business Case Project Scope Project Setup

xPh

aseA

: Pro

ject & Exp

ectation

Man

agemen

t

xPh

aseB

: Ch

ange M

anagem

ent

xPh

aseC

: Co

mm

un

ication

Stephan Schillerwein, version 1.5 – Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License

Page 41: Digital Strategies for Employee Engagement

41

Vision & Strategy: defining the right Scope

Page 42: Digital Strategies for Employee Engagement

42

From basic Intranets to the Digital WorkplaceAn Intranet & Digital Workplace Maturity Modell© Infocentric Research, 2013

• News• Information library• Employee self-service• Simple applications

Providing Information

Focu

s Enabling generic Interaction

Specific Work Support

Tech

no

-lo

gie

s

Bu

sin

ess

Val

ue

• Advanced Social Collaboration

• Advanced integration & applications

• Strong people profiles• Advanced and more

specific process support, e.g project, innovation and front-line management

• Enterprise search• Support any kind of

information• …

Mat

uri

ty

Stage 1:Basic Intranet

Stage 2:Extended Intranet

• Basic Social Media & Collaboration

• Generic process support

• Extended people profiles

• Enhanced applications & Integration

• Personalization

Stage 3:Basic Digital Workplace

Business Transformation

Stages 4 and beyond:Full Digital Workplace

• Holistic process support throughout and beyond the organization

• “Meta functionality” (e.g. Social, Collabor-ation, …) integrated in all components

• Context and intelligent filtering

• Near seamless integration

• Universal Inbox• Continual reshaping of

the organization• Change, Culture &

Engagement driver• …

Industry average Innnovators

Content

Collaboration

Documents

Portal

Search

Other, specific

Mid-/long-term Vision

Page 43: Digital Strategies for Employee Engagement

43

The Scope of the Digital Workplace

Connecting & Sharing

Generic CORE Services

Infrastructure & Cross-system functions

Managing Information

Enabling changeWorking together

InnovatingManaging Projects, Programmes and Portfolios

Supporting processesMaking decisions

Roles & Rights ManagementPersonalisation

Channels & devices

SearchIntelligent Filtering / Recommendations

Meta- & Masterdata Management

Analytics & ReportingCustom Development

Integration of Applications

Personal Dashboard

Activity StreamsPersonal Information Management

Universal Inbox

Specific CORE Services

Operational Excellence Related Processes

Employee Related Processes

Product Related Processes

Customer Related Processes

Stephan Schillerwein, version 1.1 – Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License

Page 44: Digital Strategies for Employee Engagement

44

StoraEnso

Source: Intranet Reloaded, 2013

Page 45: Digital Strategies for Employee Engagement

45

Tieto

Source: http://www.digitalworkplacegroup.com/2013/05/14/screenshots-tieto-has-most-operational-intranet-youve-ever-seen/

Page 46: Digital Strategies for Employee Engagement

46

German Police: Case Management

Page 47: Digital Strategies for Employee Engagement

47

Cowi: Project support

Source: i2 Summit, 2012

Page 48: Digital Strategies for Employee Engagement

48

Bosch: Who can help me with … ?

Page 49: Digital Strategies for Employee Engagement

49

Heineken: Social Learning

Page 50: Digital Strategies for Employee Engagement

50

Thomson Reuters: People profiles are key

Source: Intranet Benchmarking Forum, 2011

Page 51: Digital Strategies for Employee Engagement

51

Enter: Gamification

Source: Digital Workplace 24, 2013

Page 52: Digital Strategies for Employee Engagement

52

Barclays

Source: Digital Workplace 24, 2013

Page 53: Digital Strategies for Employee Engagement

53

Page 54: Digital Strategies for Employee Engagement

54

Social Intranets & Employee Engagement

Source: Chris McGrath & Ephraim Freed, ThoughtFarmer: «SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT», 2012

Page 55: Digital Strategies for Employee Engagement

55

Solution Concept: getting Design, Quality, Usability, … right

Page 56: Digital Strategies for Employee Engagement

56

Intranets & Design: 3 «worlds»

Putting your Brand on the Intranet

Branding your Intranet

Your Intranet supports «living» your Brand

Page 57: Digital Strategies for Employee Engagement

57

Putting your Brand on the Intranet

Source: Digital Workplace 24 (2013)

Page 58: Digital Strategies for Employee Engagement

58

Branding your Intranet

Page 59: Digital Strategies for Employee Engagement

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 workday

Page 60: Digital Strategies for Employee Engagement

60

Some examples

Brand Value

Trusted

IntranetAccurate, up-to-date content

Always on

Participatory elements well moderated

Everything links to people

Page 61: Digital Strategies for Employee Engagement

61

Some examples

Brand Value

Customer Satisfaction

IntranetHigh Findability

User-centered design process

Feedback mechanisms

All in one place

Page 62: Digital Strategies for Employee Engagement

62

Areas of Action – an Overview

Basics

• Design

• Usability

• Readability

• Findability

Culture

• Management leads byexample

• Fostering entrepreneurship

• Involve people

Page 63: Digital Strategies for Employee Engagement

63

System Evaluation: it’s not just about featuresanymore …

Page 64: Digital Strategies for Employee Engagement

64

Choosing a System is a different Game now

Intranet Digital Workplace

Front-end Functionality& Interaction Design

low high

Scope singular & isolated multi-dimensional & integrated

Power-Users few all

Stakeholders few all

Investment on top ofLicences

Low high

Market Maturity ok Low

Page 65: Digital Strategies for Employee Engagement

65

Page 66: Digital Strategies for Employee Engagement

66

Adaption Support: engage users in a way thatdrives change & acceptance

Page 67: Digital Strategies for Employee Engagement

67

Change by Engagement @ Scale

What?

«Engagament @ Scale» is a concept introduced by the DachisGroup 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, …) thatscales 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 doesn’t create

engagement• Most techniques used to involve employees have low

engagement (e.g. surveys, top-down communication, …)

Page 68: Digital Strategies for Employee Engagement

68

Change by Engagement @ Scale

How? 1. Real-time involvement through an open, collaborative project platform (discuss, jointly work on wireframes, …)

2. Don’t 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 projects

Explore & Envision

Prepare & Design

Build & Implement

Use & Sustain

12

34

Page 69: Digital Strategies for Employee Engagement

69

TO SUM UP

Page 70: Digital Strategies for Employee Engagement

70

Source: http://www.wallpaperlibrary.net/12261/2013/albert-einstein-wallpapers-quotes/albert-einstein-wallpapers-quotes-2/


Top Related