Digital Strategies for Employee Engagement

transcript

Online

Strategies

for Employee

Engagement

Vienna

31.10.2013

Stephan Schillerwein

stephan@schillerwein.net

www.schillerwein.net

www.intranet-matters.de

@IntranetMatters

Workshop 1 – Quadriga Internals Communications Conference

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

WHY ALL THIS HYPEAROUND ENGAGEMENT ?

Employee

Engagement

is not a

soft factor!

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

Engagement and Performance

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

Companies rated well by their employeesperform better

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

State of Employee Engagement

According to Gallup, only 13% of employees areengaged

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

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

ANOTHER, EVEN BIGGERPROBLEM

The State of Knowledge WorkE

y U.S. economy loses $900b

to $1.5t a year

UK economy loses

£67b a year

Hidden cost $14k per

employee/year

More than half of

information needed not

searchable

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

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

Total productivity loss in knowledge work

Knowledge

Work is

fundament-

different!

Organisations

Were not

Designed

for it!

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/

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

Evolution of WorkN

Manual Cognitive

Knowledge work only works, if there is …

• Autonomy

• Mastery

• (shared) Purpose

• Fairness

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

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

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• ...

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

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

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

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

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 …

TWO PROBLEMS,ONE SOLUTION ?

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

EngagementInformation

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

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

MarketBusiness Modell

WorkDigital

WorkplaceIntranet

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

Getting from «A» to «B» …

Business EnivronmentVision & Values

Strategy & GoalsPeople, Culture, Practises

Structures, ServicesInformationTechnology

Transfo

rmatio

Current State Target State

… without losing the «Big Picture»

Transfo

rmatio

Intranet

Without losing the «Big Picture»

Transfo

rmatio

Intranet

Can Engagement help us out?

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

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

Why changing the Intranet is not enough

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 - …

RE-DESIGNING WORK

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

ject & Exp

ectation

agemen

ange M

anagem

ication

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

Vision & Strategy: defining the right Scope

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

s Enabling generic Interaction

Specific Work Support

• 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• …

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

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

StoraEnso

Source: Intranet Reloaded, 2013

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

German Police: Case Management

Cowi: Project support

Source: i2 Summit, 2012

Bosch: Who can help me with … ?

Heineken: Social Learning

Thomson Reuters: People profiles are key

Source: Intranet Benchmarking Forum, 2011

Enter: Gamification

Source: Digital Workplace 24, 2013

Barclays

Source: Digital Workplace 24, 2013

Social Intranets & Employee Engagement

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

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

Intranets & Design: 3 «worlds»

Putting your Brand on the Intranet

Branding your Intranet

Your Intranet supports «living» your Brand

Putting your Brand on the Intranet

Source: Digital Workplace 24 (2013)

Branding your Intranet

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

Some examples

Brand Value

Trusted

IntranetAccurate, up-to-date content

Always on

Participatory elements well moderated

Everything links to people

Some examples

Brand Value

Customer Satisfaction

IntranetHigh Findability

User-centered design process

Feedback mechanisms

All in one place

Areas of Action – an Overview

Basics

• Design

• Usability

• Readability

• Findability

Culture

• Management leads byexample

• Fostering entrepreneurship

• Involve people

System Evaluation: it’s not just about featuresanymore …

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

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

Change by Engagement @ Scale

«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, …)

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

TO SUM UP

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

Questions ?