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© 2011 Forrester Research, Inc. Reproduction Prohibited1 © 2009 Forrester Research, Inc. Reproduction Prohibited
Workforce Technology Assessment A Fact-Based Approach To Needs Analysis
Ted Schadler, VP & Principal Analyst, coauthor of Empowered
Phil Karcher, Researcher
February 15, 2011
© 2011 Forrester Research, Inc. Reproduction Prohibited2Source: Foundation3D
Forrester makes IT leaders successful by helping them use data to analyze the real needs of employees and move beyond one-size-fits-all provisioning.
© 2011 Forrester Research, Inc. Reproduction Prohibited3
Top reasons IT needs data on how employees use technology to get work done
Knowing if people are satisfied with our technologies and service matters to me
Ensuring strong adoption of workplace technologies matters to me
Having hard data to support my technology decisions is required by my company
Knowing how people use their computers impacts how I evaluate workplace tools
I’m concerned about software we’ve licensed going unused
I frequently need help justifying workplace technology investments
I’ve considered provisioning different tools to people based on their needs 33%
36%
48%
53%
59%
71%
82%
“How much do you agree with the following statements?” [Agree and Strongly agree]
Base: 123 IT decision makers
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A Workforce Technology Assessment provides comprehensive & accurate data to support your key IT initiatives
Smartphone or tablet strategy
Telecommuting / teleworking investments
Collaboration needs assessments
Workforce segmentation projects
Technology populism, aka consumerization of IT
Virtual desktop and next-gen client
computing strategy
Windows 7 or Office 2010 upgrades
Information security risk assessments
Employee portals assessments
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How Workforce Technology Assessments help
Save money on computers and software• Find out who really needs a laptop or smartphone• Decide which employees can use desktop virtualization• Negotiate on software licenses
Prioritize hardware and software deployments• Decide who gets the new computers first• Pick the right software to match what people really need• Identify which groups are eager and which will resist a new tool
Drive technology adoption and culture change• Find out why people aren’t using the new tools• Recommend and tailor training programs based on need• Identify problem areas early to avoid stalled projects
Use workforce personas to get business people on board• Define distinct user segments based on technology needs• Talk to business sponsors about their workers and personas• Be a consultant to the business to advise them on the best tools to use
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Workforce Technology Assessment project schedule
Delivery eventPresent findings to drive decisions and action.
Prepare charts & make recommendationsReveal the stories hidden in the data.
Field survey; analyze results; create segmentsField survey to a representative sample of employees.
Design survey; build consensus on goalsBuild survey from proven question modules.
Interview business & IT stakeholdersGather information about goals and questions.
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Questions tested and validated through real-world survey experience and analysis
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Case Studies
1. Financial Services (150,000 employees)– Segmented employees on mobility & information risk to
inform the mobile strategy and investments
2. Government (13,000 employees)– Analyzed the opportunities and barriers to improve
productivity through collaboration and telework
3. Transportation (62,000 employees)– Segmented the workforce to define the next-generation
information workplace and optimize Microsoft licenses
4. Defense (100,000 employees)– Analyzed the opportunities to support social collaboration
and especially Gen Y employees
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Example workforce segmentation
17%
28%
30%
25%
Low need for mobility
High need for mobility
Low information risk
High information risk
Connected – Confidential Data
Access
Connected – No Special Access
Mobile – Confidential Data Access
Mobile – No Special Access
Base: x,xxx employees
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Behaviors• 74% use a laptop, 31% use a
smartphone.• 49% use IM; 25% use social networks
for work.• Use devices from 5 locations on
average.
Characteristics• 28% of the information workforce• Manager, marketing, sales• College or post-graduate degree
Opportunities• Provide more telecommuting support• Some would like mobile Web
conferencing• Candidate for bring-your-own
computer
“Give me the tools to stay in touch and be
productive no matter where I am.”
Example of a workforce persona
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Workforce personas can save you money on licensing
Workforce persona # in each group
Edition Needed
Total cost(millions)
Mobile – Confidential Access 28,000 Enterprise $4.2
Connected – Confidential Access 17,000 Enterprise $2.6
Mobile – No Special Access, 25,000 Standard $2.5
Connected – No Special Access 30,000 Standard $3.0
TOTALS 100,000 $12.3
Savings over Enterprise Edition for all employees $2.7
Understand the right size of investment needed for each type of worker so you can make smarter purchasing decisions.
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Forrester’s qualifications
Unique Workforce Technology Assessment methodology
12 years of experience with quantitative studies
Workforce survey design, fielding, analysis, and segmentation skills
A deep understanding of the needs of employees and IT professionals
Expertise in Information Workplace strategy and related technologies
Three years of experience doing workforce assessment projects
A prebuilt and tested library of question modules
Independence and objectivity
Research-based consulting
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Relevant published research
Portrait Of A Government Information Worker
A Fact-Based Approach To Workforce Technology Assessment
Harnessing The Power Of Workforce Personas
Understanding The Influential Information Worker
The State Of Workforce Technology Adoption: US Benchmark
2009
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“Your deliverables will be foundational to the technologies and hardware we want to introduce in
the next couple of years at [our company].”- Fortune 100 financial services company
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For more information, please contact . . .
Ted Schadler+1 617.613.5975tschadler@forrester.com
www.forrester.com
Phil Karcher+1 617.613.6646pkarcher@forrester.com
www.forrester.com