Digital Strategies for Employee Engagement
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Transcript of Digital Strategies for Employee Engagement
1
Online
Strategies
for Employee
Engagement
Vienna
31.10.2013
Stephan Schillerwein
www.schillerwein.net
www.intranet-matters.de
@IntranetMatters
Workshop 1 – Quadriga Internals Communications Conference
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
…
3
WHY ALL THIS HYPEAROUND ENGAGEMENT ?
4
Employee
Engagement
is not a
soft factor!
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
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
7
Companies rated well by their employeesperform better
Source: Prof. Zwi Segal, MotivaBased on employee reviews on http://www.glassdoor.com
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
9Photo credits: Thomas Bruce, http://www.flickr.com/photos/tbruce/194660449/
10
ANOTHER, EVEN BIGGERPROBLEM
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
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
13
Total productivity loss in knowledge work
14
Knowledge
Work is
fundament-
ally
different!
15
16
Organisations
Were not
Designed
for it!
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/
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
…
19
Evolution of WorkN
on
-ro
uti
ne
Ro
uti
ne
Manual Cognitive
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
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
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• ...
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
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
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
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
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 …
28
TWO PROBLEMS,ONE SOLUTION ?
29
Is there an opportunity to kill two birds with one stone?
???
EngagementInformation
Work
30
“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 - …
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
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
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
35
Can Engagement help us out?
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
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
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 - …
39
RE-DESIGNING WORK
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
41
Vision & Strategy: defining the right Scope
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
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
44
StoraEnso
Source: Intranet Reloaded, 2013
45
Tieto
Source: http://www.digitalworkplacegroup.com/2013/05/14/screenshots-tieto-has-most-operational-intranet-youve-ever-seen/
46
German Police: Case Management
47
Cowi: Project support
Source: i2 Summit, 2012
48
Bosch: Who can help me with … ?
49
Heineken: Social Learning
50
Thomson Reuters: People profiles are key
Source: Intranet Benchmarking Forum, 2011
51
Enter: Gamification
Source: Digital Workplace 24, 2013
52
Barclays
Source: Digital Workplace 24, 2013
53
54
Social Intranets & Employee Engagement
Source: Chris McGrath & Ephraim Freed, ThoughtFarmer: «SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT», 2012
55
Solution Concept: getting Design, Quality, Usability, … right
56
Intranets & Design: 3 «worlds»
Putting your Brand on the Intranet
Branding your Intranet
Your Intranet supports «living» your Brand
57
Putting your Brand on the Intranet
Source: Digital Workplace 24 (2013)
58
Branding your Intranet
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
60
Some examples
Brand Value
Trusted
IntranetAccurate, up-to-date content
Always on
Participatory elements well moderated
Everything links to people
61
Some examples
Brand Value
Customer Satisfaction
IntranetHigh Findability
User-centered design process
Feedback mechanisms
All in one place
62
Areas of Action – an Overview
Basics
• Design
• Usability
• Readability
• Findability
Culture
• Management leads byexample
• Fostering entrepreneurship
• Involve people
63
System Evaluation: it’s not just about featuresanymore …
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
65
66
Adaption Support: engage users in a way thatdrives change & acceptance
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, …)
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
69
TO SUM UP
70
Source: http://www.wallpaperlibrary.net/12261/2013/albert-einstein-wallpapers-quotes/albert-einstein-wallpapers-quotes-2/
71
Questions ?