Leveraging an Employee Portal to Transform Corporate Communications
-
Upload
mark-gavora -
Category
Documents
-
view
1.706 -
download
2
description
Transcript of Leveraging an Employee Portal to Transform Corporate Communications
ArcamodaStrategy, Process, People & Technology
Using a Portal to Improve G&T Operations
And Make Communications a Strategic Business PartnerMark Gavora, Business Transformation & Change Management Lead, Arcamoda LLC. &
Kevin Osbourn, Communications Manager, East Kentucky Power
ArcamodaStrategy, Process, People & Technology
EKPC Before the Portal − Background
• Web communications to employees done only via Intranet Web site
1. Limited functionality Does not provide adequate value
2. Static, out-of-date content Supporting roles not defined or staffed
3. One dept. owned the site Not responsive business needs
4. Lacked collaboration Teamwork across functions remained
difficult
5. Accessed only at work Fails to account for evolving user base
• EKPC Launches Business Evolving Initiative in June 2009
ArcamodaStrategy, Process, People & Technology
Business Evolving Objectives
• Improve the efficiency and effectiveness of business operations
ArcamodaStrategy, Process, People & Technology
Business Evolving Objectives
• Create a portal support organizational structure with well-defined roles
• Enable the business to drive portal development rather than technology
• Leverage on-line collaboration tools to support inter-departmental projects
• Enable employees with any time, any place, any function access
ArcamodaStrategy, Process, People & Technology
EKPC Adopted Two Formulas
OO+NT=EOOOO is Old Organization
NT is New Technology
EOO is Expensive Old Organization
ArcamodaStrategy, Process, People & Technology
Our Goal Formula
OO+LT=TOOO is Old Organization
LT is Leveraged Technology
TO is Transformed Organization
ArcamodaStrategy, Process, People & Technology
Relevant Best Practices: the Elite Eight
1. Corporate Communications coordinates the Portal
2. Emphasize value over content
3. Build content from a defined organizational structure that balances the breadth and depth of content
4. Bring information to the users rather than have the users search for information
5. Sample users to validate your content organization
6. Integrate with a content management system and a highly structured search function
7. Strive for A3: Anytime, Anyplace, Any function access
8. Balance simplicity with functionality, but keep it simple
ArcamodaStrategy, Process, People & Technology
My PeopleNet is now available 1999 Benefits survey is complete
Move mouse over title to read the article
ArcamodaStrategy, Process, People & Technology
ArcamodaStrategy, Process, People & Technology
Portal Alignment with Key Objectives
Objective
• Improve efficiency & effectiveness of business
• Create a support organizational structure with well-defined roles
• Enable the business to drive portal development rather than technology
• Leverage on-line collaboration tools to support inter-departmental projects
• Enable employees with any time, any place, any function access
Supported by
• Made the portal transactional • Created defined roles for portal
operations, governance and functional management
• Created a Central Governance Committee
• Created multiple collaborative workspaces
• Granted all employees user ID and password
ArcamodaStrategy, Process, People & Technology
Design and Development Philosophy
• Start simple and build on success• Use a phased-in approach fitting business realities and
culture• Accommodate service demand and client business
needs though collaborative involvement • Manage with a steering team and functional ownership• Work within the IT umbrella• C-Level sponsorship and executive championing• Strong emphasis on communications and marketing
ArcamodaStrategy, Process, People & Technology
Methodology and Approach
•User reports, user satisfaction survey, ROI
Define a Vision and Metrics
•PeopleSoft ERP
•PeopleSoft Portal and Content Management
Establish a Foundation
•HR Transactions
•Time and Expenses
•Procurement and Inventory
Make Users Want it!
•Surveys
•Posters, success stories, town hall meetings, newsletter articles
Assess Feedback and Share the Joy!
•Portals are like sharks in the water. If they stop moving, they die.
Plan the Next Phase
ArcamodaStrategy, Process, People & Technology
KEY ISSUES TO MANAGE
ArcamodaStrategy, Process, People & Technology
Stakeholder Buy-In: Issues and Needs
Issues
• One department ownership • Executives want a solution to
reduce costs without damaging employee satisfaction
• Provide a tool that employees would know how to use
• Cultural readiness for communicating changes to the way employees do work
Needs
• Understand limitation of single departmental ownership
• Demonstrate reduced costs without decreasing satisfaction
• Create simple tools training to fill in gaps
• Release compelling communication without creating burning platform
ArcamodaStrategy, Process, People & Technology
Communications Painted a Vision
ArcamodaStrategy, Process, People & Technology
Roles: Issues and Needs
Issues
• Portal management roles did not exist at EKPC
• Staff not allocated for this work• Insufficient resources
Needs
• Position descriptions that list knowledge and skills needed to complete the work
• Hire more staff and/or change responsibilities of staff
ArcamodaStrategy, Process, People & Technology
Competencies: Issues and Needs
Issues
• Staff has no exposure to portal solutions
• New staff will have to be trained
• Align staff with technology
Needs
• Clear instruction on key activities
• Knowledge transfer to existing employees
ArcamodaStrategy, Process, People & Technology
WRAPPING UP
ArcamodaStrategy, Process, People & Technology
Common Value Measures
• ROI – hard• Labor Reduction• Cost Avoidance• Material Reduction
• ROI - soft • Satisfaction
• Usage• Feedback
ArcamodaStrategy, Process, People & Technology
Lessons Learned
• A business transformation is journey• Be sure you’ve adequately identified deliverables• Allow adequate time and resources to integrate modules• You will know you are successful when people start
asking you for greater functionality
ArcamodaStrategy, Process, People & Technology
Conclusions
• Portals provide the foundation to transform tactical communications into strategic communications
• Remember: portals are like sharks in the water. If they stop moving, they die
ArcamodaStrategy, Process, People & Technology
Remaining Questions and Discussion
4
ArcamodaStrategy, Process, People & Technology
Foundational
Sustaining
Why Change Management Efforts Fail
Compelling Need
VisionExecutive alignment
Steering team commitment
Strategic alignment
Training strategy
Policy updates
Performance management
Recognition programs
Push interventions for laggards
Succession planning
Post Go-live strategy
Post Go-live metrics
Risk mitigation strategy
Organizations tend to only focus here
Regular executive-level involvement
Competencies
Foundational
SustainingReadiness assessment
Training
Communications
Communication plan
Stakeholder analysis
Training needs assessment
Operations impact analysis
Ongoing support strategy