Published on March 18, 2014
1 Using your Intranet to boost Employee Engagement Utrecht (NL) 18.03.2013 Stephan Schillerwein email@example.com www.schillerwein.net www.intranet-matters.de @IntranetMatters Breakout Session 1 – Congres Intranet 2014
2 WHY ALL THIS HYPE AROUND EMPLOYEE ENGAGEMENT ?
3 Employee Engagement is not a soft factor!
4 Productivity loss due to active Disengagement • 450 – 550 billion US$/yearUSA • 151 – 186 billion US$/yearGermany • 83 – 112 billion US$/yearUK Source: Gallup, State of the Global Workplace 2011-2012, http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx Based on 230’000 employees from 142 countries
5 Engagement and Performance Source: Gallup, State of the Global Workplace 2011-2012, http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx Based on 230’000 employees from 142 countries According to Gallup, employee engagement leads to higher numbers on all positive performance indicators (e.g. productivity, customer ratings) and lower numbers on all negative performance indicators (e.g. absenteeism, turnover, defects). See chart on page 22 in Gallup’s «State of the Global Workplace» report
6 Companies rated well by their employees perform better Source: Prof. Zwi Segal, Motiva Based on employee reviews on http://www.glassdoor.com
7 State of Employee Engagement Source: Gallup, State of the Global Workplace 2011-2012, http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx Based on 230’000 employees from 142 countries According to Gallup, … • only 13% of employees are engaged • 63% are not engaged • 24% are actively disengaged See chart on page 12 in Gallup’s «State of the Global Workplace» report
8 The Netherlands & Western Europe • Lowest percentage of engaged employees – 9% • Highest percentage of not engaged employees – 80% • Good results in regard to actively disengaged employees – 11% Source: Gallup, State of the Global Workplace 2011-2012, http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx Based on 230’000 employees from 142 countries
9Photo credits: Thomas Bruce, http://www.flickr.com/photos/tbruce/194660449/
10 ANOTHER, EVEN BIGGER PROBLEM
11 Some Facts about Knowledge Work 25 % Time-loss due to information overflow and interruptions 29 % Reduction in organisational performance 63 % Managers taking business critical decisions w/o the right information 14 k$ Cost per employee and year just for internal search 80 % of all knowledge is «bound to persons» 25 % Percentage that «outperformers» value information management more 85 % Employees who could be more productive if work was better organised 62 % Companies that don’t trust their own informations (and have no proper information management) 18 x more growth in employee engagement if social media is used internally 40 % of productivity is directly explained by the amount of communication amounf employees
12 Sources for previous slide 1. Basex: “Information Overload: Now $900 Billion – What is Your Organization’s Exposure?”, 2008, http://www.basexblog.com/2008/12/1 9/information-overload-now-900- billion-what-is-your-organizations- exposure/ 2. Capgemini, 2008 (as cited in: Stephen E. Arnold, Martin White: Successful Enterprise Search Management) 3. Capgemini: “The Information Opportunity Report“, 2008, http://www.uk.capgemini.com/news/p r/pr1605/ 4. IDC: “Hidden Costs of Information Work: A Progress Report”, 05/2009, http://www.idc.com/getdoc.jsp?contai nerId=217936 5. Giga Information Group, Inc.: “Collaboration and Communities: an Update”, 2002 1. IBM Global Business Services: “Business analytics and optimization for the intelligent enterprise”, 2009, http://www- 935.ibm.com/services/us/gbs/bus/html /gbs-business-analytics- optimization.html 2. Workplace Productivity Report, http://www.stuff.co.nz/the- press/news/8928152/Digital-stress- overwhelming-workers-study 3. AIIM Industry Watch: „State of the ECM Industry 2011” 4. Chris McGrath & Ephraim Freed, ThoughtFarmer: «SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT», 2012 (based on Research by Aberdeen Group) 5. Global Knowledge Training LLC (B. Bulleit): “Effectively managing team conflict”, 2006
13 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
14 Reasons for this massive Problem Lack of Education Lack of Awareness Lack of Understanding Diametral to (Power) Structures
15 Intrinsic Motivation, Meaningfulness Knowledge Work – the misunderstood key success factor in a high-tech, global world Manual Labour Case Work Knowledge Work 3Work types 60% of all employees have medium (27%) to high (33%) amounts of knowledge work in their jobs! Source: The work foundation: “Knowledge Workers and Knowledge Work, 2009 Planing, Steering, Processes Repetition, Standardisation Self-organisation, Autonomy, Empowerment Creativity, Finding Solutions Time- and Volume-based Today / Revenue Future / New
16 Knowledge Work is fundament- ally different!
18 Organisations Were not Designed for it! (Knowledge worK just happend…)
19 Understanding Knowledge Work is the key step in overcoming Knowledge related problems Knowledge Work is not about managing knowledge as an asset, but about (facilitating) the application of knowledge-based, cognitive and creative capabilities!
20 Knowledge work only works if conditions are right Pro • Autonomy • Mastery • (shared) Purpose • Fairness • Flexibility • Trust • Progress Contra • Red tape (Bureaucracy) • Micro-Management • Process • Barriers • Unsuitable Tools • Intransparency • Change adverse culture • Don’t «speak up» culture Engagement only works if conditions are right
21 TWO PROBLEMS, ONE SOLUTION ?
22 Is there an opportunity to kill two birds with one stone? ??? Employee Engagement Knowledge Work
23 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
24 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
25 Social Intranets & Employee Engagement Source: Chris McGrath & Ephraim Freed, ThoughtFarmer: «SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT», 2012
26 (RE-) DESIGNING YOUR INTRANET FOR EMPLOYEE ENGAGEMENT (AND BETTER KNOWLEDGE WORK)
27 Operations: Go Live, Use & Sustain Phase 3b: Build & Implement - Business-Stream(s) Adoption Support Creation & Migration Roll-out of organisational concept Phase 3a: Build & Implement - Technology-Stream(s) 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 Project Scope Project Setup Pre-Project: Business Case & Project Direction xPhaseA:Project&ExpectationManagement xPhaseB:ChangeManagement xPhaseC:Communication Stephan Schillerwein, version 1.6 – Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License Critical steps for Employee Engagement in an Intranet or Digital Workplace Project
28 Business Case & Project Direction: Identifying business problems and potentials
29 We have to stop putting solutions, features, even ideas, first …
30 … and start talking about business problems and potentials!
31 The Gap between Goals and Tools Business Goals Tools
32 Value Drivers bridge the Gap between Goals and Tools Business Goals Value Drivers Tools
33 What is a Value Driver? A simple example … Business Goals Value Drivers Tools … … … Deliver answers to customers faster Availability and findability of information Findability of persons and expertise … Rich Profiles User generated content Communities Enterprise Search Taxonomy management Semantic Software … … … …
34 How to find out which Value Drivers are most important for your organisation? People will tell you, when you ask them to describe the business problems and potentials for each Value Driver
35 Examples of Value Driver Workshop results 79% 78% 75% 74% 74% 69% 67% 60% 58% 56% 54% 53% 52% 52% 52% 50% 49% 47% 47% 46% 39% 38% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 02 - AUFFINDBARKEIT VON INFORMATIONEN 07 - WISSENSTAUSCH 12 - PROJEKTARBEIT 01 - VERFÜGBARKEIT INFORMATIONEN 05 - PERSÖNLICHE INFORMATIONSFLÜSSE 14 - PROZESSE 18 - STEUERBARKEIT INTRANET 13 - TRANSPARENZ ÜBER GESCHÄFT 09 - AUFFINDBARKEIT PERSONEN UND EXPERTISE 06 - ZUSAMMENARBEIT 22 - MITARBEITERPRODUKTIVITÄT 08 - KOMMUNIKATIONSMÖGLICHKEITEN 17 - VERBINDUNG INTRANET MIT ANDEREN SYSTEMEN 04 - VERFÜGBARKEIT VON BILDUNGSANGEBOTEN 15 - ENTSCHEIDUNGSFÄHIGKEIT UND -QUALITÄT 10 - INNOVATIONSKRAFT 19 - UNTERNEHMENSKULTUR 11 - MITARBEITERZUFRIEDENHEIT 03 - PAPIER-BASIERTE VORGÄNGE 20 - ARBEITGEBERATTRAKTIVITÄT 16 - INFORMATIONSSICHERHEIT 21 - MARKENBOTSCHAFTERTUM Content Management Social Collaboration Projects Personal Dashboard Processes
36 Examples of Value Driver Workshop results «Strategy Radarchart» Use Cases Building Blocks Technology required Process-types
37 Examples of Value Driver Workshop results Root-cause analysis 0 20 40 60 80 100 120 Übergreifende Zusammenarbeit Organisation & Kultur Technologie & Funktionalitäten Informationssilos Struktur Sonstiges Anzahl Probleme nach UrsachenNumber of Problems grouped by Root-Causes Collaboration Culture Technology Silos Structure Misc
38 Outcome List of Business Objectives for our new Intranet • … • … • … • Help increase Employee Engagement • … • … • …
39 Vision & Strategy: creating lasting commitment and defining the right scope
40 Scope: News and Information is not enough My Work System A System B System C The old, information-centric Intranet The new, work-centric Intranet / Digital Workplace
41 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 Management Personalisation Channels & devices Search Intelligent Filtering / Recommendations Meta- & Masterdata Management Analytics & Reporting Custom Development Integration of Applications Personal Dashboard Activity Streams Personal 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
42 Solution Concept: Designing for Engagement
43 Intranets & Design: 3 «worlds» Putting your Brand on the Intranet Branding your Intranet Values*-based Intranet Design
44 Putting your Brand on the Intranet Source: Digital Workplace 24 (2013)
45 Branding your Intranet
46 Intranet Design based on Values The Intranet … leads by example promotes values designed acc. to values How it does this … integrated directly into employees tasks and activities in way that can be both seen and experienced always during the whole workday
47 Some examples Brand Value Trusted Intranet Accurate, up-to-date content Always on Participatory elements well moderated Everything links to people
48 Some examples Brand Value Customer Satisfaction Intranet High Findability User-centered design process Feedback mechanisms All in one place
49 Adaption Support: engage users in a way that drives change & acceptance
50 Talk about the process! - Capgemini Consulting: „Change Management-Studie 2008, Business Transformation – Veränderungen erfolgreich gestalten“
51 Example of a Change Mangement Plan 1. Real-time involvement through an open, collaborative project platform 2. Define what behaviour changes will be necessary, define gaps and actions 3. Involve users by creating (simple) prototypes early to validate solution approaches, iterate and test again 4. Multiple pilots, including Senior Management to demonstrate both the will for change and the future solution 5. Specify and roll-out of a multi-level workplace-coach program Explore & Envision Prepare & Design Build & Implement Use & Sustain 1 3 4 5 2
52 TO SUM UP
53 Source: http://www.wallpaperlibrary.net/12261/2013/albert-einstein-wallpapers-quotes/albert-einstein-wallpapers-quotes-2/
54 About Stephan Schillerwein Extensive experience (15+ years) in Digital Media and Information Management, specializing in Intranets, Social Collaboration and the Digital Workplace Worked for organizations of all sectors & sizes Formerly Online and Intranet Manager at several large enterprises and Director at the Intranet Benchmarking Forum Business computer scientist – speaks language of “both sides” Author, conference speaker, seminar trainer, blogger, … Partner of the Worldwide Intranet Challenge Intranet & Digital Workplace Advisor 100+Projects 50+Companies 1large, international Partner Network 0contracts with Software Vendors Project Focus: Vision & Strategy Coaching & Enabling System evaluation Lean Intranet Projects 360 Intranet Assessment Findability & Semantic Change Management …
55 I’m also a collector of … Intranet Names Intranet Cases Studies Digital Workplace Maturity models … All on http://www.intranet-matters.de/
56 Questions ? Designing the Future of Work for a Digital & Social World
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