1 Using your Intranet to boost Employee Engagement Utrecht (NL) 18.03.2013 Stephan Schillerwein [email protected] www.schillerwein.net www.intranet-matters.de @ IntranetMatters Breakout Session 1 – Congres Intranet 2014
Oct 21, 2014
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Using your Intranet to boost
Employee
Engagement
Utrecht (NL)
18.03.2013
Stephan Schillerwein
www.schillerwein.net
www.intranet-matters.de
@IntranetMatters
Breakout Session 1 – Congres Intranet 2014
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Productivity loss due to activeDisengagement
• 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
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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
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Companies rated well by their employeesperform better
Source: Prof. Zwi Segal, MotivaBased on employee reviews on http://www.glassdoor.com
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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 are engaged
• 63% are not engaged
• 24% are actively disengaged
See chart on page 12 in Gallup’s «State of the Global Workplace» report
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The Netherlands & Western Europe
• Lowest percentage of engaged employees– 9%
• Highest percentage of not engaged employees– 80%
• Good results in regard to actively disengagedemployees– 11%
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
9Photo credits: Thomas Bruce, http://www.flickr.com/photos/tbruce/194660449/
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Some Facts about Knowledge Work
25%
Time-loss due to informationoverflow and interruptions
29%
Reduction in organisational performance
63%
Managers taking businesscritical decisions w/o theright information
14k$
Cost per employee and yearjust for internal search
80%
of all knowledge is «boundto persons»
25%
Percentage that «outperformers» value information managementmore
85%
Employees who could be moreproductive if work was betterorganised
62%
Companies that don’t trust their owninformations (and have no proper information management)
18x
more growth in employeeengagement if social media is usedinternally
40%
of productivity is directly explainedby the amount of communicationamounf employees
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Sources for previous slide
1. Basex: “Information Overload: Now $900 Billion – What is Your Organization’s Exposure?”, 2008, http://www.basexblog.com/2008/12/19/information-overload-now-900-billion-what-is-your-organizations-exposure/
2. Capgemini, 2008 (as cited in: Stephen E. Arnold, Martin White: SuccessfulEnterprise Search Management)
3. Capgemini: “The Information Opportunity Report“, 2008, http://www.uk.capgemini.com/news/pr/pr1605/
4. IDC: “Hidden Costs of Information Work: A Progress Report”, 05/2009, http://www.idc.com/getdoc.jsp?containerId=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
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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
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Reasons for this massive Problem
Lack of Education Lack of Awareness
Lack ofUnderstanding
Diametral to(Power) Structures
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Intrinsic Motivation, Meaningfulness
Knowledge Work – the misunderstood key success
factor in a high-tech, global world
Manual Labour Case Work Knowledge Work3 Work
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
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Understanding Knowledge Work is the key stepin 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!
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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
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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
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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
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Social Intranets & Employee Engagement
Source: Chris McGrath & Ephraim Freed, ThoughtFarmer: «SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT», 2012
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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 DirectionxP
hase
A: P
roject &
Expectatio
nM
anagem
ent
xPh
aseB
: Ch
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xPh
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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
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What is a Value Driver? A simple example …
Business Goals Value Drivers Tools
… … …
Deliver answers tocustomers faster
Availability and findabilityof informationFindability of persons andexpertise…
Rich ProfilesUser generated contentCommunitiesEnterprise SearchTaxonomy managementSemantic Software…
… … …
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How to find out which Value Drivers are mostimportant for your organisation?
People will tell you, when you ask themto describe the business problems and
potentials for each Value Driver
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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
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Examples of Value Driver Workshop results«Strategy Radarchart»
Use Cases Building Blocks
Technology required Process-types
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Examples of Value Driver Workshop resultsRoot-cause analysis
0
20
40
60
80
100
120
ÜbergreifendeZusammenarbeit
Organisation & Kultur Technologie &Funktionalitäten
Informationssilos Struktur Sonstiges
Anzahl Probleme nach UrsachenNumber of Problems grouped by Root-Causes
Collaboration Culture Technology Silos Structure Misc
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Outcome
List of Business Objectives forour new Intranet
• …• …• …• Help increase Employee
Engagement• …• …• …
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Scope: News and Information is not enough
My Work
System A
System B
System C
The old, information-centric Intranet
The new, work-centricIntranet / Digital Workplace
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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
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Intranets & Design: 3 «worlds»
Putting your Brand on the Intranet
Branding your Intranet
Values*-based Intranet Design
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Intranet Design based on Values
The Intranet …
leads by example
promotes values
designed acc. to values
How it does this …
integrateddirectly into employees tasks and activities
in way that can be both seen and experienced
alwaysduring the whole workday
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Some examples
Brand Value
Trusted
IntranetAccurate, up-to-date content
Always on
Participatory elements well moderated
Everything links to people
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Some examples
Brand Value
Customer Satisfaction
IntranetHigh Findability
User-centered design process
Feedback mechanisms
All in one place
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Talk about the process!
- Capgemini Consulting: „Change Management-Studie 2008, BusinessTransformation – Veränderungen erfolgreich gestalten“
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Example of a Change Mangement Plan
1. Real-time involvement through an open, collaborative project platform2. Define what behaviour changes will be necessary, define gaps and actions3. Involve users by creating (simple) prototypes early to validate solution
approaches, iterate and test again4. Multiple pilots, including Senior Management to demonstrate both the will
for change and the future solution5. Specify and roll-out of a multi-level workplace-coach program
Explore & Envision
Prepare & Design
Build & Implement
Use & Sustain
1
3
4
5
2
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Source: http://www.wallpaperlibrary.net/12261/2013/albert-einstein-wallpapers-quotes/albert-einstein-wallpapers-quotes-2/
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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
1 large, international Partner Network
0 contracts with Software Vendors
Project Focus:
Vision & Strategy
Coaching & Enabling
System evaluation
Lean Intranet Projects
360 Intranet Assessment
Findability & Semantic
Change Management
…
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I’m also a collector of …
Intranet Names
Intranet Cases Studies
Digital Workplace Maturity models
…
All on http://www.intranet-matters.de/
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Questions ?
Designing the Future of Work for a Digital & Social World