Slides from my workshop on the use of "internal digital" to foster employee engagement at Quadriga Internal Communications Conference in Vienna

1. Vienna
31.10.2013
Stephan Schillerwein
stephan@schillerwein.net
www.schillerwein.net
www.intranet-matters.de
@IntranetMatters
Online
Strategies
for Employee
Engagement
Workshop 1 – Quadriga Internals Communications Conference
1

2. About Stephan Schillerwein
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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
 …
2

3. 
WHY ALL THIS HYPE
AROUND ENGAGEMENT ?
3

4. Employee
Engagement
is not a
soft factor!
4

5. Productivity loss due to active
Disengagement according to Gallup
USA
• 450 – 550 billion
US$/year
Germany
• 151 – 186 billion
US$/year
UK
• 83 – 112 billion
US$/year
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

6. Engagement and Performance
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
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
6

7. Companies rated well by their employees
perform better
Source: Prof. Zwi Segal, Motiva
Based on employee reviews on http://www.glassdoor.com
7

8. State of Employee Engagement
According to Gallup, only 13% of employees are
engaged
See chart on page 12 in Gallup’s «State of the Global
Workplace» report
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
8

9. Photo credits: Thomas Bruce, http://www.flickr.com/photos/tbruce/194660449/
9

10. 
ANOTHER, EVEN BIGGER
PROBLEM
10

11. Management
Employees
Economy
The State of Knowledge Work
Organizational
performance down by 29%
U.S. economy loses $900b
to $1.5t a year
underperformance in dealing
with complexity
UK economy loses
£67b a year
More than half of
information needed not
searchable
Searching takes up to 2 hours
per day
Important information
hard to find for 1 in 2
Hidden cost $14k per
employee/year
25% time loss due
to overload
63% make critical
decisions w/o being
informed
information not
available in time
1 in 2 lacks crossorganizational
information
40% use wrong
information
© 2011, Infocentric Research AG
70% of customer agents
lack information
1 in 3 searches not
successful
86% not prepared for
information risk issues
1 in 2 managers
overloaded with
information
11

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
12

13. Total productivity loss in knowledge work
13

14. Knowledge
Work is
fundamentally
different!
14

15. 15

16. Organisations
Were not
Designed
for it!
16

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/
17

18. Cognitive Work has always been around, but …
Few people
Few functions
Few tasks
Not cross-…
No end in itself
…
Picture credit: "Gabriele - Die perfekte Sekretärin: 1956 Chefs mit kleinen Fehlern», diepuppenstubensammlerin, http://www.flickr.com/photos/diepuppenstubensammlerin/5668327945/
18

19. Routine
Non-routine
Evolution of Work
Manual
Cognitive
19

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
20

21. Who is doing information work? The
Mayority …
27% =
medium
40% =
low
33% = high
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 tasks
24% - Few
35% - Many
23% - Core
•
•
•
•
•
•
•
•
•
•
Highly affected:
Executives
People Managers
Project Managers
Knowledge Workers
Sales People
Analysts
R&D
HR
…
•
•
•
•
Less affected:
Transaction Workers
Production Workers
…
Source: CIO Executive Board, IT Practice, “Technology-Enabled Employee
Productivity Survey,” 2012
21

22. What kind of tasks are affected by knowledge
work? Core capabilities …
•
•
•
•
•
•
•
•
•
•
•
•
•
Innovation
Collaboration
Networking
Projects
Transformation
Agility
Productivity
ProcessImprovement
Ability to Change
Creating Culture
Deriving value
from information
Learning
organisation
...
Customer
Relationship
Operational
Excellence
Product
Leadership
Employee
Relationship
22

23. What affects organizational capability to execute
strategy most?
Enterprises fail at strategy execution because
they focus on the wrong areas
Decision
Rights
Motivators
Information
Flows
Structural
Reorganization
Source: Harvard Business Review: “The Secrets to Successful Strategy Execution”, Booz & Company, 2008
23

24. Outdated Ways of Working
• 82% of employees say that «the way we work
today is out of date and prevents us from being
as effective and efficient as we could be.»
(even 89% in large businesses)
• 60% think that document processes are not more
efficient today in 2009
Source: A New Perspective: Ricoh Document Governance Index 2012,
http://thoughtleadership.ricoh-europe.com/chde/anewperspective
24

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
25

26. Communication drives Productivity
40% of employees productivity is directly explained
by the amount of communication they have with
others to discover, gather and internalise
information. 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
26

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 …
27

28. 
TWO PROBLEMS,
ONE SOLUTION ?
28

29. Is there an opportunity to kill two birds with
one stone?
???
Engagement
Information
Work
29

30. “Solutioneering” …
means putting solutions
before problems.
- Jeff Croft
http://jeffcroft.com/blog/2008/jan/10/solutioneering-or-putting-solutions-problems/
30

31. Intranet
Digital
Workplace
Work
Business
Modell
Market
Digital Business Transformation – Enterprise Design – Future of Work - …
Photo credits: «kellerabteil», http://www.flickr.com/photos/kellerabteil/4229297126/
31

32. Getting from «A» to «B» …
Current State
People, Culture, Practises
Structures, Services
Information
Technology
Transformation
Business Enivronment
Vision & Values
Strategy & Goals
Target State
Business Enivronment
Vision & Values
Strategy & Goals
People, Culture, Practises
Structures, Services
Information
Technology
32

33. … without losing the «Big Picture»
Current State
People, Culture, Practises
Structures, Services
Information
Technology
Transformation
Business Enivronment
Vision & Values
Strategy & Goals
Target State
Business Enivronment
Vision & Values
Strategy & Goals
People, Culture, Practises
Structures, Services
Information
Technology
Intranet
33

34. Without losing the «Big Picture»
Current State
People, Culture, Practises
Structures, Services
Information
Technology
Transformation
Business Enivronment
Vision & Values
Strategy & Goals
Target State
Business Enivronment
Vision & Values
Strategy & Goals
People, Culture, Practises
Structures, Services
Information
Technology
Intranet
34

35. 
Can Engagement help us out?
35

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
36

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
37

38. Why changing the Intranet is not enough
Work
Physical
Workplace
Digital
Workplace
Structures &
Processes
Conditions
Building Design
Devices
Software
Flexibility
Workplace
Design
Information
…
Services
Work Culture
Financial
Common Area
Design
Sourcing
Services
… - Engagement – Meaningful Goals – Personal Recognition - …
38

39. 
RE-DESIGNING WORK
39

40. Intranet & Digital Workplace Project Structure Plan
Phase 0: Project Initialisation
Business Case
Project Scope
Project Setup
Analysis
Vision & Strategy
Roadmap
Solution Concept
Organisational Concept
System Evaluation
Phase 3a: Build & Implement (Technology-Stream)
Technical Concept
System Setup
Implementation
Content Integration
Testing & Quality Assurance
Phase 3b: Build & Implement (Business-Stream)
Adoption Support
Creation & Migration
Roll-out of organisational concept
xPhase B: Change Management
Business Requirements
xPhase C: Communication
Phase 2: Prepare & Design
xPhase A: Project & Expectation Management
Phase 1: Explore & Envision
Operations: Use & Sustain
Go-Live Process
Project Review
Technical Operations
Business Operations
Stephan Schillerwein, version 1.5 – Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License
40

41. 
Vision & Strategy: defining the right Scope
41

42. From basic Intranets to the Digital Workplace
An Intranet & Digital Workplace Maturity Modell
Mid-/longterm Vision
© Infocentric Research, 2013
Stages 4 and beyond:
Full Digital Workplace
Business Value
Innnovators
•
Stage 3:
Basic Digital Workplace
•
Stage 2:
Extended Intranet
•
•
Stage 1:
Basic Intranet
Focus
•
•
•
•
•
News
Information library
Employee self-service
Simple applications
•
•
•
•
•
Basic Social Media &
Collaboration
Generic process
support
Extended people
profiles
Enhanced applications
& Integration
Personalization
•
•
•
Enabling generic
Interaction
Providing Information
•
Advanced Social
Collaboration
Advanced integration
& applications
Strong people profiles
Advanced and more
specific process
support, e.g project,
innovation and frontline management
Enterprise search
Support any kind of
information
…
•
•
•
•
•
•
Business Transformation
Specific Work Support
Portal
Holistic process
support throughout
and beyond the
organization
“Meta functionality”
(e.g. Social, Collaboration, …) integrated in
all components
Context and intelligent
filtering
Near seamless
integration
Universal Inbox
Continual reshaping of
the organization
Change, Culture &
Engagement driver
…
Maturity
Industry
average
Other, specific
Technologies
Collaboration
Documents
Content
Search
42

43. The Scope of the Digital Workplace
Personal Dashboard
Activity Streams
Personal Information Management
Universal Inbox
Generic CORE Services
Specific CORE Services
Making decisions
Supporting processes
Customer Related Processes
Managing Projects,
Programmes and Portfolios
Innovating
Product Related Processes
Working together
Enabling change
Employee Related Processes
Managing Information
Connecting & Sharing
Operational Excellence Related
Processes
Search
Intelligent Filtering / Recommendations
Meta- & Masterdata Management
Analytics & Reporting
Custom Development
Integration of Applications
Infrastructure & Cross-system functions
Roles & Rights Management
Personalisation
Channels & devices
Stephan Schillerwein, version 1.1 – Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License
43

44. StoraEnso
Source: Intranet Reloaded, 2013
44

45. Tieto
Source: http://www.digitalworkplacegroup.com/2013/05/14/screenshots-tieto-has-most-operational-intranet-youve-ever-seen/
45

46. German Police: Case Management
46

47. Cowi: Project support
Source: i2 Summit, 2012
47

48. Bosch: Who can help me with … ?
48

49. Heineken: Social Learning
49

50. Thomson Reuters: People profiles are key
Source: Intranet Benchmarking Forum, 2011
50

51. Enter: Gamification
Source: Digital Workplace 24, 2013
51

52. Barclays
Source: Digital Workplace 24, 2013
52

53. 53

54. Social Intranets & Employee Engagement
Source: Chris McGrath & Ephraim Freed, ThoughtFarmer: «SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT», 2012
54

55. 
Solution Concept: getting Design, Quality,
Usability, … right
55

56. Intranets & Design: 3 «worlds»
Putting your Brand on the Intranet
Branding your Intranet
Your Intranet supports «living» your Brand
56

57. Putting your Brand on the Intranet
Source: Digital Workplace 24 (2013)
57

58. Branding your Intranet
58

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
59

60. Some examples
Brand Value
Intranet
Accurate, up-to-date content
Always on
Trusted
Participatory elements well
moderated
Everything links to people
60

61. Some examples
Brand Value
Intranet
High Findability
Customer
Satisfaction
User-centered design process
Feedback mechanisms
All in one place
61

62. Areas of Action – an Overview
Basics
Culture
• Design
• Usability
• Readability
• Findability
• Management leads by
example
• Fostering entrepreneurship
• Involve people
62

63. 
System Evaluation: it’s not just about features
anymore …
63

64. Choosing a System is a different Game now
Intranet
Digital Workplace
low
high
singular & isolated
multi-dimensional &
integrated
Power-Users
few
all
Stakeholders
few
all
Investment on top of
Licences
Low
high
ok
Low
Front-end Functionality
& Interaction Design
Scope
Market Maturity
64

65. 65

66. 
Adaption Support: engage users in a way that
drives change & acceptance
66

67. Change by Engagement @ Scale
What
?
«Engagament @ Scale» is a concept introduced by the Dachis
Group 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, …) that
scales 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, …)
67

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
1
2
3
4
68

69. 
TO SUM UP
69

70. Source: http://www.wallpaperlibrary.net/12261/2013/albert-einstein-wallpapers-quotes/albert-einstein-wallpapers-quotes-2/
70

71. Questions ?
71