1

Using your Intranet to boost

Employee

Engagement

Utrecht (NL)

18.03.2013

Stephan Schillerwein

stephan@schillerwein.net

www.schillerwein.net

www.intranet-matters.de

@IntranetMatters

Breakout Session 1 – Congres Intranet 2014

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WHY ALL THIS HYPEAROUND EMPLOYEEENGAGEMENT ?

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Employee

Engagement

is not a

soft factor!

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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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ANOTHER, EVEN BIGGERPROBLEM

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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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Knowledge

Work is

fundament-

ally

different!

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Organisations

Were not

Designed

for it!(Knowledge worK just happend…)

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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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TWO PROBLEMS,ONE SOLUTION ?

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Is there an opportunity to kill two birds with one stone?

???

EmployeeEngagement

Knowledge Work

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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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(RE-) DESIGNING YOURINTRANET FOR EMPLOYEEENGAGEMENT (AND BETTERKNOWLEDGE WORK)

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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

ange M

anagem

ent

xPh

aseC

: Co

mm

un

ication

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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Business Case & Project Direction: Identifying business problems and potentials

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We have to stopputting solutions, features, evenideas, first …

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… and start talkingabout

business problemsand potentials!

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The Gap between Goals and Tools

Business Goals

Tools

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Value Drivers bridge the Gap between Goals and Tools

Business Goals

Value Drivers

Tools

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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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Vision & Strategy: creating lasting commitmentand defining the right scope

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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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Solution Concept: Designing for Engagement

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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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Putting your Brand on the Intranet

Source: Digital Workplace 24 (2013)

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Branding your Intranet

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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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Adaption Support: engage users in a way thatdrives change & acceptance

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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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TO SUM UP

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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