Congres intranet 2015 Measuring & maximising intranet engagement

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Intranet Engagement Theory

1OPTIMISE Optimising the performance of the intranet

BUILDBuilding the intranet

ANALYSE Engagement analysis & benchmarking

Before we begin a quick introduction to SmallWorlders, who we are and what we do.

Guess what. We build intranets. Imagine, an intranet conference where one of the speakers builds intranets. Who knew right? But I am not here to talk to you about that today. If you are interested I have brought some case studies and other ebooks.

What I am here to talk to you about is how to you optimise your intranet how do you make it the best it can be.

But before I can talk about that we need some way of measuring how good it is.2Common measurement methodsThe Completeness Problem

The Overview Problem

The Comparison Problem

Web analytics do not translate very well to the volumes and objectives of an intranet

Whether you are looking at typical intranet analytics (hits, page views, and so on), user surveys or perhaps even 3rd party expert reviews of your intranets they all share some common problems:

Completeness: Not all aspects of an intranet are coveredOverview: Each metric is considered separately and the overall situation is subjectively interpretedComparison: cannot compare results between different organisations intranets

But one of the challenges if we are to measure engagement is how do we define it?3


4But Maths & big data (remember all those companies who gave us data) solves these problems.

So this is going to be a quick recap of how this maths works.

Consider a hypothetical fully engaged intranet. How would it look?100% of userbase

visit the site every day

view content every day

perform each possible form of interaction once per visit

5So what does a fully engaged intranet look like?100% of usersVisit the site every dayView content on each visit Perform every possible form of interaction once per visit like, comment, post content, completing a transaction or initiate a workflow

In short fully engaged means everyone doing everything possible every day on the intranet.

Frankly it is neither feasible nor desirable for everyone to be doing everything every day.

But this definition means we can compare very different intranets everyone for one organisation might mean 100 people, for another 10,000. Everything possible on one intranet might mean viewing content, while on a digital workplace it might mean something else entirely.

It is really about measuring every intranet against its own potential.

100% of userbase

visit the site every day

view 10 pages every dayInterest

(visitor quantity)

(visit frequency)

(visit depth)

perform each possible form of interaction once per visitActivity6We started off by splitting our definition of engagement into two parts:

Interest (visitors, how often they visit and how long they visit for)

And Activity - the interactions which the visitors are making with the site.

100% of userbase

visit the site every day

view 10 pages every dayInterest

(visitor quantity)

(visit frequency)

(visit depth)

7So beginning with interest

Interestvisitor quantityvisit frequency visit depth

8Think of these 3 criteria as 3 dimensions of a container. The size of this container is defined by everybody, visiting every day and consuming content

Partial Interest



( 50% x 50% x 50% )Interest = 12.5%9But of course, everybody doesnt. So if half the people visited half the time and consumed 5 pages (half the nominal figure we use as the basis for content) the proportion of the three metrics compared to the total size of the container, gives us our interest.VISUALISINGACTIVITY

10Now that we have a mathematical model for interest, lets see visualise activity


perform each possible form of interaction once per visit11The activity is a representation of all forms of interaction between users and the intranet.

1 search =

1 like =

1 download=

1 comment=etc.12Lets imagine every time someone interacts with the site in some way, we receive a gold bar and they fill their interest container with these gold bars.


perform each possible form of interaction once per visit13So if every visitor who came to the site did everything they could once they got there, our interest box would be completely full.


If each visitor performed half the number of possible interactions on each visit.14Now lets suppose each of our visitors did half of the possible interactions on each visit.

Then only half the gold bars required to fill the interest would be there, and the activity would be 50%.

Interest= 12.5%Activity= 50%

ENGAGEMENT = 6.25%15And compared to the total container, our gold bars represent the total engagement, which you can see is now 6.25%.

Remember this figure suggests half the people visit every other day and every time they visit they consume 5 pages and use half the possible interactive functionality on the site highly unlikely - and their engagement figure is 6.25?

People were confused by seeing tiny numbers and being told their performance was very good. You can see why the numbers are in fact so small. We have done some work with playing with how we present these numbers it doesnt change how you are performing as we change everyones numbers in the same way, but at least they stop appearing quite so bad.

(compared to the total potential of the site)ENGAGEMENT = 6.25%

InterestActivity100% Engagement16So to summarize, the Activity is represented by the gold bars

The Interest represents the upper limit of activity (i.e. 100% activity). Since people cant perform interactions unless they are actually visiting the site.

So to reach 100% engagement you must focus on both the interest and the activity.

So that is a visual way of representing how we measure engagement mathematically.

17 if you got to youll get

But how do you create engagement. How do you ensure your intranet engagement score is as high as it could be

For that you need a solid engagement strategy. And that is what I really want to speak to you about today.18

Intranet Engagement Strategy


Why so many intranets fail

I am going to begin from the starting point of a failed intranet. Obviously a situation unfamiliar to anyone in this room.

Launched in a blaze of glory there is an initial flurry of activity which quickly dies down to a trickle, and after about 6 months, intranet managers are left scratching their heads wondering where to go from here.

Unfortunately this is all too common so how do we avoid this?20

Well, to answer that question, Im going to enlist the help of this guy no its not me, its


21Technology Adoption Lifecycle(Everett M Rogers, 1962)

In 1962 he proposed the now familiar pattern for the adoption of new technologies.


Then several decades later this chap came along

GEOFFREY MOORE 23The Adoption Chasm(Geoffrey A Moore, 1991)

He developed the theory a little further, particularly in the field of high tech.

He identified different personality groups for each of the adoption curve parts.

Enthusiasts, Visionaries, Pragmatists, Conservatives, Sceptics.

Furthermore, he explained why so many new technologies fail to gather traction, by proposing they fail to make the leap from the visionaries to the pragmatists, and he called this the adoption chasm.24Typical failed intranet

And it is this failure to bridge the adoption chasm that is behind many failed intranet initiatives.

So how can we prevent this from happening?

Well, to answer that we need to think a little bit about human behaviour25

And that is where this last chap comes in.26

Maslows Hierarchy of Needs(Abraham Maslow, 1943)

You might not recognise him but you will recognise his Hierarchy of Needs put forward in 1943 to describe human behaviour in terms of a simple hierarchy.

Our most basic needs are at the bottom, and our more aspirational ones are at the top.

Crucially, Maslow said that we cannot be concerned with a particular level in the hierarchy before all the ones beneath are satisfied.

So how does this relate to our adoption curve?27Adoption Curve vs. Hierarchy of Needs(SmallWorlders, 2014)

Well, it isnt a giant leap to map Moores personality groups from the adoption curve onto the levels of our needs hierarchy.

And this can give us some valuable insights into why the different groups in Rogers adoption cycle behave the way they do.

For example we can see that in order to engage the sceptics and the conservatives within an organisation we need to appeal to their more basic needs, whereas the enthusiasts and visionaries will be engaged simply for personal satisfaction and prestige.

And from that, SmallWorlders developed a 5 part Engagement Framework


5-Part Intranet Engagement Framework

SmallWorldersWe propose that conservatives and the sceptics are unlikely to visit the site unless we make it essential for their basic needs.

So we must provide REASONS TO LOG ON.29

5-Part Intranet Engagement FrameworkSmallWorldersThe pragmatists may visit the site once or twice out of curiosity, but unless we give them some compelling reasons to return, they are unlikely to become regular users.30

5-Part Intranet Engagement FrameworkSmallWorldersThe enthusiasts and the visionaries will not need much encouragement to get engaged,

But if we give them the right environment, we can leverage their enthusiasm to lead the way for all of the users.

For these users we need to provide them with reasons and opportunities to lead.31

5-Part Intranet Engagement FrameworkSmallWorldersThese are the 3 principles, or building blocks of intranet engagement, but as we know, all building blocks need solid foundations.

Here the foundations must be the space to operate, in terms of time, resources and budget.

To secure these we will need to make the case for senior level support and sponsorship, and give them reasons to sponsor us.32

5-Part Intranet Engagement FrameworkSmallWorldersFinally, we wrap the entire framework in a great communications strategy, our ways to advocate.33

Engaging the Conservatives & ScepticsReasons to log on34

Reasons To Log OnESSENTIALEXCLUSIVEEASYThe site needs to service the lower levels of the needs hierarchy

So what are essential? Transactional systems/self service like booking holidays, booking a meeting room, booking a taxiTransactional systemsEmployee DirectoryReference RepositoryHelp & SupportGerry McGovern a good intranet is a system that makes an otherwise shitty week easier


35Internal Comms: Intranet vs Emails


if the information or tool can be found somewhere else then the conservative is going to stick with the old way they are conservative after all.

It doesnt have to mean big systems integration. It could be information that is exclusively available.

Head of corporate communications at Thompson Reuters36

Removing BarriersEasy

$300 million dollar button. Work done by a company User Interface Engineering for a major retailer.

Sales went up 45%$15 million in the first month, and $300 million in the first year

37Reasons To Log On - SummaryReason To Log On

Essential functionalities (essential, exclusive, easy)


Keeping the Pragmatistscoming backReasons to returnSo you already have an intranet that people are using. Nobody likes you particularly as you for it. It is pretty dull, but it *is* being used..



Enhancing day-to-day jobsPersonalisationMaking an intranet USEFUL

Not essential but somehow makes your job better or easier

Best practices or case studiesForums to ask a questionTools & toolkitsCollaboration spaces41

Regular Turnover of ContentPersonal RelevanceContinuous EvolutionMaking an intranet INTERESTINGRegular Turnover of content

Users should never see the same homepage twice.

e.g. Editorialised contentUser ActivityUGCNews/Comms

Personal Relevancy

Personalise the experience as much as possible:

e.g. NavigationHomepage LayoutContent/NewsActivity Feed

Continuous Evolution

Keep the site fresh with frequent, incremental updates to the DesignLayoutArchitecture

Based on ongoing user feedback


Easy to useFun to useMaking an intranet LIKEABLEHeineken intranet Nielsen Norman win 2011. Have a look. Most the intranets were ugly as hell.No longer the case. To be one of the 10 best intranets in the world, you can no longer be ugly. Well, whoopee do.Why do organisations think that a wireframe in corporate colours is a designed intranet?

Use UX user experience best practices and good design to make your intranet Easy To UseFun To Use

43Reason To Return

Useful functionalitiesRegular turnover of contentPersonalisationContinuous improvement planGood UX/UsabilitySlick/Fun designReasons To Return - Summary

Appealing to the Enthusiasts and VisionariesReasons to LeadHow do we get the most out of these users.?45

Supercharge them into superusersCONTRIBUTIONVISIBILITYLEADERSHIPIts less about getting them to do stuff and more getting out of their way. Not constraining them. Supporting them.46

ContributionWhile the pragmatists might be using Basic social features: Commenting, Liking, Rating/Voting

It is the Enthusiasts & visionaries who will be posting the content.

While the pragmatists might be asking he questions it is these folks who will be responding.


VisibilityYou can support them by Take every opportunity to include users profile pics:

Commenters pictureArticles author pictureMost active users listsLatest Posts lists

User of the Week / Month

Appeal to their need for prestiege, esteem and accomplishment.48

LeadershipLeading conversationsSupporting OthersAmbassadorial OpportunitiesFlexibility & AgilityEnthusiasts may feel they have opinions, skills or knowledge they can offer to other users.

While the pragmatists might have some level of involvement in collaboration spaces it is the visionaries and enthusiasts who will be creating these collaboration areas. Looking to lead conversations and thinking

If this is giving them a platform to support their needs then recruit them in supporting the platform: Ambassadorial Opportunities.

Francesca story

People like this are gold. Not only do you turn them into heroes but they turn your intranet into a hero

49Reasons To Lead - Summary

Reason To Lead

Social Features

User profile pictures wherever possible

Self-service groups/team rooms

Flexibility & agility

Making the caseReasons to Sponsor

Securing wholehearted management supportStreamlining & efficiencyCreating new behavioursMeasurementProgrammed Co...