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Changing HR Portals to People Portals: Energize, Engage and Enable Your Employees
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Changing HR Portals to People Portals: Energize, Engage and Enable Your Employees

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My presentation from the Interact Intranet Conference 2013. Presented on 25 September 2013.

My presentation from the Interact Intranet Conference 2013. Presented on 25 September 2013.

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  • What is important to understand here is that a “compelling employee experience” doesn’t mean your portal has to be a multi-media extravaganza – it simply means it needs to serve each individual in a personalized and relevant way. This means bringing some intelligence to the party.
  • Team Player First, the intranet needs to be taught – familiarized with daily routines, information about employee duties, and, perhaps, how to automate some of them Automate all the typical scenarios of interaction between the HR department and employees Time MachineThe work of the HR department is not only to serve the needs of employees, but also, where possible, to increase their productivity.Allow employees to plan their activities effectively, in sync with their colleaguesConductorMechanisms such as surveys and polls, web forms, Q&A to top management or an anonymous ‘drop box’ for objective (or objectionable) feedback helps to track the mood of the team and assess the overall level of satisfaction School of New SkillsOnboarding, developing, and training new employeesIn a nutshell, a people portal recognizes that HR transactions no longer need to happen in the back office. Rather, they can now happen through the front end via interactive user interfaces.
  • What is the biggest challenge to achieving intranet success? You might be inclined to answer ‘technology’ or ‘budgets’ but, in reality, it is politics.Marketing typically claims ownership because they’re revenue generating. Technology and IT owns the infrastructure, Corporate Comms see the intranet as a communications channel.IT sees the world a little bit differently than corporate communications; communications sees the world a little differently than HR; and, no one understands marketing's world, except marketing.How then are all these groups supposed to come together and agree on a joint intranet or portal? They simply cannot without proper mediation, controls and structure – they're just too different. And the resulting question becomes it it preferable to have no clear ownship or contested ownership? And it has a tricky answer because no ownership sometimes means complacency and overly contested ownership causes friction.A study of 500+ intranet managers by Melcrum Research of London, England, found that amongst the top issues / challenges facing intranet managers were those of politics: HR really has an opportunity to step up to the plate because HR really impacts ALL these areas.
  • DecentralizedThe ‘wild west’ or ‘intranet sprawl’ approach to development and management is often the end result of decentralized intranet ownership, which is more common in larger organizations.“Everybody had their own server or intranet site – hundreds or thousands – that allowed many intranet ‘flowers’ to blossom,” says Lister. “The problem was that a lot of the flowers went stale and withered but stayed on the vine, and it became increasingly difficult to find the right information through all the stale clutter. And I don’t think we helped a lot of employees through this approach.”Ultimately, the decentralized model has no one owner and promotes maximum freedom for content owners and publishers, but promotes a sprawling mish-mash of sites with little or no standards and an increasing amount of resources to create and maintain many separate and disparate intranet sites.CentralizedCentralized, more common in early stage intranets or smaller companies, is characterized by single ownership consolidated in a single department, often IT, HR or corporate communications. Centralized intranets are highly controlled, regulated and bureaucratic with one department acting as the lone sheriff and boss of all publishing and design. While process rules the day and there exists more consistency across the intranet, a centralized intranet is not as responsive to the needs of stakeholders and content owners and highly restricts creative freedom and ingenuity.CollaborativeThe emerging next generation model of intranet governance is a collaborative or federated model most often taking the form of a cross-representative steering committee representing the major functional stakeholders in communications, human resources, operations, IT and business units. This model is most successful when the committee is championed by one or two key executives, often the CIO, the head of communications or human resources. Instead of no owner, or one single owner, a collaborative team governs the intranet through the application of policies, standards and templates.
  • StreamlinedMultitude of HR systems: ATS, SAP, PSoft, ESS, MSS, TMS, ADPFor example, 160 HR systems … imagine reauthenticating each time for each of those systemsReduce the number click throughs, reduce the number of external sites, enhance the intranet experienceDistinctiveI would never expect my doctor to introduce himself to me as Dr X and refer to me as Patient 123879. The relationship between a doctor and patient is personal and so too should the relationship between an organization and its employees be. The content, navigation and design should be personalized to the employee: who they are, where they are, and what they doDistinct doesn’t just mean that an employee is greeted by name, but it also means that you recognize that employees’ time is valuable by providing role-based access to the information, tools and resources required to be effective employees. Supervisors should immediately see manager systems, international employees should see HR guidelines specific to them or their country, field workers should have quicker access to time reporting tools, and, if you use them, social platforms such as Salesforce should be integrated for your sales & marketing teams.CustomizedThere are two important aspects to customized delivery: content and control. Customizedcontent on a people portal presents time sensitive information and action to employees. It integrates corporate and organizational news along with automated HR transactions where possible.Customizedcontrol puts more power into the hands of the employees to manage their content and data. Traditionally, employee data has always been managed solely by HR. But on nearly every external social networking profile, users have the ability to change their photo, personal data and customize their information. It makes sense then that we would enable this same functionality on the HR portal. In a nutshell, a people portal recognizes that HR transactions no longer need to happen in the back office. Rather, they can now happen through the front end via interactive user interfaces.And just to help you understand the difference more clearly:Distinctive experience is ROLE-based… what employees should or should not see depending on their role, location, etc. Essentially the information that is stored within the LDAP.Customized content and control is based on where the employee is within the employee lifecycle
  • Integrated (streamlined)Multitude of HR systems: ATS, SAP, PSoft, ESS, MSS, TMS, ADPFor example, 160 HR systems … imagine reauthenticating each time for each of those systemsReduce the number click throughs, reduce the number of external sites, enhance the intranet experienceDistinctiveI would never expect my doctor to introduce himself to me as Dr X and refer to me as Patient 123879. The relationship between a doctor and patient is personal and so too should the relationship between an organization and its employees be. The content, navigation and design should be personalized to the employee: who they are, where they are, and what they doDistinct doesn’t just mean that an employee is greeted by name, but it also means that you recognize that employees’ time is valuable by providing role-based access to the information, tools and resources required to be effective employees. Supervisors should immediately see manager systems, international employees should see HR guidelines specific to them or their country, field workers should have quicker access to time reporting tools, and, if you use them, social platforms such as Salesforce should be integrated for your sales & marketing teams.CustomizedThere are two important aspects to customized delivery: content and control. Customizedcontent on a people portal presents time sensitive information and action to employees. It integrates corporate and organizational news along with automated HR transactions where possible.Customizedcontrol puts more power into the hands of the employees to manage their content and data. Traditionally, employee data has always been managed solely by HR. But on nearly every external social networking profile, users have the ability to change their photo, personal data and customize their information. It makes sense then that we would enable this same functionality on the HR portal. In a nutshell, a people portal recognizes that HR transactions no longer need to happen in the back office. Rather, they can now happen through the front end via interactive user interfaces.And just to help you understand the difference more clearly:Distinctive experience is ROLE-based… what employees should or should not see depending on their role, location, etc. Essentially the information that is stored within the LDAP.Customized content and control is based on where the employee is within the employee lifecycle
  • Employees are the cogs around which the gears of business turn. If the portal isn’t relevant to their experiences, then the portal fails, the messaging falls flat, and the business suffers overall.
  • A lifecycle approach enables you to move away from siloed transactions…That means, stop thinking in terms of individual employee transactions…Start thinking about them as interactions between the employee and the organization that build a relationship over timeTakes a Lifecycle perspective enables employees to connect with real work goals and processes. Also able to connect with improving performance.Builds relationships more thoroughly – employees understand their connection to the business and to each otherInteractions are more consistent – content is standardized, employeesYou are able to focus on mutual needs and contributions – the needs of the business are met at the same time the needs of employees are… and everything is built within contextHR leaders are able to identify and develop social opportunities that are relevant to employees
  • if you think of your co-worker as an asset, a headcount, an employee number or a pain you will deal with them as a transaction. if you see them as a person, someone with value beyond their labor, then when you deal with them it is an interaction
  • After you’ve assessed how to be relevant to employees based off where they are within the lifecycle, you then can use social technologies to leverage those employees with high engagement levels and properly address those employees with low engagement levels.
  • Team Player First, the intranet needs to be taught – familiarized with daily routines, information about employee duties, and, perhaps, how to automate some of them Automate all the typical scenarios of interaction between the HR department and employees Time MachineThe work of the HR department is not only to serve the needs of employees, but also, where possible, to increase their productivity.Allow employees to plan their activities effectively, in sync with their colleaguesConductorMechanisms such as surveys and polls, web forms, Q&A to top management or an anonymous ‘drop box’ for objective (or objectionable) feedback helps to track the mood of the team and assess the overall level of satisfaction School of New SkillsOnboarding, developing, and training new employeesIn a nutshell, a people portal recognizes that HR transactions no longer need to happen in the back office. Rather, they can now happen through the front end via interactive user interfaces.
  • Team Player First, the intranet needs to be taught – familiarized with daily routines, information about employee duties, and, perhaps, how to automate some of them Automate all the typical scenarios of interaction between the HR department and employees Time MachineThe work of the HR department is not only to serve the needs of employees, but also, where possible, to increase their productivity.Allow employees to plan their activities effectively, in sync with their colleaguesConductorMechanisms such as surveys and polls, web forms, Q&A to top management or an anonymous ‘drop box’ for objective (or objectionable) feedback helps to track the mood of the team and assess the overall level of satisfaction School of New SkillsOnboarding, developing, and training new employeesIn a nutshell, a people portal recognizes that HR transactions no longer need to happen in the back office. Rather, they can now happen through the front end via interactive user interfaces.
  • So here are four ways you can really start moving away from talking about HR role’s role to really changing HR’s role:HR Experience Council that involves all key stakeholders. This would be different from a user experience council in that it looks at the overall strategy and content of the portal not just the functionality of how those elements will be presented.1. Determine what your employees’ needs are, what will make their work more efficient and productive. The all important voice of the employee can make or break your portal experience. Use employee opinion surveys, pulse surveys, focus groups and employee feedback. Talk to your HR business partners to know what chatter they are hearing from their clients.2. Look at the big-picture business problems, not just HR bustle.We’re not trying to put lipstick on a pig here… we’re really trying to create an employee solution that solves for overall business needs as well as provide HR delivery. 3. On my corporate intranet, we used to reference links or content using the system name. For time reporting, we used Webtime, for training we would say PeopleSoft. The problem with this is that it didn’t resonate with employees. Employees simply want to report their time… it didn’t matter what the name of the time reporting system was.Stay away from focusing on the system name… Yammers, Salesforces of the world. Rather, focus on the solution. What is that you need? Do you need a collaboration platform and if you do, what is that you want that collaboration platform to provide? To solve for? When you get stuck in system names or branding, you can easily lose sight of what it is you’re solving for.4. Engagement can no longer be measured based on just employee opinion surveys or pulse surveys. When you transform HR transactions into interactions you also need to be prepared to measure engagement based on the activity of those interactions. So how many employees actively participate in a learning community, how many employees commented on an HR news item, how many times was a HR news item shared. All of these data points should be built into your employee engagement dashboard to show the effectiveness and return of your efforts.
  • People need HR. And you should empower yourselves to say that you are the foundation for a collaborative portal. And the HR function is the foundation on which that portal should be built.Through re-energizing our methodology of HR’s role, we can implement solutions that enable employees and provide self service delivery, and engaging employees by changing those traditional HR transactions and leveraging social technologies to change them into interactions.Allowingemployees to learn, plan and do their jobs; thereby making them more efficient, engaged and productive.

Transcript

  • 1. FROM HR PORTAL TO PEOPLE PORTAL ENABLE ENGAGE ENERGIZE Elizabeth Lupfer @socialworkplace
  • 2. OUCH! WHY PEOPLE PORTALS ARE IMPORTANT IN THE UK
  • 3. THINK OF YOUR INTRANET AS… • People working with people. • Serving the needs of employees, but also to increase their productivity • A place to build behavior and then create workflows around them • A teacher of new skills and developer of existing ones TEAM PLAYER TIME MACHINE CONDUCTOR OF CULTURE SCHOOL OF NEW SKILLS
  • 4. NO OWNERSHIP = HOT MESS • 74% identified ‘content management’ – the creation, publishing and management of content on the intranet - as the top intranet management issue. • Insufficient control and ownership’ of the intranet was cited by 46% of managers • 43% of respondents cite politics as the top issue MARKETING IT CORP COMM HR
  • 5. PORTAL MANAGEMENT Getting the whole company to collaborate is crucial. PRO No one owner and promotes maximum freedom for content owners and publishers CON Mish-mash of sites with little or no standards Increasing amount of resources to create and maintain PRO Single ownership consolidated in a single department Highly controlled, regulated and bureaucratic CON Not as responsive to the needs of stakeholders and content owners Highly restricts creative freedom and ingenuity PRO Representation of all major functional stakeholders A collaborative team governs the application of policies, standards and templates CON Not as effective if there is no executive sponsor “The Politics of Intranet Ownership” Prescient Digital CENTRALIZEDDECENTRALIZED COLLABORATIVE
  • 6. A PEOPLE PORTAL INTERACTIVE RELEVANT ACCESSIBLE
  • 7. A PEOPLE PORTAL Integrated Distinctive Customized RELEVANT
  • 8. Employees are the cogs around which the gears of business turn. If the portal isn’t relevant to their experiences, then the portal fails, the messaging falls flat, and the business suffers overall. The key to making an intranet relevant to employees is by assessing the employee lifecycle. Employees have different needs and differing levels of engagement based on where they within the lifecycle.
  • 9. WHAT CAN BE INTEGRATED IN THE LIFECYCLE • Information dissemination • Information collection • HR transactions • Training / Learning • Feedback gathering • Community building • Performance management • Recruiting • Compensation
  • 10. CONTENT DISORGANIZATION Having a baby money work/lif e health forms When you don’t leverage the employee lifecycle, content can easily become disorganized. For example, assume you have four content areas on your intranet (money, work/life, forms and health) and information on having a baby is distributed within each of these different areas. The disorganization of this content creates a confusing employee experience… they don’t know where content is … they just know they’re having a baby.
  • 11. PEOPLE-ORIENTED CONTENT ORGANIZATION Having a baby money Work/li fe health forms Organizing content based on the employee lifecycle means you recognize the employee need first (having a baby) and then organize the content second.
  • 12. DISTINCTIVE AND CUSTOMIZED EMPLOYEES UNDERSTAND THEIR CONNECTION TO THE BUSINESS AND TO EACH OTHER NEEDS OF THE BUSINESS ARE MET AT THE SAME TIME THE NEEDS OF EMPLOYEES ARE INSTANT ACCESS TO RELEVANT TRANSACTIONAL DATA FROM ACROSS HR AND BUSINESS APPLICATIONS INTERACTIONS ARE MORE CONSISTENT – CONTENT IS STANDARDIZED CONNECT WITH REAL WORK GOALS AND PROCESSES CONNECT WITH IMPROVING PERFORMANCE
  • 13. A PEOPLE PORTAL INTERACTIVE Collaborate Amplify
  • 14. Lifecycle Base Opportunity Role ATTRACTION Brand tracking, conversation, observation Conductor RECRUITING Peer to Peer Recruitment Use your own employees as brand advocates and give potential hires a unique perspective into the culture of the area of the company they are thinking of joining. Team Player ONBOARD Role Specific Wikis Allow new hires and long time employees to contribute tips to help others through the process – sharing tacit knowledge on how to be successful in a new role. School of New Skills ENABLEMENT Learning Communities Extend virtual classrooms beyond the course time by allowing employees to connect before and after the course. School of New Skills GROWTH Idea Generation, Group Think & Innovation Connect employees on similar development plans so they can encourage and support one another. School of New Skills RETENTION Social Recognition Keeping employees motivated through peer-to-peer acknowledgement & recognition by featuring employee profiles. Give employees a way to track how their actions impact overall company performance and helps them meet their own objectives. Conductor of Culture SEPARATION Alumni Communities Keep in touch with your employees. You never know when you might want to bring them back. Team Player
  • 15. Crowd-sourced Job aids and Video tutorials of common HR transactions. Allow employees to contribute to job aids for their own roles. Video tutorials will help employees navigate through HR transactions and reduce the number of “help” calls to HR. Virtual agent and Interactive FAQ. Enable employees find answers themselves by compiling the questions frequently asked into in a searchable portal or knowledge base. Interactive training/learning. No more training manuals and Powerpoints. Instead, make courses engaging through the use of interactive slideshows, quizzes, gamification, and videos. Employee-generated keyword tagging and Auto Suggest Search. #1 complaint of any portal is the inability to find content. In blogger style, introduce functionality that allows employees to “tag” content. Page rating, Like and Sharing. Enable content sharing while also getting data on how well employees like the content found on a page. FIVE AWESOME WAYS to Immediately Interact with Employees
  • 16. DISTINCTIVE Time Sensitive To Do’s feed from HR systems STREAMLINED Virtual Agent Help and Knowledge base DISTINCTIVE Info distinct to employee role as well as policies. CUSTOMIZED CONTENT Interactive calendar, tasks and important information STREAMLINED Real time access to vacation and leave status CUSTOMIZED CONTROL Ability to display widgets that are important to the individual employee
  • 17. EMPLOYEE PROFILE Profile navigation: • Employee info • Skills • Location • Awards / Recognition • Social Activity • Blog posts gamification Social recognition Social activity Learning and Development
  • 18. A PEOPLE PORTAL ACCESSIBLE Telework Mobility
  • 19. WORKING WITHOUT WALLS • The job performance either exceeds or remains on par with that of workers in a traditional workplace. • Allows for optimal use of technological advances • Extranet FLEXIBILITY PRODUCTIVITY GREEN BALANCE
  • 20. MOBILITY AT WORK • Anytime, Anywhere • Instant Access • Mobile web or Mobile apps – depends on whether your infrastructure supports transactions on mobile devices • Bring Your Own Device (BYOD) or Company- Enabled, Personally Owned (COPE) EMPLOYEE DIRECTORY INTERNAL COMMS TIME REPORTING LEARNING
  • 21. ENABLEMENTRELEVANT INTERACTIVE ACCESSIBLE ENGAGEMENT PRODUCTIVITY STRATEGY OUTCOMES 22 PERCENT INCREASE IN PRODUCTIVITY (87% PROFITABILITY) 18 PERCENT IMPROVEMENT IN EMPLOYEE ENGAGEMENT Y/Y WHEN USING SOCIAL TECHNOLOGIES 80 PERCENT OF ORGANIZATIONS WHO HAVE WORKPLACE MOBILITY HAVE ALREADY SEEN BENEFITS
  • 22. FINAL THOUGHTS 1. Assess the current temperature of your employees and organization -- employee sentiment 2. Think about how your social intranet can make an employee’s job easier. 3. Focus on the solution not the system. 4. Choose technologies that will evolve with your changing business needs.
  • 23. ORGANIZATIONAL NEEDS AND EMPLOYEE NEEDS ARE COMPLEMENTARY GOALS. AND A PEOPLE PORTAL BRINGS THESE TWO TOGETHER THROUGH AN ENERGIZED, ENABLED AND ENGAGING EXPERIENCE. ENABLE ENGAGE ENERGIZE