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Understanding staff needs and how to meet them
 

Understanding staff needs and how to meet them

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Introduces a range of practical 'needs analysis' techniques for understanding staff needs.

Introduces a range of practical 'needs analysis' techniques for understanding staff needs.

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    Understanding staff needs and how to meet them Understanding staff needs and how to meet them Presentation Transcript

    • Understanding staff needs and how to meet them James Robertson, Step Two Designs (jamesr@steptwo.com.au)
    • Too many intranet redesigns fail to hit the mark
    • There is a world of difference between usable and useful www.steptwo.com.au/papers/cmb_usablevsuseful
    • An intranet will only be used if it is useful
    • But whatever you do, don’t ask users what they want!
    • Example: a call centre
    • We’re given a job to improve and redesign a call centre intranet…
    • This is actually one of the main sources of information for staff …
    • … as are these documents, sitting on every desk
    • These documents were actually the big problem for staff
    • Email was the other big source of pain …
    • Needs analysis techniques
    • It can be hard to know where to start in a large organisation…
    • … and we need to target our efforts for the greatest impact
    • We also need to know why staff visit the intranet www.steptwo.com.au/papers/cmb_visitingintranet
    • Use structured methods to identify and understand staff needs www.steptwo.com.au/papers/kmc_needsanalysis
    • Surveys & focus groups
      • There are two traditional investigation methods:
      • Focus groups
        • unstructured
        • often does not reach consensus
        • can be dominated by a few vocal members
      • Surveys
        • staff will tell you what you want hear
        • results don’t match reality
        • difficult to create, time-consuming to analyse
    • Staff interviews
      • Conduct staff interviews with actual users
      • Focus on jobs, not intranet, with questions like:
        • What are the main activities that make up your job?
        • Who do you communicate most frequently with?
        • What information do you use during a normal working day?
        • Where do you obtain this information from?
        • How do you find out about what’s happening in the organisation?
      • This is a simple form of knowledge mapping
      • Can be the first time staff are actually listened to
    • Staff interviews (cont.)
      • For more on this, see the following articles:
      • Stakeholder interviews as simple knowledge mapping www.steptwo.com.au/papers/cmb_interviews
      • Selecting staff for stakeholder interviews www.steptwo.com.au/papers/cmb_interviewselect
      • Fast-tracking research with paired interviews www.steptwo.com.au/papers/cmb_pairedinterviews
    • Workplace observation
      • Involves going ‘out into the field’, and watching staff conduct their normal activities
      • It is a holistic approach that can identify many issues and needs
      • Need to spend enough time to ‘blend in’
      • Must be done ethically
      • Very effective in a ‘front line’ environment, such as call centres, branches, etc.
    • Selecting a cross-section of staff
    • In-depth with a single group
    • You can’t deliver effective solutions to people you haven’t personally met
    • Questions?
      • Stay in touch:
      • James Robertson [email_address]
      • Website: www.steptwo.com.au
      • Blog: www.steptwo.com.au/columntwo
      • Articles : www.steptwo.com.au/papers/subscribe
      • Facebook: www.facebook.com/group.php?gid=7095593237