Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Employee experience and the digital workplace
Similar to Employee experience and the digital workplace (20)
Recently uploaded
Recently uploaded (20)
Employee experience and the digital workplace
- 1. Jonathan Phillips, Managing Director Employee Experience and the Digital Workplace
- 2. Digital Workplace Consultancy Communication | Collaboration | Strategy Jonathan Phillips MD, ClarityDW • 15 years digital experience • Intranet, internet, social, communication, collaboration • Advisor to HM Government • Co-Founder of intranetizen.com • Non-exec director
- 4. Macro trends impacting the digital workplace
- 5. Population trends will lead to labor shortages Rainer Strack, Boston Consulting Group – The Workforce Crisis and How to start Solving it now Country 2020 Labor Shortage 2030 Labour Shortage Germany -4% UK 6% US 10% Spain 17% China 7% India 6% 2030 Labour Shortage -23% -1% 4% -3% -3% 1%
- 6. Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | jon@claritydw.com ”Like the movie studios” Hollywood "No one’s the boss; everyone’s the boss" Holacracy "Do one step incredibly well. Repeat." Microwork "Making the global world work in our favour" Displacement The 9-5 is dying out. New work models need the Digital Workplace
- 7. Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | jon@claritydw.com The Industrial Revolutions 1760 - 1840 1840 - 1870 1950s - Now - Source: Christoph Roser, allaboutlean.com
- 8. Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | jon@claritydw.com Interoperability Information Transparency Technical Assistance Decentralised Decisions Characteristics of the Fourth Industrial Revolution Internet of Things Internet of People Autonomous decision making with escalation only when a conflict AI, AR, Big Data, Open Data Helping people do the work or doing the work for humans
- 9. Employee Experience and the Digital Workplace
- 10. Digital Workplace – A definition “The devices and services, company provided or employee sourced, that the employee chooses to use to do their job” “The devices and services, company provided or employee sourced, that the employee chooses to use to do their job” This is hardware and software conversation“The devices and services, company provided or employee sourced, that the employee chooses to use to do their job” This doesn’t just apply to the official IT tools; shadow IT is part of the digital workplace “The devices and services, company provided or employee sourced, that the employee chooses to use to do their job” It’s the employee’s choice as to what they use “The devices and services, company provided or employee sourced, that the employee chooses to use to do their job” … it’s about work (fortunately)
- 11. Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | jon@claritydw.com The Digital Workplace Communication CollaborationStore Transactions IT Shadow IT
- 12. Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | jon@claritydw.com What is Employee Experience? Sum of all the perceptions employees have about their interactions with the organisation in which they work. Ex is the totality of an employee’s experiences Ex=
- 13. Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | jon@claritydw.com Ex=
- 14. Employees deserve a delightful experience but often receive a disappointing one
- 15. The economics of a positive employee experience 1. http://www.gallup.com/businessjournal/189878/managing-employee-risk-demands-data-not-guesswork.aspx 2. http://www2.warwick.ac.uk/newsandevents/pressreleases/new_study_shows 3. https://www.stress.org/workplace-stress 4. https://iopenerinstitute.com/services/the-science-of-happiness-at-work up 12% 2 down 37% 1 down 50% 3 up 186% 4 up 58% 5
- 16. Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | jon@claritydw.com Experience Silos – remember the matrix SMS Apps Signage Intranet Email Communications Payroll Benefits Pensions Appraisals Training Transactions: HR, Finance, IT and more… Expenses Invoices Procurement PO Credit cards Fix laptop Get new phone Password reset Get system access Team space Video Conferencing ESN Collaboration Document Library Shared Drive Store
- 17. A complicated dw landscape harms the employee experience and is a barrier to productivity https://dupress.deloitte.com/dup-us-en/focus/human-capital-trends/2016/employee-experience-management-design-thinking.html
- 18. Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | jon@claritydw.com Our DW challenge: Getting the job done with positive employee experience SMS Apps Signage Intranet Email Payroll Benefits Pensions Appraisals Training Expenses Invoices Procurement PO Credit cards Fix laptop Get new phone Password reset Get system access Team space Video Conferencing ESN Document Library Shared Drive Portal SMS Apps Signage Intranet Email Payroll Benefits Pensions Appraisals Training Expenses Invoices Procurement PO Credit cards Fix laptop Get new phone Password reset Get system access Team space Video Conferencing ESN Document Library Shared Drive Chatbots / Voicebots SMS Apps Signage Intranet Email Payroll Benefits Pensions Appraisals Training Expenses Invoices Procurement PO Credit cards Fix laptop Get new phone Password reset Get system access Team space Video Conferencing ESN Document Library Shared Drive APIs / interfaces Solution #1 Solution #2 Solution #3
- 19. Give employees the show, and hide the hard work behind it
- 20. Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | jon@claritydw.com A singular employee experience
- 21. Confidential – Not for Distribution. Jonathan Phillips | @DigitalJonathan | +44 7540 838593 | jon@claritydw.com What can you do? Think Employee Research One TeamFilter
- 22. Thank you! @DigitalJonathan | +44 75 40 83 85 93 | jon@claritydw.com Thank you! @DigitalJonathan | +44 75 40 83 85 93 | jon@claritydw.com Thank you! @DigitalJonathan | +44 75 40 83 85 93 | jon@claritydw.com
Editor's Notes
- Customer experience story. ”My experience was so good I’m telling you now. But why can’t we all have employee experiences as rich, as strong, so good that we share?”
- Before we discuss the employee experience in depth, let us take at look at some macro trends that impact the relative importance and use of the digital workplace.
- In short, just as some countries are closing their borders, the need for labour will be more intense. We should expect businesses therefore to look outside their own immediate geographies for labour and skills specifically from developing nations. This has significant impact on the ways we work and for DW as employees look to technology to help them to the work and culturally connect with the organisation in which they work.
- Teams are assembled with the purpose of working for a short period of time on a designated task. Ad-hoc teams carry out projects that can be large and complex, requiring many people with complementary skills. These projects tend to come together quickly and have strict deadlines; once the task is completed, the team then disbands Holacracy focuses on distributed authority, transparent rules and encouraging rapid interactions. In this operating model type the power is removed from individual human beings and instead re-assigned to clear job roles. Regular rotation through all job roles is encouraged, so one day you could be a Systems Engineer and the next day you could become Project Manager. This drives a holistic view of the organisation and continuous development for employees. In addition, decisions in this model are made locally, eliminating the need for escalations and micromanagement. Microwork relies on the concept that people sign up to bite-sized computer-like tasks, such as translating pages of a book or creating content for a website, in exchange for small amounts of money. This concept equates to a business outsourcing the entirety of business processes to external resources that are often not connected or even personally known to the organisation. Microwork heavily relies on technology to connect the business with remote Microworkers. It allows businesses to reach experts at low cost. More of a way of business, than a way of work. Probably the most celebrated operating model of modern times is the platform model favoured by the tech giants of eBay, Airbnb and Uber. Here the organisation attracts both supply and demand to a platform and takes a small cut from one or both sides. The platform model tends to drive agility, open up larger customer bases and builds resilience against changing markets. For these reasons, businesses big and small are thinking about what it would take to reinvent themselves as a platform. Use ‘day time’ resources in different timezones to maximise productivity across the 24 hour period. For example, teams can be split across timezones that are c.12 hours apart – UK and Australia. Work is handed-over at the end of the working day to be continued by colleagues. Minimises costs as no over time due.
- Tell the stories of the Luddites
- There are as many definitions of digital workplace as there are digital workplaces - google images will return many models for you to consider. My definition is therefore up for debate but I find it a useful framework for client conversations. I describe it as follows: “The devices and services, company provided or employee sourced, that the employee chooses to use to do their job”. This definition outlines a few home truths: the digital workplace is a hardware and software consideration; that the digital workplace will include tools that are not company provided and that it’s the employee who really chooses what to use. Walk through slide
- Office in which you work Culture of the organisation Benefits that you receive including salary Promotion opportunities Digital workplace tools you use Critically, then, it follows that the employee experience is everyone’s responsibility as employees. It can be lead by a single department, but everyone is part of the solution. Us too as digital workplace experts. What can we do?
- We have a choice – offer a delightful experience of one that disappoints. Decades ago nobody cared about the employee experience because all of the power was in the hands of employers. They simply needed to list a job and give people a place to do that job, nothing else really mattered. There was no focus on engagement, inspiration, empowerment, designing beautiful workplaces, using modern technology, or the like
- Absenteeism is down 37% Productivity up 12% Helping other colleagues, up 58% 50% less likely to leave the business 186% more likely to share the good news about your organization and to be an ambassador
- Very often each of these systems has it’s own login. If your organisation has deployed a single-sign on solution, don’t think you’re done, because it’s almost certain that every one of these systems has a different employee profile, has over-lapping capabilities, has different user interfaces, different user experiences, different workflows. Your employees put up with this but inside they’re seething!
- Two-thirds of companies now believe complexity is an obstacle to business success and a barrier to growth in business productivity. Ironically, productivity tools are often part of the productivity problem – an employee experience so awful that employees are turned away from using them. Design thinking provides a means to focus on the employee’s personal experience and to create processes centered upon the worker. The result: new solutions and tools that directly contribute to employee satisfaction, productivity, and enjoyment. We need to upgrade skills to incorporate concepts such as digital design, mobile app design, user experience design, and behavioral economics.
- So how can you balance the need to provide these tools and give the employees an experience that is truly delightful? It requires DW teams to think carefully about how these tools are surfaced and about hiding the complexity as much as possible. Old-fashioned portals – gateways – did this reasonably successfully. Here, the portal such as an intranet, acts as a gateway to the other tools, hiding some of the nasty UI, UX and logins. Chatbots are another emerging technology that might serve this purpose well. Like an enterprise Siri, these chat/voice services become the only employee interface and do the hard work – mask the hardwork – for employees. I’m really excited about the possibilities for enterprise chat and my company are developing some ideas for deployment in this field. The other, final opportunity is not to consider these tools individually or collectively as platforms, but consider them services that, via APIs, can deliver content or capabilities to new spaces that suit the employee better. Employee-centric, employee-built customised solutions for everyone
- Given the complexity, we must focus on giving employees a ‘show’ – a digital workplace that contributes positively to the employee experience – and one that hides the machinery behind it. Like a magic show – or a sychronised swim team – we do not need to know how all this happens, we don’t need to see the wiring in the machine, we just need it to work smoothly (and sweetly).
- JP: SAP applications, available on ‘any glass’ Key transactions : Payslip Review Leave Management – requests and approvals Labour Distribution Reports – review and approval Soon making Talent Management tools available.
- What can you do? 1. Filter: There are many many tools coming your way. If you’re using cloud solutions, like O365, some of these tools seem to appear in the microsoft sandwich without much warning and opportunity to prepare employees. Be bold and filter – take out what’s not necessary, filter the noise, keep it tidy for employees to maximise their delight. 2. Think employee: Think about what they’ll see, hear, feel, experience. This employee-centric design thinking will stop the most horrible of employee experience mistakes. 3. Research: What do employees really want? What do they think? These are not HR questions, they’re DW questions. 4. Act as one team: Too often, the silos are created because teams inside enterprises work in isolation of each other. HR teams make HR technology decisions; comms make the ones for them. The digital workplace needs a ‘one team’ approach. Create digital workplace boards to ensure that all parts of the machine work together well.