Digital Workplace Employee Engagement Toby Ward Oct 2023.pdf

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DIGITAL WORKPLACE ENGAGEMENT
Toby Ward, Founder

2
•
…
‘
2001 2005 2011
Expanded client base
across North America
and Europe.
Growth
Expanded solutions for the
entire Digital Workplace.
Digital Workplace
Founded in Toronto.
Start
Full implementation services,
and SharePoint expertise.
Implementation
Focus on assessment, planning,
governance of intranets.
Intranets
Digital Workplace & Intranet Experts for 22 years
Multiple awards including the prestigious
Webby & Golden Quill Awards.
Awards
2018
Expansion into the US
& Western Canada
Virtual Office

From Concept to Live
End-to-End Services
• User experience design
• Information architecture
• Dynamic wireframes
• Navigation flows
• Taxonomies
Design
• Stakeholder engagement
• Focus groups
• User surveys
• Content analysis
• Technology assessment
Assessment
• Development
• Configuration
• Integration
• Content migration
• Desktop, mobile.
• Customization
Implementation
• Strategic plan
• Solution roadmap
• Engagement plan
• Governance model
• Content management
• Blueprint / Roadmap
Planning
• Content creation
• Operations management
• Change management
• Analytics
• Search optimization.
Operations
Listen. Understand. Deliver.

Clients

• Defining digital workplace & employee engagement
• Executive communications
• Active, two-way communications
• Employee recognition, ambassador programs
• Key lessons
Agenda 5

Think About… 2
• What is the employee engagement rate at your organization?
• How often do they use digital workplace tools…? And the intranet?
• Is the intranet merely a passive document library and/or newsletter?
• Do you ask employees what they want from the digital workplace?

DIGITAL WORKPLACE =
Sum total of all your digital tools / apps

Inside and Outside
8
The Digital Workplace

Source: Real Story Group
Source: Real Story Group

Source: Invgate

INTRANETBLOG.COM
for slides, video, podcasts + articles

The Intranet Gateway
Gateway to the Digital Workplace
CRM
Social
RMS
Shared
Drives
DAM
Email
eNewsletter eMarketing
Website
Extranet
ERP
Intranet
12

The Digital Workplace
It's people and process, not merely technology
Technology is an enabler, not an
outcome
Technology
Every intranet must have a
strategy with measurable goals
Planning
Adequate staffing, budget, and
change management
Resources
A detailed and documented
ownership and management
model
Governance
The digital glue that binds
together the digital workplace
Search
Content is king, and what people
seek and need
Content
13

EMPLOYEE ENGAGEMENT

Engagement
• An “engaged employee” is one who is fully absorbed by &
enthusiastic about their work.
• Takes positive action to further the organization’s reputation
• “Engaged employees” contribute discretionary effort for their organizations.
• “Engaged employees” find meaning in their work.

TAKE POSITIVE ACTION

Source: Dale Carnegie, Survey of 1,500 employees

Companies with an engaged workforce can
reduced costs by $16 million alone per year
in reduced turnover.
10,000 employees, Gallup WorkHuman Report.

Source: Madison Workforce Engagement

Companies with high-quality digital tools are
the most likely to have highly engaged
employees.
Harvard Business Review, Sept. 2023.

Accelerating Engagement with Technology, Harvard Business Review, Sept. 2023.

Digital Workplace Engagement
Digital
Workplace
> Intranet
Executives Lead
Open, Active
Communications
Two-Way
Conversations
Rewards &
Recognition
Evaluate
Planning

EXECUTIVES LEAD THE WAY

ACTIVE, TWO-WAY COMMUNICATIONS

FOSTER HEALTHY RELATIONSHIPS

Stay connected with global colleagues
© Pfizer

Start a hashtag campaign
• Use hashtags to create common
themes for colleagues’ posts
• Align hashtags to cultural campaigns
• Encourage colleagues to
self-promote
© Pfizer

Learn about and join Colleague Resource Groups
Latino CRG
Global Asian Alliance
OPEN LGBTA
People with DisAbilities
Pfizer Fresh Faces
© Pfizer

Keep it fun
Get to know colleagues by discovering
shared interests outside of work
© Pfizer

EMPLOYEE RECOGNITION

EMPLOYEE AMBASSADOR PROGRAMS

Employee ambassadors
• Actively share news about the organization
• Use social media and word of mouth
• Trained on how and why to share
• Recognized and rewarded

Volunteers
• The best ambassadors are volunteers
• Employees who are passionate and enthusiastic

Ninjas use social tools to stay connected

Sharing the approved stuff

Needed
• Policies and guidelines
• Training and communication

PLANNING

54

55
Strategic Planning
Gap Analysis, Findings, Recommendations
Vision
Mission
Objectives
Goals (KPIs)
Functions (Applications)
User Tasks (Behavior)
Scope
Detail
Intranet Planning Pyramid © 2011 – 2019 Prescient Digital Media

56
Phased Road Map
Think Big, Start Pragmatically, Scale Exponentially
▪ Strategic capabilities
▪ Establish governance and operational
structure
▪ Initial iteration of an Enterprise User
Experience
▪ Reliable, scalable technical foundation
▪ Add role-based views
▪ Add functional content, applications,
social / collaboration, etc.
▪ Extend coverage across additional
geographies
Operational Value
Extended
Strategic Value
R1 Foundational Investment
Enterprise
Value
R2 Expaned Investment
R3 Realized Investment
Establish Enterprise User
Experience with core
content
Expanded “views” focused
on LOBs, Functions, etc.
Realize Enterprise Experience
▪ Consistent enterprise-wide experience
▪ Cross LOB & COE knowledge sharing
and collaboration
▪ Capabilities extended for components
deployed in earlier releases --
▪ Personalization & customization
Expand by constituent groups
Time
Release 2.0, 2.1, 2.2+ Release 3.0, 3.1, 3.2+
Release 1.0, 1.1, 1.2+

KEY LESSONS

Key lessons
• Executive leadership
• Active communications
• Two-way conversations
• Rewards and recognition
• Plan, evaluate, adjust
• Intranet as the gateway

Intranet Insight Newsletter
PrescientDigital.com
59

60

www.PrescientDigital.com 416.926.8800 toby@prescientdigital.com

Digital Workplace Employee Engagement Toby Ward Oct 2023.pdf

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