Plan intranet content using job stories and skeleton outlines
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Plan intranet content using job stories and skeleton outlines
- 1. Content design for the intranet July 2023Webinar | Exploring content design techniques for planning intranet pages @Wedge | @ClearBox
- 2. About Wedge and ClearBox 2 @Wedge Wedge Black Intranet Consultant ClearBox Consulting is a specialist independent consultancy that believes in making the workplace a better and more productive experience.We understand technology, but we approach it from the people side first. Our goal is to help organisations collaborate and communicate more effectively.We specialise in intranets and the wider digital workplace, including internal social media, enterprise mobile strategies and real-time collaboration tools. @ClearBox | clearbox.co.uk
- 3. Content design principles Purpose of the intranet Don’t start drafting Techniques (User stories and) job stories Skeleton outlines Zero draft Tips 3 Agenda
- 4. Creating content to meet a specified need Content design principles
- 5. Content design An evidence-based approach to creating content to give the audience what they need in a way they expect and can use. Content design is a movement, an approach, a grouping of practices, and becoming a discipline. While layout is important, content design is not merely about placing text on a page. ClearBox Consulting 5
- 6. SarahWhite and GDS UK government websites, and many government intranets, have moved to a content design approach under Government Digital Service (GDS) guidance. Sarah Winters (previously, Richards), formally of GDS, has written the book on content design: contentdesign.london/shop/content-design-by- sarah-winters-paperback ClearBox Consulting 6 Also: Leading Content Design by Rachel McConnell abookapart.com/products/leading-content-design
- 7. Principles ☐In the audience’s vocabulary ☐Appropriate format ☐Meets a defined need ☐Based in research. ClearBox Consulting 7
- 8. Purpose and outcomes I don’t always want to drink juice, I just want to satisfy my thirst so I don’t unalive. @Wedge | @ClearBox I don’t want content, I want help to do something, to complete a task, achieve my goal.
- 10. A handbook for employees Purpose of the intranet
- 11. 11 Majority of the intranet is not news. Yes, comms and engagement are crucial. But a truly useful intranet is a self-serve encyclopedia of the business, of the tools, and of the work. ‘How to’
- 12. 12 Departments should focus on ‘topics’ and not “our stuff that you might need”. Departments must stop talking about themselves and start publishing useful pages that focus on user needs (processes, services, and employee objectives). Departments, thy name is vanity
- 13. Whether you have centralised content management or decentralised (federated) content management, you must engage your comms and content community. Can’t do it alone @Wedge | @ClearBox
- 14. Understand what is needed Don’t start drafting
- 15. Test assumptions “I want them to know…” “I think people will need…” “Obviously, everyone’s number one priority will be…” ClearBox Consulting 15 Most assumptions need testing; some need smashing.
- 16. Research methods 1. Desk research 2. Usability research 3. Content performance stats 4. Search logs 5. Expert research 6. User research 7. Discussion on specifics. ClearBox Consulting 16
- 17. Subject experts What if you talked with the system admin, the HR advisor, the PA, or the helpdesk person? What frustrates them?What questions do people ask them all the time?What do end-users get wrong, why do they need help? Do they have a secret (ugly) FAQ? ClearBox Consulting 17
- 18. Those impacted What if you talked with one or two people who will be directly impacted by this change or news? Five minutes, to hear their concerns. ClearBox Consulting 18
- 20. User stories (plural) As a [colleague in a role / dept] I need to [know or do something] so I can [achieve a goal]. ClearBox Consulting 20
- 21. User story examples ClearBox Consulting 21 As a colleague who drives to work every day I need to know where to park now and next month so I can park easily and get to work on time. Describes the problem and goal. As a middle-manager I want to know security details in advance of my team so I can brief my team appropriately. Describes the problem and goal.
- 22. User story examples ClearBox Consulting 22 As a future driver, I want to use a postcode finder to see where I can take my theory test. Fails to describe the problem, instead it describes the solution. As a parent of a child in their last year of primary school, I need to complete the admissions form so that my child has a place at secondary school. Describes what the education authority demands the parent do.
- 23. Job stories, jobs-t0-be-done When [specific situation] I need to [know or do something] so I can [achieve a goal]. ClearBox Consulting 23
- 24. Default to job stories ☐User stories help identify audiences. ☐User stories express the need, the problem. ☐Job stories express the triggered need. ☐Job stories help steer your content to be user- focused and task-focused. ClearBox Consulting 24
- 25. Start with the skeleton, not the meat Skeleton outlines
- 26. Bullet-point skeleton process 1. Lay out bullet points to cover everything 2. Rework the list to order it from ‘must know’ to ‘nice to know’ / context 3. Break the list up with sub-headings to chunk the list Sure, draft a title but don’t set your heart on it. ClearBox Consulting 26 Rely on your research results and your job stories and keep your user stories in mind.
- 27. Bullet-point skeleton (1) 27 ☐New carpark to open (date) ☐Old carpark available until (date) ☐Location ☐Entry system ☐Restrictions ☐No changes to parking privileges ☐Parking space entitlement criteria ☐How to request a parking space ☐Request a parking space [action] ☐Contact Job story When approaching the office location in my car I want to already know where the carpark is and how to get in for free so I can park my car without needing additional help and get to work on time.
- 28. Bullet-point skeleton (2) 28 ☐New carpark to open (date) ☐Location ☐Entry system ☐Restrictions ☐Old carpark available until (date) ⊙ ☐How to request a parking space ⊙ ☐No changes to parking privileges ☐Parking space entitlement criteria ☐Request a parking space [action] ☐Contact Job story When approaching the office location in my car I want to already know where the carpark is and how to get in for free so I can park my car without needing additional help and get to work on time.
- 29. Bullet-point skeleton (3) 29 Title: New carpark ☐ New carpark to open (date) ☐ Location and directions ⊙ ☐ Entry system ☐ Restrictions Sub-head: Old carpark ☐ Old carpark available until (date) Sub-head: No changes to parking privileges ☐ No changes to parking privileges ⊙ Sub-head: Request new parking space ☐ N.B. No need if you already have an allocation! ⊙ ☐ How to request a parking space ☐ Parking space entitlement criteria ☐ Request a parking space [action] ☐ Contact
- 30. Skeleton approval Circulate the job story and skeleton around your project teammates, subject-matter experts, and stakeholders (managers / reviewers). Explain that the bullet-points demonstrate what the article will express. Explain that the bullet points should meet the needs expressed in the job story. Ask for input and approval to proceed. ClearBox Consulting 30
- 31. Crucial ☐Plan, plan, plan. ☐Bullet-list skeleton – considering 5Ws + 1H and the inverted pyramid. ☐Get approval for your job story, ☐And your skeleton. ☐Ask for input at this stage. ClearBox Consulting 31
- 32. The first ‘draft’ can be very good or not so Draft
- 33. Drafting Once colleagues and stakeholders agree with the job stories and skeletons, writing becomes simply about meeting the expectations appropriately. Now’s the time to bring your comms chops! ClearBox Consulting 33
- 34. Just an idea Zero draft ☐Obviously rough (quite shoddy) prose ☐Half the length of your planned content ☐Experiment with phrases ☐Just for you and one trusted reviewer ClearBox Consulting 34
- 35. Collaborate ☐Word? ☐In MSTeams (SharePoint) for teammates ☐But where for subject experts? OneDrive? ☐Comments in the document and in conversation ClearBox Consulting 35
- 36. Reviews Any kind of review can be emotional, and emotion driven… Traditional reviews might be rather prescriptive.The reviewer seems to have a lot of ‘approval power’… ClearBox Consulting 36
- 37. Crits Content critiques are entirely focused on whether the article satisfies the job story and identified needs (the brief), considering the intended audience’s needs. The purpose is to discuss improvement areas. ClearBox Consulting 37
- 38. Crits • Respect that everyone did their best work possible considering the time and resources allotted. • Focus specifically on the content, and only the content in front of you; not the process, not the creator. • Constructive. • Decisions don’t have to be defended. • Suggestions don’t have to be taken on board. ClearBox Consulting 38
- 39. Reviews Help reviewers understand the job stories, the user stories, and singular purpose of the article. Stick to the house style guide (voice), and use the appropriate tone for the topic. Steer reviewers away from expressing personal preferences around grammar! Be open to terminology changes and notes about anything you’ve missed from subject-matter experts. ClearBox Consulting 39
- 40. Maybe this is the best bit! Tips
- 41. Separate substance and style ☐Respect subject-matter experts for their subject-matter expertise. ☐Respect content designers for their understanding of the audiences (needs and vocabulary). ☐Respect writers for their understanding of grammars and tone. ClearBox Consulting 41
- 42. You may want content approved inWord… People experience content in context. People will have a different experience in Word than in your intranet. Consider in-situ draft reviews, or at least be prepared for a re-review after publishing. ClearBox Consulting 42 WordVs. the page
- 43. Titles / headlines are vital for SEO and the search engine But also vital for menus and people browsing So: Craft the headline last, or Craft the headline first if the need (the topic) has been discovered 43 Titles are vital
- 44. More tactics Read your article out loud Read your article out loud from your phone Have a colleague read it to you Rewrite whole paragraphs rather than editing. @Wedge | @ClearBox
- 45. Maintenance Everyone loves creation; few love maintenance. Whatever you create has a lifecycle. Plan for it. Create less content; ensure it’s valuable with need discovery, and then analytics. @Wedge | @ClearBox
- 46. For the audiences, for their work Match the message to the audience to the channel. Or as content designers say: 1. In the audience’s vocabulary 2. In the best format for the audience 3. Providing what the audience needs from us 4. Designed with data / research results. ClearBox Consulting 46
- 47. 47 Contact ClearBox hello@clearbox.co.uk www.clearbox.co.uk @ClearBox United Kingdom 🇬🇧 +44 (0)1244 458746 ClearBox Consulting Ltd. CoWorkz Business Centre, Office 1 Main Office, Minerva Avenue, Chester West Employment Park, Chester, CH1 4QL, UK
Editor's Notes
- Thank you for joining us; we’ll just wait a few minutes for more people to log in.
- Read the agenda, make any comments you like.
- It’s about evidence, it’s about discovering and defining needs and meeting those needs through the presentation of content. It’s content as the interface. It’s about up-front planning and writing stuff to meet a need. It may be about readability and layout, but it’s not just about that. The content design approach complements your writing and communication skills, adding an awareness of context, user interface, and user experience to your skillset. Content design is becoming a discipline (a set of practices, a recognisable approach), that can be promulgated rolled out across your primary comms / publishing team and guide your extended teams and department publishers. It's not layout particularly.
- It
- Content design is about spending more time planning content. Here are the four touchstone principles: In the vocabulary of the audience. In the best format for the audience, so they content is accessible and useable. Two important terms. Meets a defined need of the audience. The need and the solution should be based in research. You do not represent your users. Which is a hard lesson to learn.
- The outcomes might include satisfaction, with the content and the organisation, maybe even increased engagement. We might even hope for delight and happiness. But what we should expect is relief that things are easy and that work can be completed end-to end. The outcome is work – whatever the reader defines that as. If you want more than that, and there’s no reason you wouldn’t, then you’ll need to bring your communications skills to bear, as always. The point I’m making, very strongly, is that the result of your planning, writing, and publishing ISN’T an intranet page. That’s not the outcome we want. The content you produce and publish is just part of the process. The outcome we want is WORK, to help people do their WORK and to help people be part of the organisation.
- The intranet should be a handbook to people's work and careers – every reference page or guide should help the person do something, understand something, progress with a task, and ultimately help them achieve their goal. Most of the intranet is not news, but reference material.
- Departments need to publish useful, on-topic pages that focus on user needs, not 'about us' vanity content.
- Bring the community together in Viva Engage, or MS Teams or some other community space.
- You’re the expert in your role, and your may be a subject matter expert too, or at least you’ll work with subject matter experts. But our intranet pages aren’t supposed to express everything we know about a subject in one go. They’re supposed to help the reader with a specific need, or problem. We need to become audience focused, rather than only subject focused. It’s not about what you or your stakeholder wants people to know, it’s about what people need to know. So let’s check our assumptions; most assumptions need testing; some need smashing.
- Considering the brief from your stakeholder, and your expertise, we can’t always be sure what’s missing from a communique or page. So, how do you find out what’s missing for people? This is not about surveying 20% of your colleagues for every reference page. This is about doing the minimum research to be able to start with evidence rather than only assumptions. It’s about conversations with: those with the need the subject-matter experts Stakeholders. 1 - what already exists internally and what other organisations do (best practice resources). 2 – what UX research has already been done? Content gap analysis? Migration plan? 3 – talk to the Subject-matter experts – not just the policy setters, but the administrators and the process owners and the support workers / customer service people. 4 – shadowing during task completion, witness town halls, be all over the performance state for your existing comms. 5 – specific discussions led by yourself.
- I might assume that you’re already pretty good at caring about content and collagues, but I’m here to suggest that you can get more out of subject-matter experts over the phone by letting them reflect, and even rant, on what annoys them – the questions they frequently get. The mistakes they have to rectify. Think about those secret FAQ Word documents that your help desk staff or HR advisors have. FAQs do not make good intranet pages, but they absolutely show you the major concerns employees, and the FAQs writer, have.
- It may not be right and proper to discuss business change with people before an announcement, but thinking about changes that impact your colleagues’ ways of working, and thinking about reference pages, I imagine you can make good use of your network, your informal comms network, and your contacts across the organisation, to talk to one or two members of the target audience to see if your assumptions match their concerns. You might only share the main thing that’s happening with them, and then just listen as they list their questions, and maybe concerns. Now, you can ensure your article or page addresses those concerns.
- Those of you into User Experience may recognise this. A user story is a three-part sentence that expresses what someone needs from us in order to achieve their goal. User stories, and you will need lots because you do not have ‘one audience’, help you keep the readers’ background and goals in mind, helping you write useful content in the appropriate language.
- A job story is a three-part sentence for a specific task. The idea is that your content will satisfy the job story, and nothing else. You will need to come back to your job story frequently as you plan and draft your content. The job story needs to be so specific and well-written that your managers and reviewers go ”oh yeah, that’s right, that’s exactly what we need to deal with”. Job stories set expectations. Your reviewers, whoever they are, cannot be surprised by your draft content if they understand the job story. Only when your job story is approved should you move on to content planning.
- OK, so this isn’t a codified content design technique but rather something I’ve developed over the years with my managers and stakeholders. I’m sure you do something similar. You’ve got the brief, you know your audience and can guess at the channel to be used. You might have your user story, but you’ve definitely got your job story. You’re aware of the 5 Ws and 1 H, and you’re aware of the inverted pyramid of journalism. Now’s the time to get it all down, in a very messy list. Then rework that list so that it forms the actual skeleton outline of what you will draft. Let me show you.
- If you get 30 bullet points, something’s gone wrong; that isn’t a page anyone going to quickly reference. But you decide if 5 bullets or a dozen is appropriate.
- Flowing well from the must knows at the top to the nice to knows at the bottom. Your ordering might be different to mine, but the point is we’re following a process and relying on our expertise of course.
- Notice in yellow I’ve made some further amends because the sub-headings help me reflect. Sub-headings are really important even on a short article. They help the eye jump around the page, and of course people only read what they need. So they want to go straight to the best bits for them.
- Explain that if you don’t hear from them, you will proceed according to this skeleton outline. Explain that only what is covered in the skeleton will appear in the draft. Explain this is the time for their input, not later.
- Because the job stories and skeleton are so clear, everyone knows what’s coming. No surprises, so the review cycle should be less painful with fewer ‘maybe we need’ late ideas. Remember, your job story is based on research – what already exists, your analytics, and light conversations with members of the impacted audience and subject experts.
- This is just an alternative idea to the skeleton. It might be helpful when creativity and warmth are needed. It’s a precursor to your first draft, it’s not for review itself! I use a zero draft to show my boss the flavour and tone I’m going for. It gives them something to push back against, so they can offer more direction to me. I don’t call it a zero draft, I call it a concept.
- I won’t tell you how to draft your content, I know you already have content operations in place. I just enjoy reminding people that attaching actual documents to email is a terrible practice. We end up creating a dozen duplicates of the file, and then working harder to collate comments and changes. Obviously, we need one draft document to work on. So that means it needs to be on an accessible network server or in the cloud. That document can actually be moved reasonably easily between SharePoint (Teams) and your OneDrive if necessary.
- Reviewers, whether subject-matter experts or stakeholders / owners need to understand that they are reviewing the content against the acceptance criteria. They are not here to give you new ideas! So you may want to provide the job stories and user stories along with the content, and a note about ‘acceptance’. Assuming you stick to the house style guide and have the tone right for the topic, you may want to steer the reviewers away from expressing their personal preferences about vocabulary and punctuation. But be wide open to subject-matter experts about terminology and things you’ve missed. But remember, articles need to be in the vocabulary of the audience. I know we often have to use industry jargon, and that’s fine, just do the ‘new starter’ test and explain your acronyms.
- Here’s another radical idea, an approach for you to consider. Assuming you have a house style guide, and your culture or brand has a recognisable voice, reviewers – such as subject experts and managers – can focus on the meat of the draft article – how it helps the reader, rather than focusing on wordplay and semi-colons.
- Here’s something I’ve learnt. I used to insist to reviewers and content owners that ‘the text was the text’ and I would make them review drafts in Word. This is especially useful in Office 365 / SharePoint because everyone can access and comment upon the same document – with no version control mess caused by emailing attachments around. But people used to remark “Oh, it just reads differently now that’s it published…” and they were sad. And they were right. I have now learnt that context matters. The article reads and feels different in Word than when published. I used to ignore this as ‘just people’s feelings’ but now I realise that feelings really matter. We don’t absorb information as a mere intellectual pursuit, we are a driven to learn what’s relevant to us by our emotional needs. My best work is done when I can publish drafts in-situ for a final review. If your intranet has a draft facility, fantastic, but if not, maybe it’s OK to to do some final tweaking soon after publishing. Maybe that’s OK.
- Spend 5 minutes on the title. Not 1, not 2, but 5. Discuss three headline ideas with a colleague. And of course, focus on expressing the purpose and objective of the page. My advice is to craft the headline last, because once you’ve written the content, you truly know what it’s about! However, craft the headline first if you’re doing a big knowledge management programme or intranet revamp, because you should know exactly what topics are needed because of your content strategy.
- If you’re serious about content operations, rather than only timely communications, you’ll consider lifecycle carefully. If you've done your job story, you'll avoid publishing unintelligible urgent announcements. Content debt is the time and resources needed to deal with that content in the future. You might believe that your content is valuable today, but it’s likely your content has a half-life, so it will either need deleting or improving in the future.