Leveraging an Employee Portal to Transform Corporate Communications

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Discusses the business case, ROI and best practices for employee portal implementation. Addresses key success factors including organizational change management, governance and roles.

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Leveraging an Employee Portal to Transform Corporate Communications

  1. 1. Using a Portal to Improve G&T OperationsAnd Make Communications a Strategic Business PartnerMark Gavora, Business Transformation & Change Management Lead, Arcamoda LLC. &Kevin Osbourn, Communications Manager, East Kentucky Power Arcamoda Strategy, Process, People & Technology
  2. 2. EKPC Before the Portal − Background• Web communications to employees done only via Intranet Web site 1. Limited functionality  Does not provide adequate value 2. Static, out-of-date content  Supporting roles not defined or staffed 3. One dept. owned the site  Not responsive business needs 4. Lacked collaboration  Teamwork across functions remained difficult 5. Accessed only at work  Fails to account for evolving user base• EKPC Launches Business Evolving Initiative in June 2009 Arcamoda Strategy, Process, People & Technology
  3. 3. Business Evolving Objectives• Improve the efficiency and effectiveness of business operations Arcamoda Strategy, Process, People & Technology
  4. 4. Business Evolving Objectives• Create a portal support organizational structure with well-defined roles• Enable the business to drive portal development rather than technology• Leverage on-line collaboration tools to support inter- departmental projects• Enable employees with any time, any place, any function access Arcamoda Strategy, Process, People & Technology
  5. 5. EKPC Adopted Two Formulas OO+NT=EOO OO is Old Organization NT is New Technology EOO is Expensive Old OrganizationArcamodaStrategy, Process, People & Technology
  6. 6. Our Goal Formula OO+LT=TO OO is Old Organization LT is Leveraged Technology TO is Transformed OrganizationArcamodaStrategy, Process, People & Technology
  7. 7. Relevant Best Practices: the Elite Eight1. Corporate Communications coordinates the Portal2. Emphasize value over content3. Build content from a defined organizational structure that balances the breadth and depth of content4. Bring information to the users rather than have the users search for information5. Sample users to validate your content organization6. Integrate with a content management system and a highly structured search function7. Strive for A3: Anytime, Anyplace, Any function access8. Balance simplicity with functionality, but keep it simple Arcamoda Strategy, Process, People & Technology
  8. 8. Move mouse over title to read the article  My PeopleNet is now available  1999 Benefits survey is completeArcamodaStrategy, Process, People & Technology
  9. 9. ArcamodaStrategy, Process, People & Technology
  10. 10. Portal Alignment with Key ObjectivesObjective Supported by• Improve efficiency & effectiveness • Made the portal transactional of business • Created defined roles for portal• Create a support organizational operations, governance and structure with well-defined roles functional management• Enable the business to drive portal • Created a Central Governance development rather than Committee technology • Created multiple collaborative• Leverage on-line collaboration workspaces tools to support inter-departmental • Granted all employees user ID projects and password• Enable employees with any time, any place, any function accessArcamodaStrategy, Process, People & Technology
  11. 11. Design and Development Philosophy• Start simple and build on success• Use a phased-in approach fitting business realities and culture• Accommodate service demand and client business needs though collaborative involvement• Manage with a steering team and functional ownership• Work within the IT umbrella• C-Level sponsorship and executive championing• Strong emphasis on communications and marketingArcamodaStrategy, Process, People & Technology
  12. 12. Methodology and Approach Define a Vision and • User reports, user satisfaction survey, ROI Metrics • PeopleSoft ERP Establish a Foundation • PeopleSoft Portal and Content Management • HR Transactions Make Users Want it! • Time and Expenses • Procurement and Inventory • Surveys Assess Feedback and • Posters, success stories, town hall meetings, newsletter Share the Joy! articles • Portals are like sharks in the water. If they stop moving, they Plan the Next Phase die.ArcamodaStrategy, Process, People & Technology
  13. 13. KEY ISSUES TO MANAGEArcamodaStrategy, Process, People & Technology
  14. 14. Stakeholder Buy-In: Issues and NeedsIssues Needs• One department ownership • Understand limitation of single• Executives want a solution to departmental ownership reduce costs without damaging • Demonstrate reduced costs employee satisfaction without decreasing satisfaction• Provide a tool that employees • Create simple tools training to would know how to use fill in gaps• Cultural readiness for • Release compelling communicating changes to the communication without way employees do work creating burning platformArcamodaStrategy, Process, People & Technology
  15. 15. Communications Painted a VisionArcamodaStrategy, Process, People & Technology
  16. 16. Roles: Issues and NeedsIssues Needs• Portal management roles did • Position descriptions that list not exist at EKPC knowledge and skills needed• Staff not allocated for this work to complete the work• Insufficient resources • Hire more staff and/or change responsibilities of staffArcamodaStrategy, Process, People & Technology
  17. 17. Competencies: Issues and NeedsIssues Needs• Staff has no exposure to portal • Clear instruction on key solutions activities• New staff will have to be • Knowledge transfer to existing trained employees• Align staff with technologyArcamodaStrategy, Process, People & Technology
  18. 18. WRAPPING UPArcamodaStrategy, Process, People & Technology
  19. 19. Common Value Measures• ROI – hard • Labor Reduction • Cost Avoidance • Material Reduction• ROI - soft• Satisfaction • Usage • FeedbackArcamodaStrategy, Process, People & Technology
  20. 20. Lessons Learned• A business transformation is journey• Be sure you’ve adequately identified deliverables• Allow adequate time and resources to integrate modules• You will know you are successful when people start asking you for greater functionalityArcamodaStrategy, Process, People & Technology
  21. 21. Conclusions• Portals provide the foundation to transform tactical communications into strategic communications• Remember: portals are like sharks in the water. If they stop moving, they dieArcamodaStrategy, Process, People & Technology
  22. 22. Remaining Questions and Discussion Arcamoda Strategy, Process, People & Technology 4
  23. 23. Why Change Management Efforts FailPerformance management Push interventions for laggards Risk mitigation Stakeholder analysis strategy Succession Communication plan Post Go-live strategy planning Ongoing support strategy Policy updates Competencies Communications RecognitionPost Go-live metrics programs Training Training strategy Readiness assessment Sustaining Sustaining Foundational Training needs assessment Foundational Compelling Need Operations impact Strategic alignment analysis Vision Steering team Executive commitment alignment Regular executive-level involvement Arcamoda Strategy, Process, People & Technology

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