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Designing Employee Experiences (EuroIA 2018)

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KLM’s internally-focussed Digital Studio, located at Amsterdam’s Schiphol airport, is part of the Digital Transformation program of KLM and employs almost 60 people with a business, technical or design background. Based on my time working there, I highlight a few of the recent projects, and introduce the people and processes involved that make working for the airline a better experience.
In this presentation, I explain what I have found to be different working for employees versus customers, and share what attendees might learn from this.

Published in: Design
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Designing Employee Experiences (EuroIA 2018)

  1. 1. Designing
 Employee Experiences at Peter Boersma (@pboersma) Euro IA 2018 Dublin, Ireland
  2. 2. Ireland By Jeff Schmaltz - NASA Earth Observatory, Public Domain, https://commons.wikimedia.org/w/index.php?curid=14627545
  3. 3. Island By Jeff Schmaltz - NASA Earth Observatory, Public Domain, https://commons.wikimedia.org/w/index.php?curid=14627545
  4. 4. Hi! I am Peter Boersma trained as Information Ergonomist
 combining Computer Science & Cognitive Ergonomics worked for 20 years at interactive agencies
 as IA, interaction designer, concept designer,
 project manager, director, and managing partner more recent experience with in-house projects
 UX strategist for content management software,
 and personalised portal for City of Amsterdam since February 2018 at KLM Digital Studio
 turning the intranet into a personalised dashboard
  5. 5. Digital Studio in org chart Executive Team Board of Managing Directors Group interface (hierarchically airline, functionally Group) Group function KLM Subsidiaries (100%) Legend President & CEO Pieter Elbers COO Rene de Groot CFO Erik Swelheim Customer Experience Boet Kreiken Inflight Services Miriam Kartman Flight Operations Bart de Vries KLM Cargo Marcel de Nooijer E&M Ton Dortmans Trans- formation Jappe Blaauw HR & IR Aart Slagt CIO / IS Paul Elich General Counsel & Corp. Center Barbara van Koppen KLM NL Harm Kreulen Marketing & Brand Customer experience Product development Digital Cabin crew management Crew service hub Crew planning & Assignment Cabin product & Service Network supply Business development Inflight retail & Media KCS Chief pilots Standards & Compliance Crew training Cockpit crew services Ground Services Operations Control International Stations Mainport Strategy Fleet Services IMO Operations Schedule & Cap. planning Security Services Passenger services Baggage services Apron services Hub control & Planning Contract & Account mgnt Operational integrity Business development Worldwide operations Ops integrity, compl/safety Cargo control center Performance management Bus. process improvement Regional jet center Martinair Airframe / operations Engine services Component services Engineering Safety & Quality EPCOR LSS & Innovation KLM UK Engineering IR, comp. & Benefits Resourcing & Health Learning & Development Strategy & Projects Shared service center RE & FC Business partners IMO HR & Corporate Corp. Finance & Treasury F&C Pax Business Corp. Control & Reporting F&C E&M Taxation Internal Audit Fuel Transavia General secretariat Legal Corp. com- munications Public affairs Government & Industry aff. Privacy office CSR Compliance Operations Development (airl. specific) Distributed services Digitizing Fleet Development Alliances Network Planning Cygnific ISSO KLC Ops Decision Support KES M&A / Holding mgnt Procurement Flight tactical KLS KHS Delegate to the Board KLM Management structure per 1, 201
  6. 6. KLM Digital Studio https://www.youtube.com/watch?v=T_i3ZXUJEAE
  7. 7. Happy employees ensure happy customers and happy customers ensure happy shareholders
 (in that order)
 Simon Sinek
  8. 8. TechDesign Business
  9. 9. Digital Studio Projects iMech
 replacing plan boards with an iPad app AIR
 adding AR to assist mechanics in repairing aircraft OneKLM
 combining tools & content into a personalised dashboard
  10. 10. Project: iMech
  11. 11. Digital Studio Projects iMech
 replacing plan boards with an iPad app AIR
 adding AR to assist mechanics in repairing aircraft OneKLM
 combining tools & content into a personalised dashboard
  12. 12. Project: AIR https://www.youtube.com/watch?v=MYddQcSEXbQ
  13. 13. Digital Studio Projects iMech
 replacing plan boards with an iPad app AIR
 adding AR to assist mechanics in repairing aircraft OneKLM
 combining tools & content into a personalised dashboard
  14. 14. Project: Personalised dashboard 2016: HR Vision sessions established a need. 2017: Design Sprint, resulting in a 3-screen prototype. 2018 Q1: Team formed with IxD, developers, visual design. 2018 Q2: Prototype & business case tour, start of Dev. 2018 Q3: Define & build MVP; team now 13 people. 2018 Q4: Launch with 200 people, define Ops team. Since it’s a dashboard for other systems, it’s never done!
  15. 15. Digital Studio Projects iMech
 replacing plan boards with an iPad app AIR
 adding AR to assist mechanics in repairing aircraft OneKLM
 combining tools & content into a personalised dashboard
  16. 16. Employee Experiences iMech
 replacing plan boards with an iPad app AIR
 adding AR to assist mechanics in repairing aircraft OneKLM
 combining tools & content into a personalised dashboard
  17. 17. digitalworkplacegroup.com
  18. 18. Digital Workplaces “The digital workplace is the intranet, plus
 other connected enterprise software systems.” or: “The digital workplace is
 the virtual, digital equivalent of the physical workplace.” or: “The digital workplace is an
 ongoing, deliberate approach to delivering
 a more consumer-like computing environment
 that is better able to facilitate
 innovative and flexible working practices.”
  19. 19. Employee Experiences are easier Easier access to users
 for once, sometimes you actually are the user
 and if not, you can usually find a contact who will help. Easier access to managers of processes & systems
 but they still want to keep things as they are
 Example: several CMS migrations without functional changes. Easier to measure improvements
 because you’re still there when the product is live,
 and you can have access to the analytics. Easier access to previous / similar / parallel projects 
 because you are in-house,
 and you are allowed to see internal materials.
  20. 20. Employee Experiences are harder Enterprise stakeholders also think they are users
 but only in a very few cases are they actually the user,
 and no one is a user of something new.
 solution: Good old-fashioned user-centred design. Enterprise scale = many different users
 example: the Airframe department of the Engineering & Maintenance division has 118 roles among the 2500 employees,
 and the whole of KLM has 33000 employees.
 example: the flight crew really want to be (and should be)
 treated differently from other types of employees.
 solution: Mass-Customisation + Personalisation. Enterprise scale = many different teams & designs
 example: there are 18 teams developing digital tools for HR.
 solution: Design System + Navigation as a Service (“NaaS”)
  21. 21. Lessons learned You need to build up an in-house network of contacts
 speeds up decision making, design & development
 example: Our Information Analyst benefits daily from her network when analysing Engineering & Maintenance systems and their APIs.
 example: Our program manager did an extensive tour with our prototype and the business case to secure funding. Different product lifecycle phases require different teams
 and in enterprises you can have them!
 example: OneKLM will have (had) 7 teams: Design Sprint Team > Concept Team > Prototype Team > MVP Team > Rollout & Evaluation Team > Ops Team > Governance Team Enterprises are a Dutch guy’s dream!
 getting & giving blunt feedback is easy & liberating.
  22. 22. Bonus lesson Aircraft engineers are great at labeling their things!
  23. 23. Thank you!
  24. 24. Designing
 Employee Experiences at Peter Boersma (@pboersma) Euro IA 2018 Dublin, Ireland

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