Getting the most from SharePoint


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Keynote from Congres SharePoint September 2012 Utrecht.

Employee \ user adoption challenges for SharePoint intranets and extranets.

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  • There seems to be a lot of talk about intranets, employee engagement and morale. I want to focus specifically on what it takes to get employees using an SharePoint as an intranet though much of what I cover also applies to external uses of SharePoint, such as extranets.
  • Psychology degree
  • What would it take?> money, make current state unattractive, explain why (charity fundraiser), rugby team, majority over...make future state more attractive...
  • What’s the impact of people not making this leap?
  • 13%: new report by Information Week. The report, called Rebooting the Antisocial Network November 2011 interviewed 450 people in North America
  • When budgeting, we still tend to plan the technology in detail but allocate relatively little to adoption, even though most people agree that the people element if by far the bigger challenge.
  • 2011 report by British Psych Soc. Of 100 UK office workersBut this isn’t a talk about general “Employee engagement”
  • We’ll take itas a given that the content is worth visiting.Usability is really important, but good usability alone doesn't cut it – Mac vs Windows eternal debatePeople are busy, you can’t “build it and they will come”
  • Essential place for maternity policy – excited yet?
  • “Essential” appears in plenty of SharePoint strategies,But we need to ensure the focus isn’t on SharePoint but on the outcome
  • Work on the right thingsWork effectivelySharePoint (or even better, digital workplace) can play a role
  • This is what makes SharePoint different
  • This showcases all the tools manufacturer makes, challenge is to SIMPLIFY and make versions that match hunter, fisherman, boy scout etc.
  • This is where SharePoint is a platform – your starting point is NOT what you should deliver, but a bucket from which you can select some tools, turn others off and perhaps add on something unique (like a hairdryer).
  • Firstly, helping people work on the right thing is important. So optimise adoption for the things that matter to your business.So we have a clear view of the business benefit, so now we just have to tell our employees and they’ll use it, right?
  • Not necessarily. Even if they agree good for the business, there may be other inhibiting factors...Not WIIFM at least in Narrow sense because:Implies “If > Then “ REWARD MINDSET. People are not that mercenary. As we’ll see, they can be altruistic, they do things like crosswords for fun, they find some things rewarding in themselves.People don’t always do what’s best for the organization... Random example: Leadership at banks; fear – crossing the bridgeWIIFM IS true in the wider sense, though, of thinking what would motivate people to use it.
  • From an employee perspective, its this that we need to be enabling.INTRANTES CAN HELP – this is what we should be aiming forTeresa Amabile, a professor at Harvard Business School, and Steven Kramer, an independent researcher, are the authors of “The Progress Principle.” To gain real-time perspective into everyday work lives, we collected  nearly 12,000 electronic diary entries from 238 professionals in seven different companiesOur intranets should aim for this more than anythingLeads to a state of flow>>> but don’t expect users to thank you!we analyzed the 64,000 specific workday events reported in the diaries: of all the events that engage people at work, the single most important — by far — is simply making progress in meaningful work.we asked 669 managers from companies around the world to rank five employee motivators in terms of importance, they ranked “supporting progress” dead last. Fully 95 percent of these managers failed to recognize that progress in meaningful work is the primary motivator, well ahead of traditional incentives like raises and bonuses.
  • So to make sense of how to approach this, here’s ClearBox’s model.Not Maturity, but about “Depth of uptake” (how deep is your love!). Think of where the elements of your own intranet fall on thisThinking tool – not claiming to have re-invented Maslow’s hierarchy here
  • Good in the sense that you “sweat the asset” of SharePoint and keep costs downIf its the only way to get expenses back, people will probably use it. Is this what we aspire to with “essential SharePoint”? Sounds more like “unavoidable intranet”But hardly inspiring. Want to plan your pension? Learn how to compost? Floss your teeth? There’s an App for that...
  • How many of you force the intranet to be the browser homepage, and then throw away all the hits data on that page as invalid?Mandating leads to only minimal compliance.I once reviewed a project management system when working in KM. To close a project a mandatory field was: What lessons did you learn from this project?Over 80% of people answered this in 1 word: “None”
  • But an intranet is like a magazine not a book – how do you sustain interest, how do you keep it relevant and valuable?See lots of good launch campaigns where lots of energy goes into creating excitement around something new.
  • People need to know it existsExample from Yum!’s(Pizza Hut, KFC etc.) intranet called iChing and a campaign to get people to fill in their personal profiles, like My Site
  • Accessible as-needed = on mobile phones; British Airways 70% employees access from home.Safety – remember the picture of the rickety bridge?Even if you tell someone about the benefits to them, they won’t always do it. I know I should floss more often and drink less, but we’re not always that rational
  • Safe to USE – metadata and template information
  • “Ask me about the edge” – created floor walkers and champions
  • Unilever support centre*Sandpit* so people can experiment without messing up
  • If you know everyone else in your group has already crossed the bridge...Success stories emphasise usage elsewhere.Facebook managed rollout by snowballing campus-by-campus. For a newteam collaboration tool, activate it a business-unit at a time, not early-adopters across the board.
  • nGage lets you report back on adoption levels and show that “most people are across the bridge already”
  • HR director takes part in forums, other leaders do to as peers.Legitimises time spent on itWhen intervention needed, he has stepped in and defended people who have been outspoken – demonstrated that this is “normal” way to work.
  • Lotus notes is 4thWork towards making old side of the bridge increasingly unattractive but don’t suddenly cut the ropes.This is why Google Wave failed – not easy transition from normal email.
  • ABB increased number of SP users by 43% after it introduced
  • [See: Video from RSAnimate on You Tube] 3 mins
  • Tying activity to rewards e.g. Annual bonus or ToastersInteract DonutsGaming the system –, Hospital trolleys re-named “Beds” and hallways “wards” to meet 12 hr target. Bevan and Hood Siemens “Share Points”OK so long as OK if act is mechanical – e.g. fill in a form. CHARITY donation poss betterOK if to get initial attention e.g. Treasure hunt but not ongoing
  • Nationalfield copies Facebook to tap in to people’s understanding of what it does – used in Obama campaign“Nobody trains you on Facebook” <> “Its easy to use”. It’s awful to use, but people are intrinsically motivated & have time to play as a way of learning.
  • Promote own skills. E.g. Used as part of promotion process, at one bank a blogger found fame with senior execs by sharing tips on Blackberry use.AEPBlogger of the month gets to be “guest editor”
  • These are activities that will be the most enduring.These not things that Intranet managers can do alone, but more of role intranet can play in bigger shift towards employee engagement See Amabile & Kramer’s “Progress Principle” for more.
  • Digital workplace has big role to play in terms of flexibility for basic productivityHaving an intranet that facilitates employee needs is not exciting in itself, but is a key part in facilitating this element63% less sick leave among BT home workers than office-based counterparts99% of women return after maternity leave (national average = 47%)Need to support intranet on more platforms and more devices
  • Need to support intranet on more platforms and more devices
  • Giving people the right toolkit and then stepping back“Friction free” – no need to book, worry about costs. Remove things that stop “Flow”Having to seek permission to ask for information or involve in a project adds friction. Outsourcing can kill this e.g. Every database query has a cost.
  • Ghose and his colleagues followed the posting and reading behaviour over a 15-month period of 2,396 employees at a large information technology and consulting firm. One caveat: the benefits of unrestricted corporate blogging didn’t start to show up for at least seven weeks.
  • Intrinsic purpose: caravan enthusiasts helping on forums, lunch menus, for sale & wantedDownsides:Their purpose may not have business value Can only go so far – this is why social adoption seems to have great pilots but then stall
  • Finding the right person for the job – nothing more frustrating than an expert “passed over” for a role
  • “Employee engagement” bitNOT purpose of the intranet, but how intranets support sense of purpose in the work employees do. Seen most strongly in vocational work such as charity, healthcare, fire services. This is why nurses etc work for relatively low payCan be hard if your Org is low on purpose. Working for Unilever, optimising soap production doesn’t imdiately inspire (though actually big killer in developing countries)
  • CAFOD – international development aid charity
  • Everyone in CAFOD has publishing rights in the CMS so they can share their stories.It’s strongly driven by online communities so if you have relevant knowledge you can help, and progress data is available to allLink BHAGS to your own work – transparency across org.Early warning system of when View at top doesn’t match feeling on ground. Steve Elop at Nokia used Yammer to start a conversation with everyone about the changes they needed to make. In other organizations it might be more about feeding customer reactions back inside the firewall
  • Back to the bridge imageNot everyone and every scenario needs to aim for “S. People are engaged with their work, don’t look for ‘Mastery’ in a room booking system.Stand-alone social techs WILL take off if they appeal to S-level, else need to be part of workflow and take away the “over and above my job” to be accepted.Experiment, listen, adjust, repeat
  • Worked example: getting people to fill in a rich profile
  • Accepted – remove the negatives, reinforce the “normal
  • Final thought: can you over-engage people?Yes.5 great things about silos:
  • Getting the most from SharePoint

    1. 1. Getting the most from SharePoint Sam Marshall Congress SharePoint 25th September 2012
    2. 2. ClearBox Consulting Intranet, SharePoint & Digital Workplace  Strategy  Governance  Implementation  Collaboration  Training @sammarshall
    3. 3. What would get you to cross?
    4. 4. The adoption problem
    5. 5. Use of social tools gets so far then stalls “Only 13% of IT professionals believe their internal social networks have been a success” – Information Week Survey 2011 “enterprises with several years of Enterprise 2.0 efforts under their belt have failed to reach the tipping point and cross into mainstream adoption of social collaboration” – Laurie Buczek “The big failure of Enterprise 2.0 Social Business”
    6. 6. Only a fraction of SharePoint gets used 80% of organisations with SharePoint continue emailing documents back and forth -- Usamp survey 2010
    7. 7. In some companies, the intranet is seen as the last resort “Whenever somebody tells me that the answer is on SharePoint my heart sinks. I know I’ll never find it” -- Employee survey response [Anon]
    8. 8. Balance of resources given to system vs. adoption implementation team technical team
    9. 9. (it’s not just a SharePoint issue) 25% office workers bored ‘most of the time’ “...they resort to minor acts of vandalism and stealing post-it notes for stimulation”
    10. 10. How should we think about “Adoption?”
    11. 11. Not just good content or ease of use
    12. 12. These sound like hygiene factors If that’s all we have, SharePoint will only ever be in the background
    13. 13. Nobody cares if SharePoint is used apart from you Should your SharePoint be essential? “People spent twice as long on my intranet” Is that good or bad?
    14. 14. What matters is that people are productive
    15. 15. SharePoint is like a Swiss army knife...
    16. 16. ...but if only it was that simple
    17. 17. The trick is to not deploy everything
    18. 18. The Benefits Map Capability Benefit Outcome Strategic Goals Feature Customer satisfaction Corp-Wide Comms Single identity “One” Organisation All employees see same msg. 2-way comms channel Employee engagement Less churn Time savings Response times faster Fewer outages Better stock control Social media Single CMS ERP Dashboard Quicker data access Single place to collaborate Flexible project resourcing Best people on a taskTeam Sites
    19. 19. Does this mean your people will care too? Maybe ...but it’s not as simple as WIIFM SharePoint team Employee
    20. 20. Do happy people work harder? “we analyzed the 64,000 specific workday events reported in the diaries: of all the events that engage people at work, the single most important — by far — is simply making progress in meaningful work.” “we asked 669 managers from companies around the world to rank five employee motivators in terms of importance, they ranked “supporting progress” dead last. Amabile & Kramer in “The Progress Principle”
    21. 21. 4 Levels of Adoption (MARS model)
    22. 22. 1) Mandated
    23. 23. Mandated - pros & cons Works best for services Efficient use of asset Compliance Who will enforce? Resentment
    24. 24. 2) Accepted
    25. 25. Acceptance goes beyond launch
    26. 26. Awareness
    27. 27. Removal of negatives Usable Attractive Accessible Trained Supported Won’t look foolish Won’t backfire
    28. 28. Trust and value in content Expiry dates Owner name Owner photo Publishing process
    29. 29. SCANA champions
    30. 30. Training & sandpit
    31. 31. Normal / Legitimised Windows Mobile useriPhone users
    32. 32. nGage analytics
    33. 33. Leaders set example
    34. 34. Break old habits 3 Things that are hard to kill
    35. 35. example Intercept workflow Make intranet easiest option Accept that change will take time
    36. 36. 3) Rewarding
    37. 37. “Drive” by Dan Pink
    38. 38. Extrinsic value It can kill the kind very creativity and problem- solving that intranets are there to promote
    39. 39. Finding value takes experimentation NationalField designed to hook into value proposition learned in Facebook
    40. 40. Recognition can be reward enough
    41. 41. 4) Stimulating
    42. 42. Autonomy Home workers 20% more productive than office- based colleagues --BT
    43. 43. BYOD 40% of students would accept a lower paying job if they could choose their work device --Cisco survey 2011
    44. 44. Freedom to choose how to collaborate ‘Friction free’ collaboration Connecting to the right people Access to information without barriers
    45. 45. Self-expression “When the company imposed rules prohibiting workers from blogging about their non-work interests, work postings dropped. When the company allowed workers to post freely, blogging and reading went up and employees exchanged more information about both work and play”
    46. 46. Mastery Learning New ideas Experimentation and curiosity
    47. 47. Demonstrating mastery Tap into the topics that people are passionate about
    48. 48. Finding the right expert for the job © Microsoft 2010
    49. 49. Purpose Connection to higher objective Vocation Resilience to setbacks
    50. 50. Connecting employee to outcome
    51. 51. CAFOD example
    52. 52. 4 Levels of Adoption (MARS model) 1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
    53. 53. How to get people to fill in their profile? © Microsoft 2010
    54. 54. 4 Levels of Adoption (MARS model) Requirement for expenses system1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
    55. 55. 4 Levels of Adoption (MARS model) Fill in as much as possible from other sources Show % employees complied Ensure leader profiles completed 1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
    56. 56. 4 Levels of Adoption (MARS model) Employee of the month Feature profile with any activity Show % individual profile complete 1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
    57. 57. 4 Levels of Adoption (MARS model) Connect with like-minded people Get involved as an expert Place to express yourself 1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
    58. 58. Can you overdo it? People think process intrinsically good and forget about business value (Morten Hansen ‘Collaboration’) Silos can be powerful ‘Good’ adoption is not all employees using all tools
    59. 59. ClearBox Consulting Intranet, SharePoint & Digital Workplace  Strategy  Governance  Implementation  Collaboration  Training @sammarshall
    60. 60. Photo credits: Paper planes: Mandy Jansen Starburst chain: gesika22 Rocket: t0msk iChing bathroom image © Yum! Brands Inc. screenshot © Badges: drewm Man using laptop on beach: zzathras777 Books Screenshots from CAFOD, Aviva, Unilever nGage and COWI by kind permission of the companies.