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Loving the intranet - Intranets 2013 Conference Sydney



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Loving the intranet - Intranets 2013 Conference Sydney

  1. 1. Loving the intranet: Re-thinking employee adoption @sammarshall Sam Marshall
  2. 2. What would get you to cross?
  3. 3. 4 Levels of Adoption: The MARS model 1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
  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
  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 the intranet my heart sinks. I know I‘ll never find it‖ -- Employee survey response [Anon]
  8. 8. Balance of resources given to system vs. adoption intranet team IT
  9. 9. (it‘s not just an intranet 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. Not just good content or ease of use
  11. 11. These sound like hygiene factors If that‘s all we have, intranets will only ever be in the background
  12. 12. What matters is that employees are productive
  13. 13. 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 task Project Spaces
  14. 14. Does this mean your employees will care too? Maybe... intranet team Employee
  15. 15. 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‖
  16. 16. How should we think about ―Adoption?‖
  17. 17. 4 Levels of Adoption: The MARS model 1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
  18. 18. 1) Mandated
  19. 19. Mandated - pros & cons Works best for services Efficient use of asset Compliance Who will enforce? Resentment
  20. 20. 4 Levels of Adoption (MARS model) 1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
  21. 21. 2) Accepted
  22. 22. Acceptance goes beyond launch
  23. 23. Acceptance requires Awareness
  24. 24. Acceptance means removal of negatives Usable Attractive Available – any device Trained Supported Won‘t look foolish Won‘t backfire
  25. 25. BA Intranet available everywhere
  26. 26. Sandpit for safe experimentation
  27. 27. Acceptance is what is ‗normal‘
  28. 28. nGage analytics
  29. 29. Leaders set example
  30. 30. Acceptance means breaking old habits 3 Things that are hard to kill
  31. 31. example
  32. 32. 4 Levels of Adoption (MARS model) 1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
  33. 33. 3) Rewarding
  34. 34. ―Drive‖ by Dan Pink
  35. 35. Rewards from extrinsic value It can kill the kind very creativity and problem- solving that intranets are there to promote
  36. 36. Downsides of Gamification as reward
  37. 37. Gamification od rewards Use badges only if they are symbolic of something meaningful Beware of badges becoming extrinsic rewards
  38. 38. Recognition can be reward enough
  39. 39. 4 Levels of Adoption (MARS model) 1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
  40. 40. 4) Stimulating
  41. 41. Stimulating - Autonomy Home workers 20% more productive than office- based colleagues --BT
  42. 42. Autonomy - BYOD 40% of students would accept a lower paying job if they could choose their work device --Cisco survey 2011
  43. 43. Autonomy - 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‖
  44. 44. Stimulating - Mastery Learning New ideas Experimentation and curiosity
  45. 45. Demonstrating mastery Intranets should amplify existing enthusiasm
  46. 46. Mastery - Communities and networking
  47. 47. Stimulating - Purpose Connection to higher objective Vocation Resilience to setbacks
  48. 48. Purpose - Connecting employee to outcome
  49. 49. 4 Levels of Adoption (MARS model) 1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
  50. 50. How to get people to fill in their profile?
  51. 51. Requirement for expenses system1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
  52. 52. Fill in as much as possible from other sources Ensure leader profiles completed Timely reminders 1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
  53. 53. Accepted – Linked In import
  54. 54. Awareness
  55. 55. Employee of the month Feature profile with any activity Show % individual profile complete Charity donation 1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
  56. 56. Connect with like-minded people Get involved as an expert Place to express yourself 1. Mandated 2. Accepted 3. Rewarding 4. Stimulating
  57. 57. © ClearBox Consulting 2012 Mandated Accepted Rewarding Stimulating
  58. 58. ClearBox Consulting Intranet, SharePoint & Digital Workplace  Strategy  Governance  Implementation  Collaboration  Training @sammarshall
  59. 59. Photo credits: Keyboard: IlaRed Paper planes: Mandy Jansen Starburst chain: gesika22 Rocket: t0msk screenshot copyright Badges: drewm Man using laptop on beach: zzathras777 Books iChing bathroom image © Yum! Brands Inc.

Editor's Notes

  • [45mins] I want to focus specifically on what it takes to get employees using an intranet from employee perspective
  • What would it take?money, make current state unattractive, explain why (charity fundraiser), rugby team, majority over...make future state more attractive...
  • I’ve been thinking about this one for a long time.Used to work at Unilever…Help on soap machinesvs CaravansCaravansLynx‘Corporate’ intranet, very smart, tightly controlled, locked-down homepage but usage stats didn’t stack up. vs. Indian ‘Front page’ one full of people pictures. VERY detailed lunch menu. Subversive “Bookmark” of choice. Enthused owner. Take you through a hierarchy of how we can think about why people would use intranets, from Mandating it, to making it something that people really feel affinity to.But first…
  • Step one of change is to acknowledge that there is a problem… [My name is Sam]
  • 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 it as a given that the content is worth visiting.Usability is really important, but good usability alone doesn't cut it – Mac vs Windows eternal debateThat’s the nicest pension forecasting tool I’ve ever seen!People are busy, you can’t “build it and they will come”
  • Work on the right thingsWork effectivelyYour intranet (or even better, digital workplace) can play a role
  • 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 intranet 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 intranet”? 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”
  • Acceptance is when people stop questioning that it’s the way to do it. It begins with knowing it exists, but mostly it is about it being legitimised, and painless
  • See lots of good launch campaigns where lots of energy goes into creating excitement around something new. But an intranet is like a magazine not a book – how do you sustain interest, how do you keep it relevant and valuable?
  • People need to know it existsInteract’s intranet tool has a ‘Signpost’ widget that keeps nudging progress alongOr welcome users with “10 things to try on the intranet” – Michael Sampson
  • 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
  • Over $100M saved in 1st 4 years since launch.Accessible as-needed = on mobile phones; British Airways 70% employees access from home.
  • Unilever support centreRun monthly series of webinars – keep repeating because always new recruitsPeople learn at different paces*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 new team collaboration tool, activate it a business-unit at a time, not early-adopters across the board.COWICOWI is a Danish engineering consultancy, employing around 6,000 people in 175 countries. They have 22,000 Team Sites 
  • nGage lets you report back on adoption levels and show that “most people are across the bridge already”
  • Culture – Stephen Elop“When he joined, he asked us all three questions using SocialCast: What things should I change? What things should stay the same? And what issues I might miss as I get to know the company.” He also comments on others’ updates and writes a blog column giving more insights into the latest announcements.
  • 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
  • This is my dog – I won’t tell you its name or you’d have the password for every website I’ve ever signed up toRewards can be intrinsic or extrinsic, but we tend to focus on the extrinsic when we “market” our intranets e.g at launch
  • 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
  • Games necessarily artificial, so distort behaviour. Always a %age of people that will optimise winning over doing the right thing.Examples of behaviour distortion - EcoChallenge and car smashes saying “Gamification doesn’t work” and much more to it than I’ve covered here, but it has risks if not well thought through.
  • Value is not in badge per se, but in what it symbolizes. Nobody want a badge for booking a meetign room. Book 5 rooms and become “KING of the meeting rooms!”So machine-awarded badges “mayor of...” much less likely to work than “Top-rated contributor” (e.g. On Amazon)Downside is that – like any game – interest in the reward element will wane.
  • 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.AEP Blogger 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
  • 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.
  •  70% of learning in the workplace is informal – people to people, not people-to-classroom
  • 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
  • “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
  • 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 EXPENSES 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
  • 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
  • A good intranet will get people across the bridge sure, - you might march them over saying “it’s the only way to get your expenses”, people may grudgingly accept that “that’s’ what we put up with round here”But I think we can do better! So think about your own intranetsHave faith that “Making progress on meaningful work” is what your employees want to doAnd then say “What can my intranet do that helps? Can I give people more autonomy in how they make progress? Can I create more opportunities to learn from each other? Can I make it clearer how the work that they do has a meaningful outcome?”
  • Paper planes: Mandy Jansen chain: gesika22 t0msk bathroom image © Yum! Brands screenshot copyright www.harmon.ieBadges: drewm Man using laptop on beach: zzathras777
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