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Employee experience matching millennial expecations

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Presentation to Enterprise Collaboration Techfest (March 2016) on the need for Intranets and ESNs to deliver consumer-quality user experiences in order to drive business value.

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Employee experience matching millennial expecations

  1. 1. SHARON O’DEA @sharonodea Independent consultant Employee experience matching millennial expectations
  2. 2. With millennials now making up over half of the workforce, the need to deliver tools that work for their needs is pressing. That means choosing and configuring tools to enable people to exercise choice, to connect and communicate, and that work for both businesses and individuals in an age of consumerised IT. Main Message
  3. 3. Who are millennials?
  4. 4. • Understanding millennials and their motivations • Selling the benefits of collaboration to the business • Why design matters • Key Points to Take Home • Questions What I’ll Cover
  5. 5. Millennials: a persona
  6. 6. • Flexibility • Workplace culture • Collaboration and teamwork • Transparency • Two-way communication • Recognition What millennials really want
  7. 7. What they get
  8. 8. • Get value from the network • Improve productivity • Engage and retain • Building corporate memory • Make work more flexible The business case
  9. 9. The vision It’s about communication and connections, building relationships and being willing to participate, engage and share. Personal Transparent Inclusive Authentic Vibrant Collaborative Having a social collaboration platform was a new way for the bank to engage and change how they:  Communicate  Collaborate  Create  Derive value
  10. 10. What we did Microsoft Office: Microsoft Outlook: OCS/ Lync:SharePoint: Jive  On-premise  Jive Apps (e.g. for Jira)  Jive Anywhere  Jive API
  11. 11. Building stakeholder support
  12. 12. Bottom-up approaches • Keep it simple • Focus on utility • Support users • Give people freedom to experiment • Find and nurture champions
  13. 13. • Search • Profiles • Reducing email Keeping it simple
  14. 14. • Identify use cases across the business aimed at building adoption  Go where the energy is  Challenge what is possible, move quickly  Plan the ‘what’ test the ‘how’  Do not recreate or duplicate what is already in place  This is an iterative process – listen, learn and iterate  Agile approach Focus on utility
  15. 15. • Wide: gaining low-value adoption from large numbers of users – eg Women’s Network, International Network • Deep: gaining high-value adoption and use from small, focused groups of users – eg Deal Centre (bespoke groups for small numbers involved in designing a specific deal) • Replicable: creating best-practice models for common tasks or practices which can be deployed multiple times – eg Project Management, Community of Practice Use cases
  16. 16. Support users
  17. 17. Give users the freedom to experiment
  18. 18. Find and nurture champions Benefits for team  Reduced pressure to meet adoption targets  Identify issues on the ground For advocates  Peer recognition  Improving their network and profile  May be seen as ‘go to’ people  Early access to the Bridge to deliver value in their own work  Chance to test, feedback and influence the way the Bridge works
  19. 19. • Define their role • Define the criteria for selecting them • Ask management to nominate • Conduct a kick-off session • Reward and recognise Finding and nurturing champions
  20. 20. • Demonstrate the need • Show value and impact • Make it mobile • Anticipate and manage risk Top-down approaches
  21. 21. • Focus on business benefits • Set KPIs • Report regularly • Capture and share success stories Demonstrate the need and show impact
  22. 22. Business case: increased productivity Time spent on strategically aligned work26% Reported job satisfaction 38% Employee productivity 15% Employee turnover rate 24% Operational cost 24% Better aligned, more satisfied staff Top line growth, bottom line savings Source: “How Social Technologies are Extending the Organisation”, The McKinsey Quarterly 2011, and 2012 Jive Customer Survey
  23. 23. Business case: improve innovation and productivity Innovation 4% Time to market 5% Work quality31% Source: 2012 Jive Customer Survey Productivity 15% Email load 21% Meeting load 16% Innovation Improved productivity
  24. 24. Business case: operational costs Satisfaction 10% Onboarding time/ cost23% HR issues logged70% Employee efficiency and productivity Source: BUPA and Cerner Case Studies, and 2012 Jive Customer Survey
  25. 25. • Show it works for people on the move • Coach support staff to curate for them Make it mobile
  26. 26. Anticipate and manage risk I n d e x Autonomy Search Records Management Module Activity: Posts, comments, likes, shares, etc... Activity records sent to Enterprise Vault records archive Records Archive queried according to Bank standards Data is stored on the Bank’s systems. Configured to meet data privacy requirements Records retention and monitoring enabled through Records Management module
  27. 27. Bottom up • Keep it simple • Focus on utility • Support users • Give people the freedom to experiment • Find and nurture champions Top down • Demonstrate the need • Show value and impact • Make it mobile • Anticipate and manage risk Combined approaches =+
  28. 28. Design matters
  29. 29. A lesson learned
  30. 30. • Utility is the number one driver of adoption – focus on user needs and deliver something that works for users • Different approaches are needed to build support top-down and bottom-up • Design matters – it communicates who you are, guides the user and shows them you care • Employee expectations don’t sit still – continue to iterate and improve Key Points to Take Home
  31. 31. E: sharon@sharonodea.co.uk W: sharonodea.co.uk and intranetizen.com L: linkedin.com/in/sharonodea/ T: @sharonodea

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