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Employee engagement-digital-workplace
This document discusses the digital workplace and employee engagement. It begins with an introduction to the author and her background researching digital workplaces. It then discusses key findings from her most recent survey of 314 organizations regarding employee engagement levels. Interviews are presented that provide perspectives on millennials in the workplace and how organizations can better support flexibility, transparency, and contribution-based work. The document outlines the evolution of the digital workplace from separate intranets and collaboration platforms to a more converged social model. It also analyzes differences between early adopters and the majority of organizations in areas like culture, strategic drivers, and support for virtual teams. Finally, it discusses how the digital workplace can help with customer service scenarios and the top challenges organizations face in
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Employee engagement-digital-workplace
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- 2. 2 www.digital-workplace-trends.com “The Digital Workplace inthe Connected Organization” 314 organizations around the world Data collected end of 2013 8th annual survey and report Published February 2014 Jane McConnell
- 3. 3 Strategic Advisor 16years > 60 large, global organizations, management briefer and workshop leader netjmc.com Researcher through global surveys and annual reports since 2006 digital-workplace-trends.com Facilitator of IntraNetwork, workgroup of intranet and digital workplace practitioners in Paris intranetwork.fr American-French living in the deep Provence for 25 years
- 4. 4 The Digital Workplace & EmployeeEngagement
- 5. 13% Engaged 63% Notengaged 24% Actively disengaged Employee engagement Survey across 142 countries
- 6. Interview page 150in The Digital Workplace in the Connected Organization. …intolerant to inertia… …values of trust, transparency, openness… …challenge traditional processes and organizations…. …inspiring leaders rather than control-oriented managers… …judged based on their contribution rather than their seniority… Grégoire Charpe-Civatte, Digital Workplace Communications Manager in a global industrial enterprise headquartered in Paris with a workforce of over 40,000 employees. Interview with a Millennial
- 7. Interview page 150in The Digital Workplace in the Connected Organization. “ Millennials are “change-ready”. They are intolerant to inertia. Although they have no monopoly on “change”, by nature they are very strong supporters of it. …. When it comes to collaboration, they expect to be able to know, find and comment on information. They want to be heard. Their values are trust, transparency, openness and balance. They challenge traditional processes and organizations. “ Grégoire Charpe-Civatte, Digital Workplace Communications Manager in a global industrial enterprise. Management-wise, I believe they are looking for inspiring leaders rather than control-oriented managers. They want to be judged based on their contribution rather than their seniority level in the company. ….The ideal Gen Y organization dynamic is based on sharing expertise and working in cultures of smart ad-hoc partnerships. Interview with a Millennial
- 8. 8 Ø Challenging theway we work Ø The digital workplace model Ø Early Adopters: 3 fundamental differences Ø Humanizing the workplace: 4 positive trends Ø Pride in serving customers Ø Challenges on the digital workplace journey The Digital Workplace & Employee Engagement
- 9. ➡ Managed informationand enterprise applications. ➡ Owned by Communication. ➡ At this stage, it is called the “intranet”. ➡ Structured according to the organizational structure with control and clear, distinct “territories” and responsibilities. 1 Authoritative, stable managed dimension
- 10. ➡ The arrivalof digital platforms for structured project collaboration brings “real work” to the intranet. ➡ Goals become productivity & efficiency. ➡ Business and IT work together to meet operational needs by creating collaborative platforms. ➡ Competition starts between the “intranet” and the “collaborative platform”. 1 2 Authoritative, stable managed dimension Authoritative, stable managed dimension Structured collaboration dimension
- 11. ➡ The arrivalof “social media” in the enterprise brings disruption. ➡ People are empowered, potentially. ➡ Traditional roles of management, HR, IT and Communication are challenged as people begin to self-declare and self-organize. ➡ However, social stays in its own corner, isolated from “real work”. Social collaboration dimension 3 Authoritative, stable managed dimension 1 Structured collaboration dimension Authoritative, stable managed dimension Authoritative, stable managed dimension Structured collaboration dimension 2
- 12. ➡ The convergenceof the 3 dimensions goes beyond disruption to transformation. ➡ Social collaboration impregnates the enterprise facilitating visibility of work, openness, efficiency and accountability. ➡ The “digital workplace mode” requires leadership rather than management. It is built on : “freedom within a framework”. ➡ Self-organizing communities have strong influence over work and decisions. 3 41 Authoritative, stable managed dimension Authoritative, stable managed dimension Structured collaboration dimension + Mobile dimension 2 Social collaboration dimension Authoritative, stable managed dimension Structured collaboration dimension
- 13. 41 Authoritative, stable managed dimension Authoritative,stable managed dimension Structured collaboration dimension + Mobile dimension 3 Most organizations are here. 2 Social collaboration dimension Authoritative, stable managed dimension Structured collaboration dimension
- 14. 41 Authoritative, stable managed dimension Authoritative,stable managed dimension Structured collaboration dimension + Mobile dimension Social collaboration dimension 3 Authoritative, stable managed dimension Structured collaboration dimension 2 Communication" IT " HR" " the message" " the toolset" " profiles" " the target" " the users" " expertise" " the timing" " the rollout" " personal branding" Losing control …. ? Or evolving from management to leadership?
- 15. 15 Ø Challenging theway we work Ø The digital workplace model Ø Early Adopters: 3 fundamental differences Ø Humanizing the workplace: 4 positive trends Ø Pride in serving customers Ø Challenges on the digital workplace journey The Digital Workplace & Employee Engagement
- 16. 16 • Bjoern Negelmann,European Enterprise 2.0 (Germany) • Brian Holness International Power – GDF SUEZ (UK) • Céline Schillinger, SANOFI PASTEUR (France) • Cornelis van der Brugge, NOKIA (Finland) • Ernst Décsey, UNICEF (Switzerland) • Franklin Bradley, Architect of the Capitol (US) • Gloria Burke, UNISYS (US) • Jon Husband, Wirearchy (Canada) • Linda Tinnert, IKEA (Sweden) • Martin Risgaard, Grundfos (Denmark) • Rawn Shah, Forbes.com (US) • Sam Marshall, ClearBox Consulting Ltd. (UK) • Stéphane Aknin, AXA, (France) • Susan Scrupski, Change Agents Worldwide LLC. (US) • Thomas Maeder, Swisscom AG (Switzerland) Digital Workplace Research Advisory Board 2014
- 17. 17 The digital workplacelives at the intersection of people, organization and tools.
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- 19. 19 0 20 4060 0 18 36 54 72 90 0 20 40 60 0 18 36 54 72 90 Individual Business Enterprise Process Structure Reach Leadership Culture Asset Level 5 Embedded Level 4 Operational Level 3 Organized Level 2 Beginning Level 1 Ad hoc Capabilities Enablers Mindset Majority. n=247 Individual – Business - Enterprise Process – Structure - Reach Leadership – Culture - Access Over 100 online questions generated several hundred data points, which were scored and mapped to these categories.
- 20. 20 Ø Challenging theway we work Ø The digital workplace model Ø Early Adopters: 3 fundamental differences Ø Humanizing the workplace: 4 positive trends Ø Pride in serving customers Ø Challenges on the digital workplace journey The Digital Workplace & Employee Engagement
- 21. 21 Top 2 strategicdrivers for the digital workplace • Increasing organizational intelligence • Gaining efficiency and cost- savings Number 1 for Early Adopters Number 1 for the Majority
- 22. 22 Specific program Part oflarger initiative Aligned to strategic values/goals Currently working on alignment Not currently working on alignment 9 12 21 44 27 28 32 42 23 6 Early adopters %Majority % Strategic Positioning: Enterprise Transformation
- 23. 23 Early Adopters inblue, Majority in gray Organizational cultures in Early Adopters are more open and empowering.
- 24. 24 Ø Challenging theway we work Ø The digital workplace model Ø Early Adopters: 3 fundamental differences Ø Humanizing the workplace: 4 positive trends Ø Pride in serving customers Ø Challenges on the digital workplace journey The Digital Workplace & Employee Engagement
- 25. 25 Is the workplace becomingmore human? Four data sets show a positive evolution.
- 26. 26 Sharing information and knowledge Co-creating content Reactingto news, information 37 35 20 64 56 49 2013 2008 People are more empowered to express themselves in the digital workplace today than 5 years ago. A comparison between 2008 and 2013. % deployment “enterprise-wide” or “in some parts”. Sharing info & knowledge Co-creating content Reacting, commenting 37 64% 35 56% 20 49% 2008 2013 2008 2008 2013 2013
- 27. 27 Enterprise social networkingexists in over 40 percent of organizations today. A comparison between 2008 and 2013. % deployment “enterprise-wide” or “in some parts”.
- 28. People will havemore mobile services by the end 2014 • News, information • Project managers • Employee self-service • Employee education • Managers on the road or off site • Management reporting 28 Percentages based on 276 organizations (out of 314) that are working on mobile solutions. 15 to 20 % launched by end 2013. 10 to 20% planned for end 2014. 30 – 40% By end 2014 =
- 29. 29 70 to 80% of Early Adopters have virtual team and community spaces enterprise-wide (20 to 30 % in the Majority)
- 30. Lexmark operates inan industry that is constantly and rapidly changing, so business agility is key to survival and prosperity. True agility requires ongoing information sharing and collaboration across the entire enterprise, which means that we must provide our employees with the ability, opportunity and motivation to collaborate. We have found that three interlocking components are essential for this. ““ … In Practice Case page 34 in The Digital Workplace in the Connected Organization.
- 31. “ “A flexible BYODdevice policy and cloud-based applications make it easy for users to access our systems whenever and wherever they need to. Flexible HR policies give employees the freedom to work on their own terms. For years we have had a liberal work policy that lets many employees decide when and how often they work from home versus coming in to the office. We deployed our social platform in 2012, and want our employees to “work out loud” – to work in a transparent, sharing environment. It can be a difficult transition shifting from emails with file attachments to wikis and discussion threads, so we try to find as many different ways as possible to bring people into the system…. When a social platform is full of engaged employees, the results can be powerful. Dennis Pearce Enterprise Knowledge Architect, Lexmark In Practice Case page 34 in The Digital Workplace in the Connected Organization.
- 32. 32 Ø Challenging theway we work Ø The digital workplace model Ø Early Adopters: 3 fundamental differences Ø Humanizing the workplace: 4 positive trends Ø Pride in serving customers Ø Challenges on the digital workplace journey The Digital Workplace & Employee Engagement
- 33. 33 FOUR BUSINESS SCENARIOS 1. Easeand efficiency for customer- facing people. 2. Organizational flexibility when facing sudden change. 3. Developing skills and knowledge as a natural part of working. 4. Retaining knowledge and know-how of older experts when they retire.
- 34. 34 1. How easyis it for customer-facing people to… • find the information they need, • provide rapid service, • collaborate with their customers and colleagues, • and in general have a smooth and efficient work experience? ü Very easy ü Relatively easy ü Somewhat difficult ü Very difficult ü Impossible
- 35. 35 Very easy Relatively easy Somewhatdifficult Very difficult Impossible 24 53 11 13 57 22 Early adopters %Majority % Customer-facing people 70 %24 %
- 36. “(Our clients) remaindelighted to pay our fee because our people working together provide a service that is second to none. “ Adam Pope Senior Librarian, Arup In Practice Case page 34 in The Digital Workplace in the Connected Organization.
- 37. “In late 2012Hurricane Sandy hit New York. Its subways were flooding and our client issued a call to Arup for help. Despite being home bound, the Director who received the call posted a message across the forums asking how other cities had coped in similar situations. Overnight, responses came in from Manila, London, Brisbane, Tokyo, San Francisco, Hamburg, Dublin and Singapore. Rich, detailed explanations with photos of solutions. A presentation was given to the client’s chair the following lunchtime and their trust in our services soared. They remain delighted to pay our fee because our people working together provide a service that is second to none. “ Adam Pope Senior Librarian, Arup In Practice Case page 34 in The Digital Workplace in the Connected Organization.
- 38. 38 Ø Challenging theway we work Ø The digital workplace model Ø Early Adopters: 3 fundamental differences Ø Humanizing the workplace: 4 positive trends Ø Pride in serving customers Ø Challenges on the digital workplace journey The Digital Workplace & Employee Engagement
- 39. ü Too muchfocus on the tool, not enough on people and change ü Hesitation to rethink processes and ways of working ü Management needs proof of quantifiable ROI ü Decisions based on consensus, slow and long ü Stakeholder politics, power struggles impact decision-making Toughest Challenges Manageable, requires special effort Serious challenge, holds us back Approximately 50 % of the Majority Approximately 50 % of Early Adopters
- 40. 40 Obstacles sur le“digital workplace journey” et approches identifiées lors de deux ateliers récents Groupe de travail : responsables intranet/digital workplace, Paris, Mars 2014 (www.intranetwork.fr) Workshop in Copenhagen at IntrateamEvent, February 2014 www.intrateam.com, annual conference
- 41. 41 • Concrétiser ROIpar success stories, témoignages, benchmarks • « Identifier des projets fédérateurs ou exemplaires existants pour rendre concret l’avantage, capitaliser sur des initiatives. » • “Do not fall into the ROI game. • Focus on examples, external or internal, that illustrate business value.” • « Relais de haut niveau pour cascader dans tout le groupe » • “You often have to do a sales pitch to individual senior managers. Find one person who ‘gets it’ who can then sell it across the Board level through peer pressure. For this to work, you need to have a toolkit to give to the senior manager to use in their discussions with their peers.” Top management does not understand or wants to see ROI
- 42. 42 • Global versuslocal conflicts – “Accept the situation: this ‘conflict’ is normal and common in most organizations. Understand that there are many different ways of doing things, and be flexible. Build on your current situation, do not try to “destroy” it . Find out what can bring your different locations/offices together. Meet people in person, and get involved with them. Focus on this common ground, even if it is not ideal.” • Créer une « infrastructure humaine », une communauté ‘digital workplace’ qui participent aux décisions – « Définir 1 sponsor + 1 ambassadeur par pays + animateurs communautés » Balance between common and specific
- 43. 43 • Réussir àprioriser (contenus, processus) – Build "persona" based on "how do you work" and not "what do you need from the digital workplace”. See what the persona need in common. • Be alert to process dysfunctions. • Use them as opportunities to rethink how people work. • Start simple. Be concrete. – “It is hard to get the organization to understand and focus on the “digital workplace” so start instead with something very concrete: create incentives for people to complete their profiles. See if you can use technology to retrieve profile information from other sources (LinkedIn?).” Adoption
- 44. 44 Ø Challenging theway we work Ø The digital workplace model Ø Early Adopters: 3 fundamental differences Ø Humanizing the workplace: 4 positive trends Ø Pride in serving customers Ø Challenges on the digital workplace journey The Digital Workplace & Employee Engagement
- 45. It’s a journey,not a destination.
- 46. 46 jane@netjmc.com Twitter: @netjmc Cell: +33(0)6 12 03 66 34 www.netjmc.com www.digital-workplace-trends.com www.linkedin.com/in/netjmc Merci beaucoup ! Jane McConnell Charter member of Change Agents Worldwide (www.changeagentsworldwide.com) IntraNetwork – work group of digital practitioners, Paris-based (www.intranetwork.fr)
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- 50. 50 CAPABILITIES ENTERPRISE • Locatingexpertise from across the organization • Finding information from anywhere in the organization • Retaining know-how when baby-boomers retire • Flexibility: in the face of major changes, economic or environmental events INDIVIDUAL • Sharing information and knowledge with others • Co-creating content • Reacting to news, information and content • Communicating in real time • Making and sharing user-generated videos • Continually learning and developing while working BUSINESS • Involvement by operations, engineering, sales & marketing • Mobile services for sales, service and operational teams • Interfacing and collaborating with external partners • Supporting customer & service delivery support • Using of video for business and customers • Customer-facing employees: ease of access
- 51. 51 REACH • Access meansfor “floor-field” workforce • Mobile services for employees • Wifi access in facilities • Teleworking • Any device including BYOD, BYOPC, and support STRUCTURE • Communities: virtual and operational • Networks: relationships, connections • Virtual teams: project collaboration • Holistic view of the digital workplace PROCESS • Employee services and processes online • Co-creating, crowdsourcing, co-developing ideas • Involvement in social collaboration by management • Integration of social networking into daily work processes ENABLERS
- 52. 52 STRATEGIC ASSET • Decision-makingacross the digital workplace • Digital workplace reporting at the Executive level • Measurement and evaluation • Policies and guidelines • Information management maturity LEADERSHIP • Involvement of top management • Strategic leadership from HR • Emerging roles, specifically community managers • Preparation for the future workplace CULTURE • Overall organizational culture based on 5 criteria • Change drivers • Overall leadership styles: top, Communication, IT, HR MINDSET
- 53. Under 1,000 60 (19%) From1 to 5,000 64 (20%) From 5 to 15,000 75 (24%) From 15 to 50,000 58 (18%) From 50 to 100,000 24 (8%) Over 100,000 33 (11%) n = 314 53