Principles of Intranet Engagement - a framework
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SmallWorlders principles of engagement. A framework for creating an intranet engagement strategy. Presented at #iengage2015
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Principles of Intranet Engagement - a framework
- 1. Dan Jones Head Of Consulting Intranet Engagement Strategy
- 2. Why so many intranets fail
- 4. Technology Adoption Lifecycle (Everett M Rogers, 1962)
- 6. The Adoption Chasm (Geoffrey A Moore, 1991)
- 7. The Adoption Chasm (Geoffrey A Moore, 1991)
- 10. Maslow’s Hierarchy of Needs (Abraham Maslow, 1943)
- 11. Adoption Curve vs. Hierarchy of Needs (SmallWorlders, 2014)
- 12. 5-Part Intranet Engagement Framework SmallWorlders
- 13. 5-Part Intranet Engagement Framework SmallWorlders
- 14. 5-Part Intranet Engagement Framework SmallWorlders
- 15. 5-Part Intranet Engagement Framework SmallWorlders
- 16. 5-Part Intranet Engagement Framework SmallWorlders
- 17. 5-Part Intranet Engagement Framework SmallWorlders
- 18. Engaging the Conservatives & Sceptics Reasons To Log On
- 19. Reasons To Log On
- 20. Internal Comms: Intranet vs Emails
- 21. Reasons To Log On
- 22. Reasons To Log On - Summary Reason To Log On • Essential functionalities (essential, exclusive, easy)
- 23. Keeping the Pragmatists coming back Reasons To Return
- 25. Reasons To Return • Enhancing day-to- day jobs • Personalisation
- 26. • Regular Turnover of Content • Personal Relevance • Continuous Evolution Reasons To Return
- 27. • Easy to use • Fun to use Reasons To Return
- 28. Reason To Return • Useful functionalities • Regular turnover of content • Personalisation • Continuous improvement plan • Good UX/Usability • Slick/Fun design Reasons To Return - Summary
- 29. Appealing to the Enthusiasts and Visionaries Reasons To Lead
- 32. Reasons To Lead
- 33. • Leading conversations • Supporting others • Ambassadorial opportunities Reasons To Lead
- 34. Reasons To Lead - Summary Reason To Lead • Social Features • User profile pictures wherever possible • Self-service groups/team rooms • User Blogs
- 35. Creating and Maintaining the Buzz Ways To Advocate
- 36. Ways To Advocate • Traditional Comms • Senior Management involvement • YES! Team
- 37. Ways To Advocate
- 38. YES! Team Ways To Advocate • Amplification • Insights • Support • Events
- 39. Ways To Advocate - Summary Ways to Advocate • YES! Team strategy • Traditional communications plan • Management involvement plan
- 40. Making The Case Reasons To Sponsor
- 41. How much does the Intranet benefit the organisation? Reasons To Sponsor
- 42. Measurement Strategies Reasons to Sponsor • Engagement Score Benchmarking • Task Completion Times
- 43. Reasons To Sponsor - Summary Reason To Sponsor • Realistic KPIs (based on engagement score) • Measuring tools in place to gather engagement data. • Top Task Analysis plan.
- 44. Reason To Log On • Essential functionalities (essential, exclusive, easy) Reason To Return • Useful functionalities • Regular turnover of content • Personalisation • Continuous improvement plan • Good UX/Usability • Slick/Fun design Ways To Advocate • YES! Team strategy • Traditional communications plan • Management involvement plan Reasons To Sponsor • Realistic KPIs (based on engagement score) • Measuring tools in place to gather data. • “Top Task Analysis” Plan Reasons To Lead • Social Features • User profile pictures wherever possible • Self-service groups/team rooms • User Blogs 5-Part Intranet Engagement Framework SmallWorlders
- 45. Technology • Essential functionalities (essential, exclusive, easy) • Useful functionalities • Personalisation • Social Features • Self-service groups/team rooms • User Blogs • Measuring tools in place to gather data. Design • Good UX/Usability • Slick/Fun design • User profile pictures wherever possible Communications / Launch • YES! Team strategy • Traditional communications plan • Management involvement plan On-Going • Regular turnover of content • Continuous improvement plan • Top Task Analysis Plan • Realistic KPIs (based on engagement score) Planning a Successful Intranet – A Checklist
Editor's Notes
- My name is Dan Jones, and my role at SmallWorlders is Head of Consulting, which is just another word for Strategy This is what I spend a lot of my time thinking about – intranet engagement theory and strategy. That is what I want to talk to you about this morning, in a very practical sense. If you can all get 1 or 2 little tips or snippets that you can reuse in your own work, then I think we are doing well. Before we start I wanted to ask you a couple of questions. So by a show of hands, who here thinks that: --Intranet engagement is the role of communicators and intranet managers? --Technology, and the site itself? Well in fact it is the role of both. In fact intranet engagement strategy and planning underpins the entire lifecycle of the intranet… …from conception & planning through to delivery and ongoing as a continuous effort for as long as the site is live. That is quite a statement, so how do we do that?
- Well first lets start from the slightly odd starting point of a failed intranet. Launched in a blaze of glory there is an initial flurry of activity which quickly dies down to a trickle, and after about 6 months, intranet managers are left scratching their heads wondering where to go from here. Unfortunately this is all too common so how do we avoid this?
- Well, to answer that question, I’m going to enlist the help of this guy… EVERETT ROGERS
- In 1962 he proposed the now familiar pattern for the adoption of new technologies.
- Then several decades later this chap came along… GEOFFREY MOORE
- He developed the theory a little further, particularly in the field of high tech. He identified different personality groups for each of the adoption curve parts. Enthusiasts, Visionaries, Pragmatists, Conservatives, Sceptics. Furthermore, he explained why so many new technologies fail to gather traction, by proposing they fail to make the leap from the visionaries to the pragmatists, and he called this the adoption chasm.
- And it is this failure to bridge the adoption chasm that is behind many failed intranet initiatives. So how can we prevent this from happening? Well, to answer that we need to think a little bit about human behaviour
- You may be familiar with Maslow’s Hierarchy of Needs put forward in 1943 to describe human behaviour in terms of a simple hierarchy. Our most basic needs are at the bottom, and our more aspirational ones are at the top. Crucially, Maslow said that we cannot be concerned with a particular level in the hierarchy before all the ones beneath are satisfied. So how does this relate to our adoption curve?
- Well, we can map our personality groups from the adoption curve onto the levels of our needs hierarchy. And this can give us some valuable insights into why the different groups in Rogers adoption cycle behave the way they do. For example we can see that in order to engage the sceptics and the conservatives within an organisation we need to appeal to their more basic needs, whereas the enthusiasts and visionaries will be engaged simply for personal satisfaction and prestige.
- The conservatives and the sceptics are unlikely to visit the site unless we make it essential for their basic needs. So we must provide REASONS TO LOG ON.
- The pragmatists may visit the site once or twice out of curiosity, but unless we give them some compelling reasons to return, they are unlikely to become regular users.
- The enthusiasts and the visionaries will not need much encouragement to get engaged, But if we give them the right environment, we can leverage their enthusiasm to lead the way for all of the users. For these users we need to provide them with reasons to lead.
- These are the 3 principles, or building blocks of intranet engagement, but as we know, all building blocks need solid foundations. Here the foundations must be the space to operate, in terms of time, resources and budget. To secure these we will need to make the case to management, and give them reasons to sponsor us.
- Finally, we wrap the entire framework in a great communications strategy, our ways to advocate.
- The site needs to service the lower levels of the needs hierarchy e.g. Employee Directory Reference Repository Employee induction materials Help & Support Transactional systems
- e.g. Team Rooms or private collaboration areas “Ask a question” areas Best practice libraries News Feeds Tools & Toolkits
- Regular Turnover of content “Users should never see the same homepage twice.” e.g. Editorialised content User Activity UGC News/Comms Personal Relevancy Personalise the experience as much as possible: e.g. Navigation Homepage Layout Content/News Activity Feed Continuous Evolution Keep the site fresh with frequent, incremental updates to the Design Layout Architecture Based on ongoing user feedback
- Easy To Use Employ UX and usability research techniques to ensure that the site is well structured, and all functionalities are easy to interpret and operate. There is no excuse for poor user Fun To Use The site should be nicely designed, easy on the eyes, slick and glossy. This will add the sparkle and fun into the user experience.
- How do we get the most out of these users.?
- Visionaries – Basic social features: Commenting Liking Rating/Voting Etc. Enthusiasts – complex contribution features: Posting Articles
- Take every opportunity to include users’ profile pics: Commenter’s picture Article’s author picture “Most active users” lists “Latest Posts” lists “User of the Week / Month”
- Enthusiasts may feel they have opinions, skills or knowledge they can offer to other users. Give opportunities for Leadership: Leading Conversations (blogs, groups, etc.) […Bosche story…] Supporting Others (answering questions, forum posts, etc.) Ambassadorial Opportunities
- Programmed Connections people know with whom, for what and why they are trying to connect Serendipitous Connections people “stumble” across new connections of which they were previously unaware.
- serendipitous connection creates new behaviours and adds value to an organisation that is not possible without the intranet. […European Commission Story…] e.g. “more like this article” “experts on this subject” “Other people searching on this”
- User Generated Comms User activity should automatically generate further communications and advocation. e.g. Notifications Sharing Competitions In-Site Gamification User Visibility Traditional Comms What is the site trying to achieve? What are the benefits? What is expected of employees? How has feedback from the old site been used to create this one? Launch Activations (posters, stickers, balloons, key rings, mouse mats etc..) Email Communications Articles in existing organisational publications Competitions (e.g. first 100 people to complete their profile win a prize) Senior Management Involvement Public Backing: Interviews or articles around the organisation On-site Contributions: Even small contributions can be very powerful. Occasional comments Status updates (e.g. thanking individuals, what they did today, etc.) Make it easy to do this via mobile
- An ambassador network to champion the site. Recruited from the enthusiasts / visionaries soon after launch. Identified by a keen usage of social/collaborational features. /gamified ambassadors Community – badges, points, ambassador levels. […Dan Spicer, Hootsuite Story…] Freebies: Mousemats, T-shirts, bags, Etc.
- Amplification spreading the word Insights feedback from them and other users Support answering questions and support forums Events Localised, training, etc.
- So as you can see, what we have created is a fully rounded engagement strategy Designed to target the different personality groups within the organisation specifically according to their needs and requirements
- ..and by rearranging the items into a more executional arrangement. Harking back to my original question about technology vs communications. Here you can see that it is indeed the role of both the tech and design, and the communications at launch an ongoing.
- By doing this correctly, we can ensure that not just the visionaries and the enthusiasts, but the pragmatists, conservatives and even the sceptics can be engaged as well. And in doing so, we are also making sure that we bridge that adoption chasm and continue towards a highly successful and engaged intranet. Thank you, and I believe we have a little time for some questions….