employee engagement-digital-workplace

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www.digital-workplace-trends.com

The Digital Workplace

& Employee

Engagement

Jane McConnell, April 2014

@netjmc

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www.digital-workplace-trends.com

“The Digital Workplace in the

Connected Organization”

314 organizations around the world Data collected end of 2013 8th annual survey and report Published February 2014 Jane McConnell

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Strategic Advisor 16 years > 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

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The Digital Workplace &

Employee Engagement

13% Engaged

63% Not engaged

24% Actively disengaged

Employee engagement Survey across 142 countries

Interview page 150 in 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

Interview page 150 in 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 Air Liquide (24/4/14)

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

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Ø Challenging the way 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

➡  Managed information and 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.

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Authoritative, stable managed dimension

➡  The arrival of 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”.

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Structured collaboration dimension

➡  The arrival of “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

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➡  The convergence of 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.

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Authoritative, stable managed dimension Authoritative, stable

managed dimension Structured collaboration dimension

+ Mobile dimension

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4 1



+ Mobile dimension

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Most organizations are here.

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4 1



+ Mobile dimension


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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?

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•  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

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The digital workplace lives at the intersection of people, organization and tools.

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Leadership

Culture Asset

MINDSET

ENABLERS CAPABILITIES

Process

Structure

Reach Enterprise

Business

Individual

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0 20 40 600

18

36

54

72

90

0 20 40 600

18

36

54

72

90

Individual

Business

Enterprise Process

Structure Reach

Leadership

Culture Asset

Level 5Embedded

Level 4Operational

Level 3Organized

Level 2Beginning

Level 1Ad hoc

Capabilities Enablers MindsetMajority. 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.

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Top 2 strategic drivers for the digital workplace •  Increasing organizational

intelligence

•  Gaining efficiency and cost-savings

Number 1 for Early Adopters

Number 1 for the

Majority

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Specific program

Part of larger initiative

Aligned to strategicvalues/goals

Currently working on alignment

Not currently workingon alignment

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12

21

44

27

28

32

42

23

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Early adopters % Majority %

Strategic Positioning: Enterprise Transformation

60 % 21 %

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Early Adopters in blue, Majority in gray

Organizational cultures in Early Adopters are more open and empowering.

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Is the workplace becoming more human? Four data sets show a positive evolution.

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Sharing informationand knowledge

Co-creatingcontent

Reacting to 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

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Enterprise social networking exists in over 40 percent of organizations today.

A comparison between 2008 and 2013.

% deployment “enterprise-wide” or “in some parts”.

People will have more mobile services by the end 2014

•  News, information •  Project managers •  Employee self-service •  Employee education •  Managers on the road or off site •  Management reporting

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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

=

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70 to 80 % of Early Adopters have virtual team and community spaces enterprise-wide (20 to 30 % in the Majority)

Lexmark operates in an 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.

““A flexible BYOD device 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


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FOUR BUSINESS SCENARIOS

1.  Ease and 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.

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1. How easy is 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

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Very easy

Relatively easy

Somewhat difficult

Very difficult

Impossible

24

53

11

13

57

22

Early adopters % Majority %

Customer-facing people

70 % 24 %

“ (Our clients) 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 late 2012 Hurricane 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


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ü  Too much focus 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

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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

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•  Concrétiser ROI par 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

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•  Global versus local 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

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•  Réussir à prioriser (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

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It’s a journey, not a destination.

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[email protected] 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)

Appendices

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CAPABILITIES ENTERPRISE •  Locating expertise 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

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REACH •  Access means for “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

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STRATEGIC ASSET •  Decision-making across 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

Under 1,00060 (19%)

From 1 to 5,00064 (20%)

From 5 to 15,00075 (24%)

From 15 to 50,00058 (18%)

From 50 to 100,00024 (8%)

Over 100,00033 (11%)

n = 314

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employee engagement-digital-workplace

Leadership & Management