Tag Archives: social media

Is your intranet a campaigning tool?

Have you been asked to support a campaign or issue that you feel strongly about?  I don’t mean someone asking you in the same room.  I am talking about finding out using social media like Facebook posts or tweets on Twitter.

Campaign groups like 38 Degrees and Sumofus are very successful in focusing people’s attention on an issue, engaging their support and transforming that into action that is effective in achieving its aim.

The speed with which support can be gained is very impressive.  The method of giving your support is very quick and simple.  The ripple effect from publicising progress gains a momentum of its own.

I am sure we can all think of recent successful campaigns.  Probably most of you have supported a campaign because the issue meant something to you…..

……which got me thinking (I know, that’s a dangerous thing for me to do! )

Would organisations have the courage to use their intranets as a business tool to identify barriers to employee satisfaction and productivity using a version of these tools?

Accepting that factors like communication channels, inclusive culture need to be working well, would tools like this help organisations avoid long-running disputes or make business decisions without being aware of the full picture?

In the UK (still part of the EU!) if an online petition reaches 100,000 signatures it has to be debated by MPs in Parliament and people who signed are updated on its progress and the outcome of the debate. (the latest was whether Trump should visit the UK or not).

So, with my governance hat on I believe this could benefit organisations and add to an intranet’s reputation as the nerve centre with a few simple rules.

  1. Avoid moderation.  Employees want to be trusted to have a free hand in the views they express and the range of support and how to gain it.  Most employees are able to see whether an issue is a genuine or just someone raising a personal gripe.
  2. Set a time limit for the length of the campaign.  You want to identify the burning issues that could quickly cause problems rather than those that will keep chuntering on for ever and are unrealistic.
  3. Set a sign-up threshold for issues to achieve before action is taken.  You could make that an absolute number e.g. 1,000 or a percentage of total employees.  An upper limit could mean that when the top-level of management next meet the issue is given a minimum of time to be raised and a decision to be made.
  4. Give this channel/tool the appropriate prominence and senior management support.  Employees need to realise it is not a gimmick but a serious approach to tap emerging thoughts and issues.

I am sure some of you will think this is unnecessary or even ridiculous and create nothing but problems.

Others may think ‘What is the downside?’ ‘What is there to lose by trialling it and seeing what happens?’.

You decide….!

I wrote a book about governance: ‘Digital success or digital disaster?’

Book cover - Digital success or digital disastersWhen an intranet loses its usefulness over time, and people become disengaged and end up working around it rather than through it, I often find that the strategy and governance have been neglected.

Even a strong and appropriate strategy will founder if the governance isn’t in place to execute it.

I see governance as the foundation of a great intranet, and by ‘great’ I mean an intranet that is useful, useable, and supports the organisation’s goals and people’s needs.

I often blog about intranet governance, but my brand new book offers a lot more than I could ever drip-feed via short posts.  Writing a book has helped crystallise my thinking around governance, and delve deep into my past experience as an intranet manager, and as a consultant.

Take a look at my book now – it’s called ‘Digital success or digital disaster?’ and I mean for it to be relevant to intranets, collaboration, digital workplace and mobile workspace governance, while focussing on intranets.

I’m so pleased to have it published through Intranätverk, it’s been great to work with Kristian Norling and his team.  Seeing the final book on my tablet has made the months of writing all worth the effort.  I’m thrilled to be able to offer you my experience, guidance, and tips and hope you’ll consider my book a toolkit to better governance and a better intranet.

Please take a look at what the book offers you and your organisation – this is a ‘business book’ that should help organisations of every size, but I also hope it’s of interest to individual practitioners and ‘lone intranet managers’. I think this book can support you.

* Digital success or digital disaster? – Book available now.

* Follow me on Twitter – let me know what you think!

Turn company jargon into a knowledge gold mine

I have worked with many clients to improve their intranets.  I find that each client has its own language and specific terms that are known by more general terms with intranet professionals.

This can be an abbreviation, acronym, or term used within parts or the whole organisation.  While it may help conversations online within an organisation it can often be a barrier to other people not familiar with these terms.

I call this jargon.  The risk is people don’t ask every time they hear company jargon and take an educated guess what it actually means.  Sometimes this is right and helps build up future understanding but many other times it will slow progress or even cause mistakes to happen.

The more jargon used, the harder it is to understand what is meant, and can lead to projects overrunning, costing more, or having a poorer outcome than expected.  Some of these costs will show through to the bottom line.

What I don’t understand is why more organisations don’t recognise this and do something about it.  Creating a corporate wiki that is open to every employee to create and edit is a quick, cheap and easy way to turn company jargon into a goldmine of knowledge.

Publishing all the jargon – acronyms, shortcuts, abbreviations – as items in a corporate wiki helps people to understand more easily and quickly what they are.  It also helps to prevent mistakes being made and time wasted through misunderstandings.

It will also be a wonderful tool for any newbies being inducted into the organisation’s approach, culture and ways or working.

Why not turn all that company jargon into a knowledge goldmine and create a wiki that can contain them for every employee to view, add or edit to?

 

Improve collaboration to increase employee engagement

This week I will be running a workshop on mobile collaboration at the World Class Mobile and Social-Enabled Enterprises event on 5 and 6 June in Frankfurt, Germany.  While I will be focusing on how to make it easier to collaborate while mobile, this post covers the wider area of collaborating online.  Most importantly how it can increase employee engagement and how that benefits an organisation.

Many people are now very savvy about how they use the internet to share knowledge, build up contacts, help solve a problem.  This especially can apply to new recruits who choose your organisation to work for.

There are four factors you need to consider when improving how people collaborate online that can increase employee engagement:

  • Easy to use tools: remove any barrier that may prevent people using these tools.  If there is one, people tend to use it as a reason not to use it!
  • Improve the culture: make it easy for people to share problems and want to share their knowledge and be recognised for doing this.
  • Change how people work: empower people and allow them to collaborate when they need to – this means considering mobile and remote working rather than always working at one place.
  • The bottom line: be able to measure the benefits to your organisation – increased sales, more productivity, higher customer service.

My first-hand experience at BT and from working with clients is you can increase employee engagement because people want to work for an organisation that values collaboration.  It is your approach which is critical!

You can out more information on how to improve collaboration to increase employee engagement to help you

Mobile collaborating: easier said than done!

In one week I will be participating at the World Class Mobile and Social-Enabled Enterprises event on 5 and 6 June in Frankfurt, Germany.

If you are thinking of coming to one of the best mobile events in 2014 please use this code WCMSSPEAKYOURLASTNAME in the special requirements section on the registration form.

I will be running a workshop on mobile collaboration.  I intend to cover the barriers you can face that can prevent people being able to easily collaborate whenever they need to.

I will also show how you can either prevent these barriers or take action to overcome them and still succeed with mobile collaboration.

I hope you will join me!

 

Strengthen employee engagement while working remotely

Happy New Year to you!  I hope you had a relaxing break and have recharged your batteries for 2014.

I was recently asked by Simply Communicate to follow up my 2014 predictions with one for internal communications.  Here it is:

Organisations increasingly face the challenge of how to strengthen employee engagement while their workforce increasingly work from remote locations or while mobile. There is a great opportunity for internal communications to take a leading role with developing a plan that addresses these challenges with greater use of communications channels.

What is different now from previous years is the range of tools and know-how which can be used to successfully have engaged and mobile employees. The key to this will be the rich experience employees will have online as they are able to read communications when they need to, where they need to, and be able to share, feedback, rate the value of the messages with other people who share a similar interest.

An example of this could be combining collaboration tools with traditional online communication channels will help provide that rich experience so a key company announcement video, CEO blog post and detailed background information available is strengthened by a discussion forum managed by internal comms to continue the conversation with quick polls on the awareness and understanding of key messages.

It is how it is implemented and how it is managed within a wider governance framework will help decide how successful it will be. Good luck with whatever you do in 2014!

Read about more 2014 internal communication predictions from simple communicate.

BT field-based workers use the digital workplace

I read Jane McConnell’s latest blog post ‘Floor-field workforce: the forgotten people?‘ with great interest.  I agree with Jane that office workers are currently the main focus for digital workplace transformations.  But there are some enterprises who lead the game for field-based workers.

It reminded me of when I was the BT intranet manager.  BT had employees who worked mainly from offices or while mobile or remotely from home or local hubs. I was involved in a project to give everyone, including field-based workers, access to BT’s intranet and developing digital workplace.  The project was seen as key to BT’s overall transformation as a business and was closely linked to wider strategic business priorities that included, higher customer service, improved employee productivity, and reduced office and travel costs.

The hardest part of this transformation was equipping all the field-based engineers who visited customers at their homes or places of work.  At the time BT had around 30,000 field engineers spread across the whole of the UK.  Some places were very remote and customers in difficult places to get to.  But this was not just a change of technology project.  It would bring about a huge change in how engineers worked and behaved with other team members, manager, everyone in BT and most importantly their customers.

Equipping every engineer with a laptop or smartphone with access to the digital workplace to upload and download customer progress reports and next job was expensive and technically complex.  The time needed to plan, test and implement for so many people didn’t encourage senior managers to commit easily to this project when quick results counted.  Because of these factors – cost, complexity, time to roll out – BT’s field engineers were the last group to be connected to the digital workplace.

To answer Jane’s point, the field-based engineers were not forgotten in BT but prioritised with everyone else because it wasn’t easy, quick, or cheap to achieve or for business benefits to be realised.

Before the transformation engineers would meet at the start of each day at one location to be given their work by their manager and to plan their routes from there to the each customer’s home or place of work.  They shared knowledge with their team members over a cup of tea before they started on traffic problems, technical tips, new products coming soon, etc.  Any news was given by their manager before they left for their first visit either individually or if appropriate together in an informal meeting.

After the transformation field-based engineers downloaded their first job (not their day’s work schedule) at home using their laptop and free broadband  connection to the online work tool in the digital workplace.  Travel was straight from their home to their first customer saving time and costs – there was no visit to their usual location at the start of each day.  When each customer’s visit was successfully completed the engineer uploaded this outcome to the online tool and be informed of the next customer to visit and what the work involved.  At the end of each day the engineers go home.  They were able to use the digital workplace to read the latest information about BT the same as everyone else.

As I said earlier it wasn’t just a technology project but more about changes to working practices which had been the same for decades.  It was very difficult for everything and everyone to benefit when this amount of change is made.  There have been many benefits but some drawbacks.

The biggest benefits were increased productivity with engineers able to go to their first customer visit straight from home.  The digital workplace was resilient and always available so the online tool could be trusted 24/7 to accept and provide work updates.  Customer service also improved with more flexibility in times for customer visits and quicker changes to work schedules.  Less buildings were needed with home starts with huge savings in costs.

Culturally for the first time in a long while field-based engineers felt part of the same BT team again.  Access to information and news on the digital workplace helped to remove a perception that they were missing out on important information affecting them.

But there were some drawbacks.  Engineers didn’t like the isolation.  It meant they did not see their team members for days sometimes and their manager less frequently.  Many found it hard to adjust to the new approach and considered leaving risking a huge loss of knowledge from BT.

BT has tried with limited success to replace the face-to-face sharing of knowledge with technology.  The limited time and lack of contact did not encourage a huge takeup with its impact on unsolved problems.  In my view tools like Yammer and Jive can supplement some face-to-face contact but they can’t completely replace the absence of it.

The inability to decide how to schedule their work brought a sense of disengagement and lack of empowerment that affected their job satisfaction if it did increase productivity.  A slow burning issue that needs to be resolved.

To again answer Jane’s point, the field-based engineers were connected with the digital workplace but it is not technology changes which are the biggest challenge but the human changes that need most attention.