employee experience matching millennial expecations
TRANSCRIPT
SHARON O’DEA @sharonodeaIndependent consultant
Employee experience matching millennial expectations
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
Who are millennials?
• 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
Millennials: a persona
• Flexibility• Workplace culture• Collaboration and teamwork• Transparency• Two-way communication• Recognition
What millennials really want
What they get
• Get value from the network• Improve productivity• Engage and retain• Building corporate memory• Make work more flexible
The business case
The visionIt’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
What we did
Microsoft Office:
Microsoft Outlook:
OCS/ Lync:SharePoint:
JiveOn-premiseJive Apps (e.g. for Jira)Jive AnywhereJive API
Building stakeholder support
Bottom-up approaches• Keep it simple• Focus on utility• Support users• Give people freedom to
experiment• Find and nurture
champions
• Search• Profiles• Reducing email
Keeping it simple
• 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
• 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
Support users
Give users the freedom to experiment
Find and nurture championsBenefits 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
• 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
• Demonstrate the need• Show value and impact• Make it mobile• Anticipate and manage
risk
Top-down approaches
• Focus on business benefits• Set KPIs• Report regularly• Capture and share success stories
Demonstrate the need and show impact
Business case: increased productivity
Time spent on strategically aligned work26%
Reported job satisfaction38%
Employee productivity15%
Employee turnover rate24%
Operational cost24%
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
Business case: improve innovation and productivity
Innovation4%
Time to market5%
Work quality31%
Source: 2012 Jive Customer Survey
Productivity15%
Email load21%
Meeting load16%
Innovation Improved productivity
Business case: operational costs
Satisfaction10% Onboarding time/cost23% HR issues
logged70%
Employee efficiency and productivity
Source: BUPA and Cerner Case Studies, and 2012 Jive Customer Survey
• Show it works for people on the move
• Coach support staff to curate for them
Make it mobile
Anticipate and manage risk
Index
AutonomySearch
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
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
=+
Design matters
A lesson learned
X✓
• 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
E: [email protected]: sharonodea.co.uk and intranetizen.com
L: linkedin.com/in/sharonodea/
T: @sharonodea