Presentation from my Breakout Session at the great Congres Intranet 2014 conference in Utrecht (NL).
This presentation makes the case for employee engagment and knowledge work - both areas with massive problems in today's organisations - to be really just different sides of the same coin and what role the Intranet as a universal work tool can do to drive results in both areas.
4. 4
Productivity loss due to active
Disengagement
• 450 – 550 billion
US$/yearUSA
• 151 – 186 billion
US$/yearGermany
• 83 – 112 billion
US$/yearUK
Source: Gallup, State of the Global Workplace 2011-2012,
http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx
Based on 230’000 employees from 142 countries
5. 5
Engagement and Performance
Source: Gallup, State of the Global Workplace 2011-2012,
http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx
Based on 230’000 employees from 142 countries
According to Gallup, employee engagement leads to
higher numbers on all positive performance
indicators (e.g. productivity, customer ratings) and
lower numbers on all negative performance
indicators (e.g. absenteeism, turnover, defects).
See chart on page 22 in Gallup’s «State of the Global
Workplace» report
6. 6
Companies rated well by their employees
perform better
Source: Prof. Zwi Segal, Motiva
Based on employee reviews on http://www.glassdoor.com
7. 7
State of Employee Engagement
Source: Gallup, State of the Global Workplace 2011-2012,
http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx
Based on 230’000 employees from 142 countries
According to Gallup, …
• only 13% of employees are engaged
• 63% are not engaged
• 24% are actively disengaged
See chart on page 12 in Gallup’s «State of the Global
Workplace» report
8. 8
The Netherlands & Western Europe
• Lowest percentage of engaged employees
– 9%
• Highest percentage of not engaged employees
– 80%
• Good results in regard to actively disengaged
employees
– 11%
Source: Gallup, State of the Global Workplace 2011-2012,
http://www.gallup.com/strategicconsulting/164735/state-global-workplace.aspx
Based on 230’000 employees from 142 countries
11. 11
Some Facts about Knowledge Work
25
%
Time-loss due to information
overflow and interruptions
29
%
Reduction in organisational
performance
63
%
Managers taking business
critical decisions w/o the
right information
14
k$
Cost per employee and year
just for internal search
80
%
of all knowledge is «bound
to persons»
25
%
Percentage that «outperformers»
value information management
more
85
%
Employees who could be more
productive if work was better
organised
62
%
Companies that don’t trust their own
informations (and have no proper
information management)
18
x
more growth in employee
engagement if social media is used
internally
40
%
of productivity is directly explained
by the amount of communication
amounf employees
12. 12
Sources for previous slide
1. Basex: “Information Overload: Now
$900 Billion – What is Your
Organization’s Exposure?”, 2008,
http://www.basexblog.com/2008/12/1
9/information-overload-now-900-
billion-what-is-your-organizations-
exposure/
2. Capgemini, 2008 (as cited in: Stephen E.
Arnold, Martin White: Successful
Enterprise Search Management)
3. Capgemini: “The Information
Opportunity Report“, 2008,
http://www.uk.capgemini.com/news/p
r/pr1605/
4. IDC: “Hidden Costs of Information
Work: A Progress Report”, 05/2009,
http://www.idc.com/getdoc.jsp?contai
nerId=217936
5. Giga Information Group, Inc.:
“Collaboration and Communities: an
Update”, 2002
1. IBM Global Business Services: “Business
analytics and optimization for the
intelligent enterprise”, 2009,
http://www-
935.ibm.com/services/us/gbs/bus/html
/gbs-business-analytics-
optimization.html
2. Workplace Productivity Report,
http://www.stuff.co.nz/the-
press/news/8928152/Digital-stress-
overwhelming-workers-study
3. AIIM Industry Watch: „State of the
ECM Industry 2011”
4. Chris McGrath & Ephraim Freed,
ThoughtFarmer: «SOCIAL INTRANETS &
EMPLOYEE ENGAGEMENT», 2012
(based on Research by Aberdeen
Group)
5. Global Knowledge Training LLC (B.
Bulleit): “Effectively managing team
conflict”, 2006
13. 13
Just one small example of what’s wrong today
Source: Vin Jones, Business Practices That Refuse To Die #44: Email Trees,
http://www.youtube.com/watch?v=QIqA_YKeboc
14. 14
Reasons for this massive Problem
Lack of Education Lack of Awareness
Lack of
Understanding
Diametral to
(Power) Structures
15. 15
Intrinsic Motivation, Meaningfulness
Knowledge Work – the misunderstood key success
factor in a high-tech, global world
Manual Labour Case Work Knowledge Work
3Work
types
60% of all employees have medium (27%) to high (33%)
amounts of knowledge work in their jobs!
Source: The work foundation: “Knowledge Workers and Knowledge Work, 2009
Planing, Steering, Processes
Repetition, Standardisation
Self-organisation, Autonomy, Empowerment
Creativity, Finding Solutions
Time- and Volume-based
Today / Revenue Future / New
19. 19
Understanding Knowledge Work is the key step
in overcoming Knowledge related problems
Knowledge Work is not
about managing
knowledge as an asset,
but about (facilitating)
the application of
knowledge-based,
cognitive and creative
capabilities!
20. 20
Knowledge work only works if conditions are right
Pro
• Autonomy
• Mastery
• (shared) Purpose
• Fairness
• Flexibility
• Trust
• Progress
Contra
• Red tape (Bureaucracy)
• Micro-Management
• Process
• Barriers
• Unsuitable Tools
• Intransparency
• Change adverse culture
• Don’t «speak up» culture
Engagement only works if conditions are right
22. 22
Is there an opportunity to kill two birds with
one stone?
???
Employee
Engagement
Knowledge
Work
23. 23
What really affects employee engagement
“We did some specific work looking at the effect of
flexible benefits on employee engagement. We
looked at everything from health club memberships
to profit-related pay to crèche schemes for kids. The
only benefit we found that seemed to affect
engagement scores was flexible working… If you
have a flexible working culture, it means you’ve
probably got a culture of trust… a culture where
your managers get on and believe that people can
work under their own steam.”
- Wayne Clarke, Managing Partner of Best Companies
24. 24
What really affects employee engagement
„A close analysis of nearly 12,000 diary
entries, together with the writers’ daily
ratings of their motivation and emotions,
shows that making progress in one’s work —
even incremental progress — is more
frequently associated with positive emotions
and high motivation than any other workday
event.”
Amabile, Teresa M., and Steve J. Kramer. "What Really Motivates Workers." Harvard Business Review 88, no. 1 (January - February
2010): 44-45
25. 25
Social Intranets & Employee Engagement
Source: Chris McGrath & Ephraim Freed, ThoughtFarmer: «SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT», 2012
33. 33
What is a Value Driver? A simple example …
Business Goals Value Drivers Tools
… … …
Deliver answers to
customers faster
Availability and findability
of information
Findability of persons and
expertise
…
Rich Profiles
User generated content
Communities
Enterprise Search
Taxonomy management
Semantic Software
…
… … …
34. 34
How to find out which Value Drivers are most
important for your organisation?
People will tell you, when you ask them
to describe the business problems and
potentials for each Value Driver
40. 40
Scope: News and Information is not enough
My Work
System
A
System
B
System
C
The old, information-centric Intranet
The new, work-centric
Intranet / Digital
Workplace
41. 41
The Scope of the Digital Workplace
Connecting & Sharing
Generic CORE Services
Infrastructure & Cross-system functions
Managing Information
Enabling changeWorking together
InnovatingManaging Projects,
Programmes and Portfolios
Supporting processesMaking decisions
Roles & Rights Management
Personalisation
Channels & devices
Search
Intelligent Filtering / Recommendations
Meta- & Masterdata Management
Analytics & Reporting
Custom Development
Integration of Applications
Personal Dashboard
Activity Streams
Personal Information Management
Universal Inbox
Specific CORE Services
Operational Excellence Related
Processes
Employee Related Processes
Product Related Processes
Customer Related Processes
Stephan Schillerwein, version 1.1 – Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License
46. 46
Intranet Design based on Values
The Intranet …
leads by example
promotes values
designed acc. to values
How it does this …
integrated
directly into employees
tasks and activities
in way that can be both
seen and experienced
always
during the whole
workday
50. 50
Talk about the process!
- Capgemini Consulting: „Change Management-Studie 2008, Business
Transformation – Veränderungen erfolgreich gestalten“
51. 51
Example of a Change Mangement Plan
1. Real-time involvement through an open, collaborative project platform
2. Define what behaviour changes will be necessary, define gaps and actions
3. Involve users by creating (simple) prototypes early to validate solution
approaches, iterate and test again
4. Multiple pilots, including Senior Management to demonstrate both the will
for change and the future solution
5. Specify and roll-out of a multi-level workplace-coach program
Explore &
Envision
Prepare &
Design
Build &
Implement
Use &
Sustain
1
3
4
5
2
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About Stephan Schillerwein
Extensive experience (15+ years) in Digital Media and Information
Management, specializing in Intranets, Social Collaboration and
the Digital Workplace
Worked for organizations of all sectors & sizes
Formerly Online and Intranet Manager at several large
enterprises and Director at the Intranet Benchmarking Forum
Business computer scientist – speaks language of “both sides”
Author, conference speaker, seminar trainer, blogger, …
Partner of the Worldwide Intranet Challenge Intranet & Digital
Workplace Advisor
100+Projects
50+Companies
1large, international Partner Network
0contracts with Software Vendors
Project Focus:
Vision & Strategy
Coaching & Enabling
System evaluation
Lean Intranet Projects
360 Intranet Assessment
Findability & Semantic
Change Management
…
55. 55
I’m also a collector of …
Intranet Names
Intranet Cases Studies
Digital Workplace Maturity models
…
All on http://www.intranet-matters.de/