SharePoint Saturday Austin: What's In It for Me? Driving User Adoption and Employee Engagement
•
2 gefällt mir•625 views
My condensed presentation from SPSAusTX
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Ähnlich wie SharePoint Saturday Austin: What's In It for Me? Driving User Adoption and Employee Engagement
Ähnlich wie SharePoint Saturday Austin: What's In It for Me? Driving User Adoption and Employee Engagement (20)
Mehr von Jeff Willinger
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
SharePoint Saturday Austin: What's In It for Me? Driving User Adoption and Employee Engagement
- 1. "What's in it for me?" User Adoption & Employee Engagement Strategies for Enterprise Social Computing Projects(Making SharePoint Sexy) Prepared for: SharePoint Saturday Austin January 21, 2012 Jeff Willinger @jwillie
- 2. About Jeff Director of Social Computing, Intranets and Collaboration at Rightpoint. Named the #1 SharePoint Influencer to watch in 2012 Regular speaker and evangelist on the value of Social Networking, Social Media and Social Computing Twitter, Facebook and LinkedIn Expert. I am buying YOU a beer or cocktail TODAY! Follow @jwillie and Tweet this: “ Listening to @jwillie rant and rave about SharePoint, social computing and employee engagement #SPSAusTx ” 1.12 Drive Employee Engagement
- 3. 1.12 Drive Employee Engagement
- 4. LIKE Jeff Director of Social Computing at Rightpoint. Rightpoint is a Gold Certified and Managed Microsoft Partner with a specialization in MOSS 2007, Collaboration & Social Networking. Regular speaker and evangelist on the value of Social Networking, Social Media and Social Computing Twitter, Facebook and LinkedIn Expert. I am buying YOU lunch TODAY! Tweet this: “ Listening to @jwillie rant and rave about SharePoint, social computing and employee engagement #aliee ” 1.12 Drive Employee Engagement
- 5. Session Objectives Overview: • Discuss why many enterprise social computing projects miss the mark due to lack of employee engagement and low end-user adoption. Show what is in the social sphere and what you can do outside your 4 walls. Key take-away: • Provide a framework that drives employee engagement & end-user adoption enabling organizations to realize the full benefit of their enterprise social computing return on investment. 1.12 Drive Employee Engagement
- 6. Definition Social Intranet (sō’shəl) • (ĭn’trə-nĕt’) An intranet that utilizes social technologies to enhance the every day activities and transactions necessary for employees to learn, plan and do their jobs thereby making them more engaged and productive. Increases employee engagement and user adoption if deployed properly(possibly SharePoint 2010). 1.12 Drive Employee Engagement
- 7. LIKE Jeff Director of Social Computing at Rightpoint. Rightpoint is a Gold Certified and Managed Microsoft Partner with a specialization in MOSS 2007, Collaboration & Social Networking. Regular speaker and evangelist on the value of Social Networking, Social Media and Social Computing Twitter, Facebook and LinkedIn Expert. I am buying YOU lunch TODAY! Tweet this: “ Listening to @jwillie rant and rave about SharePoint, social computing and employee engagement #aliee ” 1.12 Drive Employee Engagement
- 8. Myths Some of the Employee Engagement Myths • Size matters • I’m too busy • It won’t pay off • The business won’t care • Should “corporate” or marketing own this? 1.12 Drive Employee Engagement
- 9. Truths Part 1 Your old, standard intranet is one-way communication. A social intranet is two-way communication. 1.12 Drive Employee Engagement
- 10. Truths Part 2 Key Learning’s for building engagement: • Be clear on where you are different and that it’s the right fit. You must be believable and relevant. • Start somewhere and keep the message simple. • Make it “personal” to create emotional engagement with the brand. • Provide “new news” to enhance your recruiting and retention efforts. • It starts with external activities. Awards are noticed by the Team, Executives, Employees, Suppliers and Community. 1.12 Drive Employee Engagement
- 11. Truths Part 2 Key Learning’s for building engagement: • Be clear on where you are different and that it’s the right fit. You must be believable and relevant. • Start somewhere and keep the message simple. • Make it “personal” to create emotional engagement with the brand. • Provide “new News” to enhance your recruiting and retention efforts. • It starts with external activities. Awards are noticed by the Team, Executives, Employees, Suppliers and Community. 1.12 Drive Employee Engagement
- 12. Portal & Collaboration Pitfalls & Best Practices 1. Don’t bite off more than you can chew. • Do: Think big, but start small. 2. Don’t overcomplicate the user interface. • Do: Keep it simple (KISS). 3. Don’t assume user adoption will happen. • Do: “If you build it, they will come” doesn’t necessarily work. Ensure (1) business goals, (2) end-user goals and (3) technology goals in completely in sync. 1.12 Driving Employee Engagement
- 13. Portal & Collaboration Pitfalls & Best Practices 4. Don’t underestimate the importance of governance and alignment with your culture. • Do: Put a proper governance plan in place day 1 and align your solution with your culture. 5. Don’t “customize” when you can “configure”. • Do: Leverage out-of-the-box features whenever possible. 6. Don’t underestimate the breadth of SharePoint’s capabilities. • Do: Educate yourself on what is possible with the platform 1.12 Driving Employee Engagement
- 14. Outside the 4 walls tools for social engagement 1.12 Drive Employee Engagement
- 15. Google Plus 1.12 Drive Employee Engagement
- 16. Google Plus 1.12 Drive Employee Engagement
- 17. Facebook 1.12 Drive Employee Engagement
- 18. Linked In 1.12 Drive Employee Engagement
- 19. Linked In Groups 1.12 Drive Employee Engagement
- 20. Twitter 1.12 Drive Employee Engagement
- 21. Quick Survey 1.12 Drive Employee Engagement
- 22. Quick Survey 1.12 Drive Employee Engagement
- 23. Our Experience Not Going Excited to Adopt Adopters (33%) (33%) On the Fence (33%) 1.12 Drive Employee Engagement
- 24. Our Goal Not Going to Adopt Critical (33%) Mass: Excited Adopters (66%) 1.12 Drive Employee Engagement
- 25. Why Do Some Enterprise Social Computing Projects Miss The Mark?
- 26. Top 3 Reasons Why Some Enterprise Social Computing Projects Miss The Mark 1. Stakeholders don’t start with “Why?”. 2. End-users don’t fully understand “What’s in it for me?” 3. The user experience is not as “engaging” and “intuitive” as mainstream social media tools. 1.12 Drive Employee Engagement
- 27. A Recipe for Failure Typical enterprise social computing project: Requirements Design & Training & Testing Pilot Launch Definition Configuration Deployment 1.12 Drive Employee Engagement
- 28. A Framework For Success
- 29. A Framework for Success How? What? Why? 1.12 Drive Employee Engagement
- 30. How? A Framework for Success What? Why? Why? What? How? 1.12 Drive Employee Engagement
- 31. A Framework for Success Why are we doing this? 1. Accelerate innovation 2. Improve expertise discovery Why? 3. Enhance knowledge management 1.12 Drive Employee Engagement
- 32. A Framework for Success What’s in it for me? 1. Communicate how the solution helps me personally achieve success. What? 2. Communicate usage best practices through anecdotes and other methods. 3. Identifies the specific behavioral barriers that will prevent users from adopting the solution. ‒ Users don't want to be bothered with another system. ‒ Are users concerned about having contributions public and uncensored? ‒ Do end-users fully understand the benefits? 1.12 Drive Employee Engagement
- 33. A Framework for Success How do we make it effortless? 1. Less is more 2. Design an effective user experience How? 3. Enable intuitive features How do we deploy? • What is the ideal pilot? • How do we educate and train end users? • How do we organically manage our community? 1.12 Drive Employee Engagement
- 34. unEngaged 1.12 Drive Employee Engagement
- 35. unEngaged part 1 1.12 Drive Employee Engagement
- 36. unEngaged part 2 1.12 Drive Employee Engagement
- 37. unEngaged part 2 1.12 Drive Employee Engagement
- 38. unEngaged part 2 1.12 Drive Employee Engagement
- 39. 1.12 Drive Employee Engagement
- 40. 1.12 Drive Employee Engagement
- 41. 1.12 Drive Employee Engagement
- 42. 1.12 Drive Employee Engagement
- 43. Client Profile: Abbott Industry: Health & Life Sciences Business Pain: No facility to bring employees together to facilitate knowledge sharing, innovation, idea generation and user generated content through a community-based portal. Rightpoint Solution: New Web 2.0 SharePoint solution enables communities, shared bookmarks, IdeaCenter, collaboration sites, user generated content with voting and moderated discussion forums.
- 44. 1.12 Drive Employee Engagement
- 45. 1.12 Drive Employee Engagement
- 46. 1.12 Drive Employee Engagement
- 47. 1.12 Drive Employee Engagement
- 48. 1.12 Drive Employee Engagement
- 49. Our Process: “Think BIG, Start Small” Synthesize/ Prioritize Requirements Align with Identify Categorize Requirements Roadmap Facilitation Technology Dependencies Requirements (Value/Effort)
- 50. Takeaways part 1 1. Build a connected internal communications infrastructure that is aligned to your brand messages 2. Integrate internal branding communications across traditionally separated departments to enable consistent messaging and total organization buy-in 3. Align the internal and external brand to achieve the look & feel of brand consistency 4. Evaluate the next stage of social media utility for job processes and desired internal brand behaviors 1.12 Drive Employee Engagement
- 51. Takeaways part 2 5. Clarify what's expected of employees 6. Offer internal career opportunities 7. Empower frontline employees 8. Encourage teamwork 6. Provide regular feedback 1.12 Drive Employee Engagement
Hinweis der Redaktion
- 1. Clarify what's expected of employees It's essential that your team members know what's expected of them. They receive job descriptions when they first start, but that's not enough. Clear expectations ensure everyone is working towards the same goal. Putting things in writing is a valuable step to avoid confusion that can occur if verbal instructions are the only instructions. 2. Offer internal career opportunities No one wants to feel they are stuck in a dead end job. If you consider current team members for promotion before going outside the organization, employees will be more willing to stay because they can see room for improvement and promotion if they perform well. Give them opportunities to learn and grow within their role. Make it clear that your desire is to promote internally when possible. This will also minimize people looking elsewhere for new jobs without your knowledge. 3. Empower frontline employees Are your team members able to use discretion when handling customer complaints? Do they always seek permission for something that isn't within their power to correct? Frustration can build up if frontline employees are powerless to take immediate action to satisfy a disgruntled customer. If they can save a customer from having to wait for someone to take action, it's a win-win. 4. Encourage teamwork Employees should work together and support each other. It's essential to a healthy and positive work environment. People also learn from watching other team members interact with customers. No amount of training can prepare a new employee for what happens better than observing skilled team members, regardless of whether they're working with easy or difficult customers. If team members offer each other support, they will be able to get through any difficulties they may encounter without involving a supervisor. 5. Provide regular feedback It's crucial to give all employees regular feedback on their performance. Regardless of whether they're excelling at their job or are new to the company, they need to know where they stand. Are they doing everything they're supposed to be doing? Are they doing too much? If they arrive late all the time and leave early, address that. If they're doing other people's work because some people are lazy, you should address that as well. 1. Clarify what's expected of employees It's essential that your team members know what's expected of them. They receive job descriptions when they first start, but that's not enough. Clear expectations ensure everyone is working towards the same goal. Putting things in writing is a valuable step to avoid confusion that can occur if verbal instructions are the only instructions. 2. Offer internal career opportunities No one wants to feel they are stuck in a dead end job. If you consider current team members for promotion before going outside the organization, employees will be more willing to stay because they can see room for improvement and promotion if they perform well. Give them opportunities to learn and grow within their role. Make it clear that your desire is to promote internally when possible. This will also minimize people looking elsewhere for new jobs without your knowledge. 3. Empower frontline employees Are your team members able to use discretion when handling customer complaints? Do they always seek permission for something that isn't within their power to correct? Frustration can build up if frontline employees are powerless to take immediate action to satisfy a disgruntled customer. If they can save a customer from having to wait for someone to take action, it's a win-win. 4. Encourage teamwork Employees should work together and support each other. It's essential to a healthy and positive work environment. People also learn from watching other team members interact with customers. No amount of training can prepare a new employee for what happens better than observing skilled team members, regardless of whether they're working with easy or difficult customers. If team members offer each other support, they will be able to get through any difficulties they may encounter without involving a supervisor. 5. Provide regular feedback It's crucial to give all employees regular feedback on their performance. Regardless of whether they're excelling at their job or are new to the company, they need to know where they stand. Are they doing everything they're supposed to be doing? Are they doing too much? If they arrive late all the time and leave early, address that. If they're doing other people's work because some people are lazy, you should address that as well.