10 ways to engage your employees using sharepoint and yammer · 10 ways to engage your employees...

10 WAYS TO ENGAGE YOUR EMPLOYEES USING

SHAREPOINT AND YAMMER

Jeff @jwillie Willinger

March 2015

Copyright © 2013 Rightpoint | Proprietary and Confidential 2

INTRODUCTION

A little about me & Rightpoint:

• Passionate about enterprise social and

“the connected company”

• Subject Matter Expert and Strategist for

Fortune 500 companies

• With Rightpoint since 2008– a hybrid digital

agency and technology consulting company

to drive engagement and collaboration in

global companies

• Father of three teen daughters

H E L L Omy name is:

Jeff Willinger

Director of Everything Cool 2.0


Get to know Jeff

About me

Regular speaker and evangelist on the value of Social Networking,

Social Media, Social Computing and Intranets and Mobile

everything. President of Social Media Club.

Twitter, Facebook and LinkedIn Expert.

I am BUYING DRINKS and TAKING FRIENDS

Follow @jwillie and Tweet this:

“ Listening to @jwillie @Rightpoint rant and rave about the digital

workplace #SharePoint ”

OR


“LIKE” ME


ENGAGEMENT STARTS EARLY


PLANNING YOUR JOURNEY


AGENDA

1 Introduction

2 Objective of Today’s Session

3 My Point of View – Challenges & Opportunities

4 10 Proven Best Practices to Drive Engagement & Adoption

5 Q & A / Open Discussion


At least one good idea.


CHALLENGES I SEE TODAY

My inbox is exploding!

We don’t have a platform to support a

“culture of collaboration.”

We are not seeing the

right level of engagement

and adoption from our

social initiative.

It is difficult to find leading experts

internally to help solve problems.

We can not collaborate across departments effectively.

I have no forum to

share ideas and

best practices with

my colleagues.

We don’t have a

mechanism that

supports idea

sharing and

innovation.

MY POINT OF VIEW ON ENTERPRISE SOCIAL


MY POINT OF VIEW

COMPANY

INTRANET


MY POINT OF VIEW

SOCIAL

COLLABORATION

TOOLS

COMPANY

INTRANET


MY POINT OF VIEW

SOCIAL

COLLABORATION

TOOLS

COMPANY

INTRANET

LINE

OF BUSINESS

APPLICATIONS


MY POINT OF VIEW

DOCUMENT

STORAGE

CENTERS

SOCIAL

COLLABORATION

TOOLS

COMPANY

INTRANET

LINE

OF BUSINESS

APPLICATIONS


MY POINT OF VIEW

SOCIAL

COLLABORATION

TOOLS

COMPANY

INTRANET

LINE

OF BUSINESS

APPLICATIONS

DOCUMENT

STORAGE

CENTERS

SEARCH

TOOLS


“SWIVEL CHAIR TECHNOLOGY”

MY VISION


Instant access to my news, tools, corporate knowledge & expertise.

Anytime….anywhere….


THE CONNECTED COMPANY

Connected Company

Create More Efficient Work

Processes

Surface and Share Ideas

and Best Practices

Find Information and

Key Documents

Enhance Interaction with Key Business

Partners

Engage Employees

Rapidly Disseminate

Critical Information

Companies with sociallyengaged employees see:

boost in productivity with social seen by organizationsand companies

McKinsey, The Social Economy, July 2012

Enterprise Social is “The Glue”.


Social is not (just) a technology initiative.


Social is about employee engagement & productivity.


IT’S A JOURNEY

Stage 1:Connect our Colleagues

to People & Expertise

Stage 2:Connect our Colleagues

to Knowledge

Stage 3:Enable our Colleagues

to Share Knowledge

& Information

Enabling Tools & Capabilities

Workforce Productivity

Em

plo

yee

En

gag

emen

t

People Finder

Instant Messaging

Knowledge Management

Search

Company University

Community Templates

Team Site Templates

Site Advisor Wizard

Knowledge Harvester

Subscription Center

Re-platform KE Sites

Publishing Center

My Corp/Client Tools

Stage 4:Personalize our Colleagues’

Interface to Knowledge

& Information


ONE PLATFORM…


…THAT SUPPORTS A SOCIAL ECOSYSTEM


SOCIAL COLLABORATION MATURITY MODEL

Level 1:

Traditional

Collaboration

» Face-to-face, phone, email

Level 2:

Experimentation» Point solutions; departmental/business unit focus

» Prompted by specific user needs

Level 3:

Proliferation

» Tools in use on widespread basis

» Lack of interoperability; duplicate functionality

» Basic enterprise standards / governance

Level 4:

Standardization

» Enterprise strategy in place

» Standardization on collaboration platform

» Collaboration partially integrated into business

processes

» Anytime / anyplace access

Level 5:

Culture of

Collaboration

» Integrated workspace strategy in place

» Collaboration fully integrated into daily processes

» Cultural integration

Most organization’s

collaboration maturity

level is at Level 1, with

steps taken Level 2.

To achieve effectiveness,

we recommend focus on

attaining high Level 3 /

low Level 4 capability.


Top 10 Proven tactics that drive engagement and adoption.


#1 - CREATE A SOCIAL IDEA GENERATION INITIATIVE

Create a specific destination for idea sharing

and brainstorming with a focus on innovation.


#2 – SALES PROCESS INTEGRATION QUICK WINS

Find a critical revenue generating business

process and align the social strategy around it.


RALLY AROUND KEY ACCOUNTS

#

Opportunity

Group GroupGroup Group Group

Account OpportunityAccount AccountOpportunity

Group

Rep 1 Rep 2 Rep 3

Manager 1 Manager 2

VP

Salesforce Org Salesforce Org

KEY ACCOUNT: XYX


TO PILOT OR NOT TO PILOT

Consider pilot size – social

collaboration requires a certain scale.

Typically with social collaboration

hundreds, or even thousands of users

are necessary to achieve participation

that will give you measurable results –

think network effect or Metcalfe’s Law

.

Exceptions to this hold for pilots

focused on defined use cases where

success can be measured and

demonstrated with a smaller target

audience.


#3 - CONDUCT COLLABORATION ADOPTION WORKSHOP(S)

Align key stakeholders on a common definition

and strategy for social collaboration within the

enterprise.


#4 – PLAY TO THE END-USER’S EGO VIA “GAMIFICATION”

Spotlight early adopters. Publicly acknowledge

employees by creating a “Leader Board”.

Gamification techniques strive to leverage

people's natural desires for competition,

achievement, status, self-expression,

altruism, and closure.


#5 – EXECUTE A MULTI-CHANNEL COMMUNICATION PLAN

Send specific messages to target audiences,

including teaser emails to create a buzz and

awareness.

Articulate and communicate the

collaboration strategy, including its goals and

benefits to both general and specialized

employee audiences.


CASE IN POINT


PRINT CAMPAIGN


#6 – NO EMAIL DAY!

Choose 1 day where it is not allowed to send

emails internally to colleagues.


#7 – INTEGRATE SOCIAL INTO THE INTRANET

Push social feeds directly to end-users on their

personalize home page.


CASE IN POINT


“ALL FOR ONE ABBVIE” PORTAL ROADMAP

1. Conducted 7 sessions with 100+ people representing a cross section of

input from AbbVie functions, departments and affiliates.

2. Understand the big picture macro needs & objectives for the new portal.

3. Create a realistic, pragmatic roadmap that is prioritized based upon

stakeholder requirements and identify early “quick wins” that show

success and build momentum.

Envisioning Session

Voice of the User Sessions

Synthesize/Categorize

Requirements

PrioritizeRequirements(Value/Effort)

Identify Dependencies

Roadmap

Complete Complete Complete Complete Complete


#8 – MAKE SOCIAL MOBILE

End-users today are interacting with social

technology on their mobile device first.


WIRTZ MOBILE APPLICATION


#9 – CREATE AN EXECUTIVE CHAMPION GROUP

Create champions or community ambassadors

that will catalyze the community with content,

questions, posts, polls, etc.

Conduct targeted training for executives and

community managers so they understand how to

seed their community with content and drive a

successful community.


CASE IN POINT

Executive sponsors are typically a CEO, CIO, VP Sales, CMO, VP Customer Service, VP HR

An engaged executive sponsor is important to the success

of a pilot through support, leading by example, and setting the

“tone from the top.”

Engage the sponsor throughout the pilot lifecycle

including to deliver communications

Provide access to the solution and personal training

to ensure adequate understanding

Encourage sponsor to actively participate, posting to

recognize users who are adopting.

Executive Sponsor


CASE IN POINT

Evangelists are typically Individuals with longevity, visible roles, social savvy

employees, respected experts, knowledge keepers.

A team of evangelists (aka super users, change agents)

within the pilot will help drive change and accelerate

adoption. Engage evangelists from each participating BU or team

to support the pilot.

Engage them in use case definition and provide

additional training on evangelism.

Set up a group for your evangelists to collaborate on

approach, issues, and sharing feedback.

Evangelists:

Lead by example in using the system.

Help and encourage other users who are not as

familiar or open to using social collaboration

methods.

Evangelist

Evangelist

Evangelist


#10 – IMPLEMENT CHANGE MANAGEMENT BEST PRACTICES

Define change management plans that align

expectations to foster buy-in. Provide Real

World Examples that show how other global

organization are being successful with

collaboration.


PILLARS OF A SUCCESSFUL PROJECT*

*Adapted from the Kotter method


CASE IN POINT

• Establish a clear change plan that is

motivating and vital to achieve the

vision

• Form a partnership with members

• Launch consistent communications

from project kickoff

• Integrate where possible into the

culture of the organization

• Recognize and reward progress and

participation at every opportunity

CHANGE PILLARS OF A SUCCESSFUL SOCIAL PROJECT:


MULTI-TIER APPROACH TO DRIVE INTRANET SUCCESS

Top DownIntranet is built for the entire company and

often has more of an initial focus on

communications content. Focus on

Corporate Communications.

Business Unit DrivenDifferent portals are built for different business

units, focusing on defining distinct needs and

common usage patterns, then combined into a

single platform. Focus on one champion

business unit.

Bottom UpTeam productivity and social collaboration

tools are released for the entire company but

they don’t roll up to a single employee

engagement strategy. Focus on Digital.

In P

aral

lel


OUR PROVEN PROCESS – “CRAWL, WALK, RUN”

ENSURING ALIGNMENT OF

OUTCOME, USERS, AND SOLUTIONS

To deliver accelerated acceptance, adoption, and advocacy.

WHY?

BUSINESS CONTEXT

• Immediate and 3- to 5-Year ROI

• Business Drivers

• Investment Justification

• Business Milestones

TECHNOLOGY CONTEXT

• Platform

• Requirements

– Functionality

– Content

HOW?

HUMAN CONTEXT

• Who are the Users?

• What do we want them to do?

• How do we engage them?

• “What’s in it for me?”

WHO?


LOGICAL STEPS

Step 1 Step 2 Step 3

This Phase / Proposal (2014) Next Phase / Proposal (2015)


ESTABLISH AN ADOPTION-CENTRIC INTRANET ROADMAP

ADDITIONAL TACTICS


PRE-LAUNCH: TACTICAL RECOMMENDATIONS

Create Incentive

program

Create a specific challenge and reward to create a buzz

and excitement around a specific collaborative

community.

Disseminate

Weekly Trivia

Define a process to disseminate interesting facts or

trivia (i.e. Did you Know), to draw in community

participants.

Disseminate

“Tips of the Week”

Identify specific workloads that the community addresses to

make the lives of end-users easier. Send out tips each week

to show how it increases productivity.


PRE-LAUNCH: TACTICAL RECOMMENDATIONS

Create a governance

plan for purposeful

collaboration

Identify collaboration and communication channels,

including the intranet, and providing staff with guidance on

how to use them effectively. Provide a clear understanding

of organizational needs, roles, responsibilities, and

processes, including staffing recommendations

WIIFM Workshops Conduct a series of brown bag sessions that articulate

how communities and social collaboration help drive

individual productivity. Share real world success stories,

tips, best practices, etc.


POST-LAUNCH: TACTICAL RECOMMENDATIONS

Conduct listening tours

and surveys

Gather feedback in a structured manner to understand the

impact collaboration is making and where the gaps exist.

Create a continuous improvement loop.

Draw a Line Mandates from management are sometimes a useful tool

to drive initial usage. If your goal is to reduce the amount

of project communication that goes on in email and move

that communication to a community instead, for example,

consider a mandated shift. The project leader or, better

yet, an executive, can state that “from now on, all

communication on this project will be conducted through

the community.”


Cool… Want to learn more?


Launch POC/Pilot

to assess

business value of

social and

collaboration

solution

POC/PILOT

[2-12 weeks] [4 - 8 weeks]

A proven “crawl,

walk, run”

approach to drive

adoption and

engagement

Creative

Envisioning

[90 minutes] [5-7 days]

See how other

organizations are

driving

engagement with

social and

collaboration

Envision the “art of

the possible” with

beautiful, engaging

mockups


Three(FIVE) Must-Have Principles for a Successful Intranet

MARCH 2015 Must Have for intranets

Tune into WIIFM

Focus on culture

and leadership buy-in

Deliver Targeted Content &Enable Personalization

Incorporate Rich Media

Create an Engaging User Experience and Seed the Community with the Rights Users

Copyright © 2013 Rightpoint | Proprietary and Confidential 73© Rightpoint. All Rights Reserved. CONFIDENTIAL

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[email protected]

@jwillie

Facebook.com/willinger

Linkedin.com/in/jeffwillinger

slideshare.net/willinger

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