Intranet Directions elsewhere January 2014

So here are a few other things we’ve been up to on and off the digital slopes:

Chris elsewhere

A new year. Again. The older you get the quicker it rattles past. I’ve got a list for self-improvement that stretches beyond the bounds of the reasonable, particularly learning R and bolstering/remembering my stats chops.

Over in DWG world I’ve been busy with a spot of interesting benchmarking assignments as well as polishing off a couple of research papers (members only I’m afraid) one on the current state of employee directories, and one on “Measuring Communications”. I’ve also done a load more in a series of digital workplace posts for DWG, which seem to have been very positively received :

Other than that it was Christmas break and spending time with the family as we watched the salty Brighton rain slosh against the windows, and with the South Coast greyer than an actuary’s suit I didn’t get to shoot a frame that didn’t include a hat from a Christmas Cracker.

Steve elsewhere

For the  past six weeks or so I’ve been working on various different projects. I’ve got a lot of work-in-progress.. Little bits here and there.  Intranets. Writing. I’ve even co-presented IBF Live. Oh, and there was all that Christmas and New Year stuff.  I am also fantastically hungry because I am trying to lose weight, as well as doing that seven minute work-out thing every day which featured in the New York Times.

The writing I have done on my personal Two Hives blog  and elsewhere is also a little bit random, but includes a focus on a South Korean steel company who are doing very interesting things with their digital workplace, some fence-sitting intranet predictions for 2014 plus a look at the freelancing crowdsourcing markets, which is basically nothing to do with intranets. Here are the links:

Your employees need your website as much as your intranet

Direction summary

  1. Go and meet up with your colleagues and stakeholders in IT and Marketing to persuade them to try and them to look at internal and external digital channels more holistically.
  2. If this only gets as far as a polite conversation wait for an actual project or small instance which needs that approach to re-open negotiations.
  3. Identify opportunities where you can expose either existing external channels via the intranet or current internal digital channels externally.  Focus on value, cost-savings and process improvement.
  4. Try and do something simple – even if it is just extending internal search to include website content.
  5.  Communicate success stories.
  6. Try and work in this way as many times as possible, so that you can influence future projects or ideally an over-arching digital strategy which more formally encapsulates your thinking

Introduction

“I’m afraid we’re spending next year’s entire digital budget on the website, so there’s nothing for the intranet. I know this is the seventh year in a row this has happened, but…”

 Woah! Stop there a moment! Aren’t internal digital channels as important as external-facing digital channels?  “No of course, not” is the prevailing view in many organisations.

 This lazy thinking has tended to cast the intranet as the bumbling poor cousin that’s perpetually at the back of the ration queue.

It would be simplistic to say that simply budget prioritisation is wrong and if you spent more on the intranet and less on the website everything would be OK. True, that can help, particularly when you are implementing a new platform, but there is a deeper issue at hand.

 The vast pre-eminence of “external” is fuelled by a belief, often perpetuated by intranet teams themselves, that there is a very clear and comfortable distinction between the external facing web environment and the intranet ecosystem. This is underpinned by factors such as channel ownership, technical compatibility, politics and yes, the ring fencing of budgets.  Of course in a time when redundancies are still rife individuals are also highly protective of what they do and the channels they are associated with.

There is an accepted wisdom that internal channels are only for internal staff and for external channels are only for external parties. Instinctively that might sound correct, but while the first half of the statement is largely true, the second half is only partially true.  In fact every external digital channel is also for an internal audience, to varying degrees.  And in many cases there is a surprising level of overlap in the needs of an external and internal audience.

Every external digital channel is also for an internal audience

Here’s a few examples to try and illustrate what I mean by the above statement:

Stakeholders

Different lines of business like to see their presence in the marketplace. Sometimes the content on an external digital channel is there as much to satisfy an internal stakeholder as it is to target a set of clients or consumers.

Key messages to customers

It’s important that employees are aware of the key messages that their organisation puts out externally. Obviously for customer-facing staff this is very important for delivering consistent client service, and good product knowledge also contributes to this. For example I’m reminded of some of the recent examples at Barclays, where the ability to try out customer-facing digital banking apps on the internal mobile intranet allowed branch staff to be comfortable and familiar with these products. It contributed to a significant uptake of mobile apps among products.

It’s also important for the back-room guys. Commercial awareness and having an end-to-end process view helps improve services.

Feedback from customers

Social media is now tracking customer sentiment and experiences, and there is obvious value in employees being aware of what is being said. (Beyond just being able to react to it.)

Resources

Websites and extranets contain important information and knowledge that can support internal employees   Some of this might need to be referred to in interacting with customers, some might be special expert knowledge from one section of an organisation which is not known by another section, and some might be key operational data.

A few real examples of external information which is also referred to internally includes nutritional information about items on a menu, a huge database of product manuals, the order of business of a government chamber, an article summarising the latest legal developments in a particular sector and service updates on a travel situation.

Also the various constituent parts of huge global corporations often act like a bunch of separate organisations. Want to find out about your Chile office or that really obscure subsidiary? Yep, looking at the website is often easiest.

Mobile-optimisation

The website is nice and responsive, but the intranet sure isn’t. What’s the easiest way to find the Southampton Office telephone number on my SmartPhone? Oh yes, the corporate website…

Process status

Systems which give a status view of particular transactions or processes for customers is often as useful internally as it is externally. This occurs in both B2B and B2C organisations.  Sometimes the summary view created for customers is just better designed than the one intended for internal use.

Events

In times of crisis, particularly in large organisations (think BP Oil Spill), external communications can be an important reference point for employees.

External collaboration

In a way this is obvious but external collaboration in the form of online workspaces and Team Sites are generally regarded by employees as a hybrid of an external and internal environment, although there may be a restricted area sorted by permissions for the really internal stuff.

Values, transparency, branding and all that engagement type stuff

Employees aren’t idiots, but they’re often treated like they are.  They’re going to stumble across the corporate website and Twitter account occasionally. If there is an inconsistency between the external messages put out and the reality of working at the company, then this is clearly bad for morale.  On the other hand if there is consistency and transparency and then you might be on to a winner.

Consistency is also important in user experience. Personally there seems nothing better to undermine a new branding initiative by implementing it internally months after it has been implemented externally. Surely it is far more sensible and logical to do it the other way around?

Employee profiles

“Actually you’re better looking at my LinkedIn profile rather than my personal profile in the employee directory. At least that has a non-awful photo.”

So what does this all mean for intranet strategy?

By looking at internal and external channels in a holistic way there are many opportunities to:

  • Add relevant content, features and applications to the intranet resulting in better customer service, knowledge and engagement

  • Get more bang for your buck in digital projects by designing systems which serve both internal and external needs, and focus on end-to-end processes

  • Give legitimacy for “internal” projects by showing they are actually “external”

  • Get consistency and alignment in internal and external communications with all the benefits that flow from this

  • Encourage sharing and cross-fertilisation of digital skills through cross-functional work

This results in the following types of initiatives:

  • Both internal and external collaboration sites integrated into the intranet environment

  • Social media feeds embedded into the homepage

  • Reposting of external news stories on the homepage

  • Extending intranet or internal search to include global website and microsite content

  • Databases and repositories of valuable content on different themes and  which can also be accessed directly by clients and third parties (e.g. brand information, product data, articles etc.)

  • Extending of self-service directly to customers and clients in some fields

  • Key customer data which can be accessed by staff on mobile devices

This direction is worth moving forward with if you really are stuck behind the external folk, or if you’re both struggling for budget . This is about joining forces for the common (and mutual) good.

Well that’s nice, but how do I move this direction forward?

Your ability to move this Direction forward does depend quite a lot on the way digital is budgeted for and which functions control the channels.  Obviously if you’re all one department and you already work closely together it is going to be easier. If you’re split functionally, less so.

I think the best approach is to try and work on discrete projects which encapsulate this way of thinking and then move on from there, so it is either a more common way of working or helps to refine or define an overall digital strategy.

As with most Directions this involves a bit of cross-functional conversation. Go and meet up with your colleagues and stakeholders in IT and Marketing to try and do some persuasion. If your fantastic plans fall on deaf ears then work on something smaller or wait for the opportunity.  It’s also worth keeping  Legal and Risk in the loop if you’re looking at anything to do with transactions and process, or if you’re working on anything which is current internal only but could clearly be external.

Overall you need to be identify opportunities where you can expose either existing external channels via the intranet or current internal digital channels externally. This may be focus on what you already have or what you want to do in the future.

A good idea is to keep it simple and focus on the obvious, because there is bound to be something of value which helps reduce cost-savings and improves processes. Often there is a usually a no-brainer somewhere if you look for it hard enough.

And then the usual stuff applies. Communicate the success stories and make some noise.

Effectively your aim is for you not to have the same ambition-crushing conversation with your budget holder about intranet funding for the eighth-year-in-a-row.

Steve Bynghall December 2013

Chris says:

“Yep it’s the fear. Fear that those guys across the hall have all the budget. The fear that they look down on poor Jonny Intranet. The fear of going over there and working on stuff together. The fear of what your bosses will say. But, damn-it-all-to-hell what weird and arbitrary boundaries we like to draw over organisations – they start for the sake of convenience and then they there like a twelve-foot-wall. If we are trying to be more holistic and take a digital workplace view, then clearly the external assets of an organisation are there to help employees achieve their tasks, as much as they are there for the customers.

The business processes will be stitched through both the inside and the outside like a thread through silk and you should know their twists and turns. If you were going to draw the web site on your intranet site map where would the arrows go? Do you even know all the content and functionality that’s on your organisation’s web site? Maybe they’ve got the good stuff. So: lose the fear, get up, walk across the hall and go and buy them coffee.”

Buddy up with HR to increase intranet value and adoption

Most employees use intranets to get things done during their working day.  So when an intranet doesn’t do this well, it can be regarded as being ineffective and of little value, both by users and senior management. And if that is the case, then you’re on the slippery slope.

Users just want to get stuff done

One of the reasons so many intranets get stuck in this rut is because they focus far too much on content and news.  Internal communications and content is important, but there usually ends up being a huge disconnect between the resources and effort spent in preparing content, and the value users actually get out of it at the end of the day.

A current antidote to this is “social”.  It’s great that intranet ecosystems are evolving to become more participatory through commenting, micro-blogging , social networking and the integration of communities and collaboration. But social intranets, although good for locating experts, employee engagement and getting answers to questions, does not always help users get things done.

A different tack is to focus on key processes in the organisation, and then make sure the intranet contributes to improving them. This can happen in several ways, for example:

  • Making it faster to do things, such as turning a paper-based form into an electronic one
  • Making it easier for the user, for example surfacing data from different applications so the user no longer has to go into multiple systems to complete a task
  • Reducing the amount of data that needs to be entered manually, improving accuracy
  • Establishing one common data source or document, reducing the risk of multiple versions
  • Improving a process so it is more likely to be done by users, for example using intranet-based forms and workflow rather than email where items get “lost” in the inbox causing bottlenecks
  • Allowing users to complete a task themselves rather than asking a central function to do it, so that person can concentrate on more value-added work

The advantage of improving processes is that it is usually popular with users (once embedded) and also with senior management, especially if you can measure the improvement and put some value on the change.  

Ultimately improving the usefulness of your intranet should also drive up the readership of content and news by bringing more and more users to your platform.

Why HR is important

It’s likely that your intranet may already improve processes here and there, but if you really want to make a significant impact with your intranet then an Intranet Direction you may want to take is HR Process Improvement.

HR is one of the cornerstones of any intranet. Several HR processes sit very well with intranets, including:

  • The distribution for HR-related policy and information
  • Employee self-service (ESS) and manager self-service (MSS) relating to pay and benefits, performance reviews and booking leave
  • Booking training and e-learning
  • Onboarding new employees
  • Managing internal vacancies

Of the above points, ESS  and MSS are perhaps the most key. This can cover:

  • Updating key HR data such as bank and contact details (so the information goes straight into the HR system)
  • Questions about HR process and policy
  • Recording absence and booking holiday
  • Pay and benefits, for example with the ability to view payslips
  • The appraisal or performance management system, often giving feedback about others
  • Course booking and other e-learning related processes
  • Choices of flexible benefits

And for managers:

  • Approving holiday, leave, travel and a million other tasks
  • Resource planning
  • Performance measurement and monitoring
  • Managing the appraisal or performance management system
  • Managing training (particularly where it is mandatory)
  • Team compliance processes

Some of these processes such as viewing payslips are tasks which virtually everybody carries out, and can really help to drive user adoption of the intranet as a whole.

How accurate is your data?

Having complete and accurate HR data is also another vital ingredient for any successful intranet. You need good HR data to ensure:

  • Effective identity management (e.g. data tapped from your HR system feeding into Active Directory)
  • Personalisation or targeted content works (ensuring location, role-specific and different language content is delivered to the right people)
  • A good employee directory that is accurate and complete (key for establishing trust in the intranet)

Because HR own the system which should provide that data, accuracy is often effectively their responsibility.  A good intranet effectively shines a torch at the information contained within your HR system and when some of it is wrong, or where there are gaps, employees will notice. And they are also guaranteed to let you know about it.

And there’s more…

There are also some more engagement-led processes which can also be carried out within the intranet environment, although often the systems which power these systems are standalone and may not be integrated.

These include employee recognition systems which often involve peers leaving online feedback, either resulting in some kind of reward or acting as a reference point or data input into performance reviews.

There’s also the whole area of learning, either through the integration of  Learning Management Systems (“Book your course!”) or even “social learning” with communities, blogs and other social tools supplementing more formal-based training.

So overall successfully weaving HR into the fabric of your intranet will leave you in a position of strength to move into various strategic intranet directions, and If HR policies, processes and data have no place in your current or planned intranet implementation then it’s time for a serious rethink.

It’s time for intranet managers and HR to work together

At the moment I’m predicting there are three immediate thoughts among people reading this blog:

  • We already do this stuff
  • There is a key problem: the HR department!
  • There is a key problem: the intranet team!

Well if you do this stuff already and it rocks, good for you, and this post may not be all that helpful, although it may give you some additional ideas.

If it’s the second then you’re likely to be in internal communications or IT department. Many intranet managers report that the HR department takes only an occasional or peripheral interest in the intranet, despite their best efforts.  This Intranet Direction requires close contact with the HR department, so be prepared to make the extra effort.

It it’s the third then you’re likely to be in HR. Many HR departments report that intranet teams only take an occasional interest in them, despite their best efforts. This Intranet Direction requires close contact with the intranet team, so be prepared to make the extra effort.

It’s true that traditionally ownership of intranets tends to fall between Internal Communications and IT and the HR function is a peripheral player with a tendency to do their own thing. But this issue can’t be sidestepped.

A successful intranet means working closely with HR folk. Having them as a full enthusiastic partner with ownership and input means the intranet is more likely to be aligned with HR strategy.  Specifically you should aim for:

  • HR representation within the intranet governance structure, the more senior the better
  • HR owning, designing, managing and updating the HR-related areas of the intranet which need to be prominent in the navigation and evident from the homepage
  • A commitment to ensure HR data is kept up-to-date from the HR-system AND a promise not to set up a sneaky rival HR portal that is completely unintegrated with the intranet

And if you’re in HR you can leverage:

  • The potential possible process improvements provided by the intranet
  • The online skills and experience of the digital or intranet team

OK, that all sounds great but I have absolutely no budget

If you have no budget at all, buddying up with HR is still worth pursuing. Although you may have no budget, you new pals in HR certainly might, particularly if it is going to spent on something that makes their lives easier.

Secondly there are plenty of opportunities to introduce relatively straight-forward measures which can improve HR processes. Focusing on content and navigation can be powerful in its own right or implementing out-of-the-box forms and workflow may be all it takes to really add value.

Thirdly even if you try and implement something light now, the seeds you sow of a new relationship with HR may fully paid dividends when the firm’s future employee self-service solution is fully integrated with the intranet.

Don’t use the “no budget” excuse to do nothing. Remember there are ways to Fix a broken intranet without any money and it requires making a stink.

OK, this is all great advice, but I’ve already done ESS and more…

Great, and good for you, but I bet there’s something more advanced you can do though. How about better personalised HR content relating to country, region and role. Perhaps ensuring the intranet and digital workplace is ready for a new policy on flexible working? Or bringing HR fully up-to-speed or bought in to your social network? Using metrics to make things better, measuring the time for task completion or level of effectiveness?  Or perhaps HR are moving in an unexpected direction you didn’t know about and they haven’t told you yet?

Direction Summary:

  1. Get HR on board on the intranet by giving them a seat in the intranet governance structure, and forging close links on an operational level
  2. Work together to identify key HR processes and how the current intranet supports these, where possible using metrics to demonstrate issues (e.g. time spent on a task)
  3. Work on an intranet strategy which at least aligns with HR strategy and establishes a roadmap to improve the intranet, primarily focusing on employee self-service
  4. As part of the bargain to improve processes, get HR to make a commitment to safeguard and improve the quality of HR data
  5. Implement what you can: if you have no budget, focus on content and navigation; if you have bigger budget focus on the integration of systems.
  6. Measure the improvements and communicate to senior management

What does Chris think?

“Getting Human Resources to be your new bessie pal is a great idea for any intranet manager. Wrestling with a huge amorphous mass of rubbish applications is one hell of a task, particularly when most organisations made paper processes digital and then… left them there for ten years. I think HR is a great place to start thinking about bring these processes together and giving them new structure and renewed focus, but are we…. thinking too small? How about cracking the collective heads of Finance, Facilities and IT and shaking this up entirely. You could take on the entire application estate from the top-down. That gives me an idea for another Direction.”