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: sharon@sharonodea.co.ukW: sharonodea.co.uk and intranetizen.com

L: linkedin.com/in/sharonodea/

T: @sharonodea