By
now you're well versed with the concept of social media and its
power. So powerful in fact are some forms, such as social networking
on Facebook, that some employees are demanding newer forms of 'social
media' communications from the corporation.
"Communicating
is a tough gig," says Prescient Digital Media's Catherine
Elder. "Once you've nailed down to what you want to say you
need to consider how you're going to say it. "Different
generations prefer different methods of communication, for
Millennials instant messaging and social networking sites are the
norm but Baby Boomers are less comfortable with text messaging and
traditionalist prefer face to face..."
Consider
for a moment the powerful Telindus study
of 1,000 European employees that should serve as a warning to
all employers and communicators:
39%
of 18 to 24 year-old employees would consider leaving itheir
employer if they were not allowed to access sites like Facebook and
YouTube
A
further 21% indicated that they would feel ‘annoyed’ by such a
ban
The
problem is less acute with 25 to 65 year-olds, of whom just 16%
would consider leaving and 13% would be annoyed
I've
yet to see a similar study in North America, but nearly every single
18-34 year-old in Canada is a registered Facebook user – nearly 10
million people! My estimated guess is that North American employees
will be more demanding of an organization's use of social media. In
fact, we're seeing it in most of the client organizations we're
presently working with at Prescient Digital Media.
The
Intranet
2.0 Global Survey of
social media tools and vehicles on the intranet reveals that about
90% of organizations (of all sizes) are using social media or are
planning to do so (320 respondent organizations from all across the
planet, with an average size of a couple of thousand employees, but
including organization of fewer than 100 employees and a few with
more than 50,000). Enterprise-wide use of these tools are typically
around 20% (though higher for wikis and instant messaging, lower for
podcasting and social networking). The chief barrier to implementing
these social media tools on the intranet is lack of executive support
and a lack of a business case.
For
the full results of this study, you have to take the survey (which is
open for two more weeks). If
you haven't already done so, please take 10 minutes to
take the Intranet 2.0 Global Survey
and
you’ll get a copy of the full results including the good, bad and
learned lessons. Please also direct clients and fellow colleagues.
The more participation we get, the better the results and findings
that I share all with you. It doesn't cost anything, and I'm not
charging anything.
PLEASE
TAKE THE SURVEY EVEN IF YOU DO
NOT HAVE
INTRANET 2.0 TOOLS -- WE REQUIRE BOTH PERSPECTIVES!!
Respondents
who complete the survey will be eligible to win $400 (a random email
address will be drawn from all responses to the survey). All
respondents will also receive a full copy of the results at no cost.
The folks in IT, communications and marketing are quick to understand and own the intranet. Their brethren in HR are often a little further behind them in terms of understanding and seizing the opportunity presented by the intranet and its associated technology.
There are far too many HR departments that just don’t get it: the intranet is a major recruitment, retention, and training tool. Employees and new employees are increasingly looking to the intranet as THE source for job related information, culture and communications.
The "Improving Front-line Training Practices 2008" report highlights a number of key learnings that all HR managers, and intranet managers and owners regardless of their position and title within the organization, should know:
• More money on training - According to the American Society for Training & Development, companies are spending more per employee on training and the average number of hours of formal learning per employee is increasing.
• More money on technology - The use of technology to deliver learning content has increased and companies are also spending more on external services like content design, development and delivery or technology infrastructure.
• Internet speed - Training and training delivery systems are changing, slowly but surely evolving to take advantage of the power of the Internet, mobile communications, and handheld technologies, the technologies that are changing society itself.
• The individual - Technological advancement has made it possible and practical to shift from classroom training to individualized learning.
• SMEs - More and more subject matter experts are assuming the training role.
• eLearning - More live instruction is being delivered remotely or online and more and more self-paced or computer-based training is being offered to busy employees, making it even more convenient to brush up on skills or learn a new procedure.
• PDAs - Training that is portable, self-directed, and available on-demand is becoming popular, through pod casts, PDAs, or even mobile phones.
• Virtual training - Simulation technology is also being more widely implemented, allowing learners to realistically "try the job" before actually on the job (e.g. Second Life).
The report also states that, more so than ever before, an organization's training function is being run like any other business function with increased attention on operational efficiency, accountability, and connection to organizational strategy.
The report also cites an Ascent Group study in 2005 that is still precisely relevant today (but underscores what all of us should have known all-along): “the Intranet is overwhelmingly the most effective job aid & training tool for new front-line employees.”
The study asked participants to “share management tactics and strategies, as well as identify any improvement in performance. The study also asked companies to include considerations, successes, and plans moving forward.”
Among its many uses, organizations are using the intranet to post:
Employee engagement is often a misunderstood term; to many managers confuse it with employee satisfaction. In short, engaged employees aren’t just happy ones, but have a strong emotional bond to the organization that employs them and proactively look to improve the position of the organization.
An engaged employee is more likely to:
• Understand and support through action a company’s vision and goals
• Recommend the company’s products and services to friends and family
• Work smarter and longer hours without being asked twice
• Enjoy challenges and problem solving
• View their own personal growth as linked to the company’s performance
Of particular note, Intranet 2.0 tools are massively engaging if used correctly. Giving employees a chance to express their opinions – and seeing them count and contribute to change – are tantamount to highly engaged employees. To that end, make sure you please take 10 minutes to take the Intranet 2.0 Global Survey and you’ll get a copy of the full results including the good, bad and learned lessons.
(TORONTO, ON) According to an
inter-generational survey of workers, the younger generations of workers are
set to dominate the workforce, but have slightly different motivations. The
study reveals that by 2012:
Gen X workers will comprise
33% of the workforce (Xers are presently 32 – 43 years-old)
Millenials will be 37% of the
workforce (millenials are presently 24 – 31 years-old)
The older generations, the
Boomers and the Silents (ages 44 – 75 years-old) will drop from 54% of the
workforce to only 30%
In short,
the older generations are retiring in droves and the kids are taking-over
(disclaimer: this writer finds himself smack dab in the middle of the Gen X
cohort, and am only too thrilled to be loosely classified as a ‘kid’… my own
kids are uproariously laughing at my expense). Understanding the younger,
emerging workforce will be paramount to employing, motivating and retaining the
most capable Internet and intranet managers (and intranet consultants).
The study
of 1,000 workers of various ages was conducted by The Learning Café and among other
things reveals:
The top motivator for all
ages was challenging, stimulating and varied work
The number one de-motivator
for millenials was “boredom, no challenge”
The number one de-motivator
for Gen Xers was the inability to learn, grow and develop
The number one de-motivator
for boomers was lack of appreciation, respect or recognition
A bad boss was the number two
demotivator for every generation except millennials
While
there are plenty of similarities in the motivations and demotivations of the
various generations, we all know that there are key differences. For example, I
use Facebook (sparingly), but not like the typical 24 year-old does. I send the
occasional text message on my Blackberry, but the volume pales when compared to
that of the new generation of Crackberry profligates.
“What you
notice in the survey, regarding millennials and motivators, is millennials are
alone in having a motivator around pay. That makes complete, life stage sense
to us. When you’re younger, what you need is money. Considering that, combined
with the fact that the average millennial graduates from college with about
$20,000 in debt, that makes sense.
A healthy work/life balance was a big one for the Xers. It distinguishes them
just a bit from the other common motivators. We attribute some of that to how
Gen X has been growing up, very independent. They pioneered work/life balance,
pushed on us all for more flexible hours, and they are more determined than
previous generations to spend time with their children.
We found that, specifically looking at the younger portions of the work force,
when Xers were asked what makes a bad boss, they said things like “the boss
micro-manages me,” “the boss is in my face,” “the boss doesn’t just give me a
goal, the boss outlines everything and does everything but go to the bathroom
with me around it.” The Xers say they are mid-career, almost mid-life and they
know how to do these things themselves.
The other piece that Xers were quick to point out was around work/life balance.
What supported the data we found was that Xers are spending more hours per day
with their children than boomers did at equivalent ages, and they are defining
good parenting as “being there” and not just “providing things.” So we saw that
Xers were the quickest of all four generations to say that a bad boss was
someone who tried to make them feel guilty or someone who placed nuanced
pressure on them. Things like calling meetings very late in the day during
Little League season, for example.
Millennials have none of those concerns. When millennials were asked to
identify characteristics of bad bosses, quite a few of the bosses they were
talking about were Xers. That was kind of intriguing, because we find that
millennials have come into the workplace and they actually like us. They’re
looking for structure, looking for how to integrate into an organization.
They’re looking for us not just to be their boss and say, “Here are your three
goals for the year,” but also for personalized work. They want their boss to
take interest in them as a person. Those two (generations) are a great
contrast.”
So, why is this stuff important to intranet managers? For starters, if its not the most important communications vehicle (though a replacement for face-to-face communications), the intranet should be your most important (or one of the most important) communications vehicles. And human resource and employee engagement considerations should be a priority for any intranet manager or intranet owner. More importantly, it is critical for intranet managers and owners (and intranet consultants) to understand the target audience -- particularly their information habits, and how they navigate and digest that information.
Shreef has a number of recommendations, but none bigger than taking the time to
understand the motivations and demotivations of employees through conversation:
“It’s helpful to be able to have conversations that count. So a simple
perspective about what’s important to a generation overall can help managers
have more meaningful conversations,” says Shreef in his IT Business Edge
article. “The second skill is to be engagement minded. That means really
thinking about the motivators and de-motivators”
As part of the leadership team for the Strategic Capability Network, I participated in developing and analyzing a survey conducted in the fall of its 500 plus senior HR practitioners to determine what they see as the top HR priorities for the next year or two.
The overriding themes to come out of the survey: talent management is a “peak” issue and the most pressing priority. More than 90% identified all areas related to talent management and acquisition as highly urgent items. When looking for new talent, many respondents stated they are attempting to solve talent problems by hiring superstars from outside the organization.
Tony Duckett, an owner of xiB/OSS Corporation, a boutique contract recruiting agency in Toronto says, “We recruit highly skilled people on a global basis, and it is becoming increasingly evident that the demand for these folks is growing dramatically”.
Personally, as a quickly growing small entrepreneurial company (Prescient Digital Media), we have experienced the same issues. Finding the right individual to fit our specific requirements is not an easy task. To deal with this issue we have instituted a few strategies.
One of those strategies is to always be looking. Although we may not be in the hiring stage this month or next, we will be soon and having a stable of good available candidates is essential.
One other tactic we have employed is to look outside of our local geography. In fact, we just recently hired a great individual from the U.K (welcome aboard Jed)!
A final tactic, and the one employed for our recent hire, is to ask for a referral. Your network is a great source of candidates and sites such as LinkedIn and Facebook are also a great way to find potential candidates.
Some of the other highlights from the survey include:
-HR professionals are feeling extremely bogged down in transacational issues.
-Engagement and leadership development show up as very strong areas of focus
-Change management, team development, compensation, governance and communication are also rank solidly, however HR metrics and work-life balance are emerging as higher priority.
-Ethics, outsourcing, diversity, globalization and employment branding emerged as being less significant
-Two other popular write-in themes consisted of 1) unrealistic workloads and 2) building greater credibility with CEOs and line managers
-A very high majority of respondents emphasized their need for both more time and more expertise on strategy work as opposed to the tactical side where they seem fairly comfortable with the time available
The respondents were evenly split between practitioners and consultants as well executives and managers at large and small organizations.
When asked what the most important issues required:
Well, sort of... The headline in the SDA Asia magazine reads Serena Software Adopts Facebook as Corporate Intranet, but Serena is instead formally encouraging and scheduling time for employees to use Facebook at work:
"Serena Software is breaking out of the corporate mould by announcing today that its 800 employees around the globe will participate each week in a company-wide program called “Facebook Fridays,” which encourages employees to find fun and personal connections in the workplace.
Each Friday, employees are granted one hour of personal time to spend on their Facebook profiles and connect with co-workers, customers, family and friends. This initiative will start today and will be rolled out in 18 countries where the company has offices."
This is intriguing. Most corporations, up to 50%, are blocking the use of Facebook. Serena is pushing the opposite:
"Serena President and CEO Jeremy Burton who is an avid user of Facebook, uses it to keep in touch with employees, friends, and business partners from wherever he is in the world—in Japan visiting customers or racing cars at Laguna Seca. He wants to bring the benefits he gains from using Facebook to his company, and allow employees to have more fun combining their personal and professional lives and is doing this by making Facebook his company’s intranet—a place where employees can find everything from a list of company holidays to the CEO’s favorite movie.
Burton believes that colleagues who get to know one another on a more personal level will work together better. The company already has more than 50 percent of its global workforce on Facebook prior to the launch of Facebook Fridays.
Burton believes that colleagues who get to know one another on a more personal level will work together better. The company already has more than 50 percent of its global workforce on Facebook prior to the launch of Facebook Fridays."
Hmmm, I’m not sure I totally agree with Burton on this one. I have encouraged my own staff to join Facebook, and I personally established the Intranet Global Forum on Facebook, but I’m not sure that establishing a formal Facebook “day” to the work week establishes a work benefit. I’m just thinking out-loud here because I’m not certain that it doesn’t establish a work benefit… it just might.
Establishing a “Facebook Friday” might benefit an organization suffering from culture problems and it could boost sales in others… The thing is, call me a skeptic, but I wonder if this has more to do with "limmiting" time spent on Facebook (we want you to use Facebook! But only for one hour, only on Fridays).
How many times have you said, or hear, “I can’t believe they hired that guy…” We’ve all been connected to a bad hire (or sometimes been that bad hire).
CareerBuilder.com recently asked pollsters Harris Interactive to survey hiring managers about the worst resumes they’ve seen. Some of the interview comments heard and resume statements were quite zany to say the least. Among them, some razor sharp candidates…
·Specified that availability to work Fridays, Saturdays, or Sundays is limited because the weekends are "drinking time."
·Drew a picture of a car on the outside of the envelope and said the car would be a gift to the hiring manager.
·Listed hobbies that included sitting on a levee at night watching alligators.
·Explained an arrest record by stating, "We stole a pig, but it was a really small pig.”
I suppose there are worse hires. I once had a client’s employee come to me (13 years ago) with a wad of cash that a customer used to pay (rather than a cheque or Visa) and said, “So, let’s split it.” My client was a charity.
HIRING AN INTRANET CONSULTANT OR MANAGER
In honor of these bright lights and some of our own favorites, I’ve compiled my own fictional list of those potential comments you don’t want to ever hear from a prospective intranet manager or consultant:
1.“I’ve used the Web and that’s the same as an intranet.”
2.“It doesn’t’ matter what management thinks, it’s users that count.”
3.“The intranet is just a communications tool… like a newsletter.”
4.“You don’t need Sharepoint, my cousin designed the local Hooters site for only $900."
5.“I think it would be cool to take the Velvet Revolver website concept to the intranet.”
6.“What’s IBM?”
7.“What a CMS?”
8.“Wiki…? Is that the hot receptionist in HR?”
9.”I write a lot better if I get a couple of crantinis in me!”
10.“I personally believe… that U.S. Americans…. And the Iraq, and such…”
I wonder what Alberto Gonzales will say during his next job interview?
For many organizations, an intranet makes a fundamental change in organizational communications, and also, business process. A change management communications program is a requisite for any intranet launch.
“Even for logical change, many people will be offside,” adds Harris, the author of Change Leadership: Inform, Involve, Ignite! “Don’t underestimate the normalcy of “resistance” and find ways to integrate that resistance into change efforts.”
In short, intranet change management becomes an exercise in “selling” or communicating not only the reason and purpose for the change, but especially anticipating and directly addressing the spoken AND unspoken fears (or apathy) of employees.
