User and Manager Engagement to drive successful business transformations

 

 

How do we keep employees engaged for the long haul? How do we bring visibility to the transformation’s objectives, even when projects are complex? How do we integrate remote working methods? How do we motivate and highlight managers specifically? InsideBoard Customer Lab, the think tank for our clients, met last October to discuss challenges and best practices for using the InsideBoard platform to drive employee and manager engagement for successful business transformation projects.

Engagement: what exactly does that mean?

“Engagement is often seen as success, when in fact it is more of a journey punctuated with various milestones along the way. ”

Any change management project consists of three main stages:

  •   project onboarding;

  •   adopting and embedding new practices or new processes/tools;

  •   engagement in quality and performance.

Although engagement is more powerful and long lasting than adoption, it cannot be achieved without it. Engagement also necessitates making promises. This is why onboarding imposes a vision and objectives (both general and specific, all translated into corresponding KPIs).

 

Engage myself? Why should I?

“Engagement requires both desire and motivation. You can’t command it. You can’t impose it. The key to success for any transformation project is the promise of a job made easier.”

The following prerequisites are absolutely crucial when it comes to motivating and engaging stakeholders to really take a transformation project on board:

  •   set the course and explain it;

  •   promise them something – a simpler/improved user experience, acquisition of a new skill, etc;

  •   provide tangible examples of the individual and collective benefits of engagement;

  •   set clear objectives;

  •   identify and promote good practice;

  •   drive performance (challenges, competitions, etc.);

  •   give engagement proper recognition (financially or otherwise).

A number of InsideBoard’s features ensure that promises to make the user experience easier can be kept. For example, the platform offers a single entry point for retrieving information. It also allows each community to only be sent data that it will find useful, e.g. using the Box Profil to display only their own clients/partners/temps.

“Far from being a punishment or some kind of undercover police, KPIs act as a community compass. ”

Getting employees involved is all about understanding and responding to their needs. In the case in point, the indicators approach meets a number of recurring hopes and expectations:

  •   knowing where you’re going, why you’re going there and how you’ll get there;

  •   being part of a community;

  •   feeling free to engage.

The InsideBoard platform meets each of these expectations with an approach based on KPIs (the need to know in which direction you’re heading), building communities (the need to belong) and providing a choice of engagement levers (the need to feel free).

 


The challenge of engaging employees and managers

Engaging users in the success of a company sets challenges of various kinds:

  •   indicator related challenges;

  •   middle management related challenges;

  •   challenges related to reorganizing motivational activities;

  •   data quality related challenges.

 

Maximum engagement levers

“Contrary to popular belief, employees generally like their company. This is the starting point for strengthening this attachment, by talking up and embedding company values and culture. Any transformation must embody the company’s culture and values. ”

There is no lack of good practice.

  •   Get both top management and operational staff involved

When starting a transformation project, it’s a good idea to use sponsors – preferably from top management, to set an example. Next you can set up an internal influencer network, both to spread good practice and to bring it to the attention of top management.

ð Become an Ambassador ensures that potential ambassadors are identified and coordinated automatically, according to criteria related to engagement, influence and performance

  •   Digitizing the engagement process

Artificial intelligence can be employed to suggest targeted actions (“You might find something in this video to help you make more progress”, for example). A recommendations engine can also send out corrective action sheets, based on pain points and customer feedback. Whatever the case, the purpose of digital technology must be to serve the field teams, because personal contact comes first, no matter what. Digital technology also makes it possible to do many different things at once, depending not only on objectives but also on needs, such as the need for support, for example. It means someone can always be there, even if it is not possible to be physically present.

The Boost Your Success personalized recommendation engine and the Notifications Center ensure that all staff can be involved.

  •   Making middle management’s job easier

Middle managers often feel somewhat abandoned. A good lever to counteract this involves sharing more information with them, which will in turn allow them to concentrate on coordinating and motivating their teams rather than performing back office tasks and compiling reports. This kind of support facilitates engagement.

The Customer Success feature is a specific lever for manager engagement.

 

What about in the world of Covid-19?

Now more than ever before, remote workers need to know where they’re going and to feel that they belong to a community, even if it’s only a virtual one. So to keep the flame of transformation and engagement burning, it is vital that you:

  •   introduce remote team rituals;

  •   adapt working practices;

  •   set new adoption indicators;

  •   communicate more regularly about expected outcomes and results achieved;

  •   stay connected.

In groups that are already highly decentralized, the Covid-19 crisis has had little impact in terms of remote team rituals. The main thing is to show that you are continuing to move forwards together.

“Negative comments are never nice to hear, but they are what causes us to move onwards. Dealing with them can even be pretty exhilarating! Whatever the case, it all helps to give meaning and vision, the goal always being to really get to the heart of matters. ”

Attaching significant importance to negative comments (from employees, members, sales outlets, etc.) can act as a performance lever: for example, webinars could be organized to get feedback and respond to it directly, or videos could be broadcast to simplify the procedures for dealing with such and such a pain point and thus increase responsiveness.

Other levers that help to simplify the experience include relationship key moment pathways, corrective action sheets, Challenges & Gaming.


Summary

Even if engagement is not necessarily to be mentioned by name, the philosophy of engagement should nevertheless come first at every stage. The main thing is to:

  •   speak the same language;

  •   have an editorial policy that provides the same information in many different ways;

  •   market the project in a way that builds a sense of community (including KPIs);

  •   give meaning to the project;

  •   work on the company culture and values.

To meet these challenges, the InsideBoard platform offers numerous levers that produce a multiplier effect, in terms of both user experience and customer satisfaction, through a combination of sharing good practice in using a shared tool and targeted actions, and by driving performance – which therefore results in tangible benefits for all.

 

 

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