8/24/2010
Where an employee works is a part of who they are but unless they are pretty high up in the company or engaged as a corporate branding tool, then it’s not everything that they are online. I think CIO Magazine is wrong in promoting the practice of telling management that employees should identify their tweets as personal. I don’t disagree with everything in the article – read the part at the bottom where they encourage companies to work with their employees to decide what the right thing to do is. Often times I find that employees recommend a MORE restrictive approach and this is why I say it’s worth trusting your employees to identify themselves as employees without suggesting that they must go a step further and quantify that the tweet is personal. Let’s face it; if they say something bad about the company, they’re still going to get fired. The ‘personal’ requirement isn’t protecting anyone, but it’s making the employee look paranoid.
Look at Jessica Bennett, Senior Writer for Newsweek. She and Jesse Ellison started a blog called Equality Myth based on an article they wrote for Newsweek about sexism at Newsweek. They actually REMOVED their original disclaimer that the project was personal and are now talking about the possibility that the magazine will mention the blog on their home page. This is a company that faced their own gender discrimination and is challenging other companies to do the same. Sounds like a great place for a female journalist to work. At least she knows she can have an honest discussion on the topic with her new employer.
While the possibility of press like this is frightening for most companies, I still say companies who are ruled by fear are working under an outdated model of employee relations. This model is probably the reason why a lot of companies are struggling to keep Gen X and Y employees for more than 3-5 years. It's all about work-life balance for these folks. When you treat a professional like a child, especially a young professional, then it’s only a matter of time before they go somewhere where they are trusted and respected. For the most part, most people behave. Better yet, most people want to do the right thing for the company. Encouraging employees to have outside interests and discuss non-professional goals is a huge opportunity for a company to get involved with more community-related projects. Instead of picking the fundraisers first and asking for employees to volunteer later, why not create a nomination process and a vote on your LinkedIn group for where the company will donate year after year? Make social networking an optional part of the employee experience.
If you already have a policy that indicates that there is no assumption of privacy when using corporate equipment or online communications like email, then you’ve already done enough to keep people cautious. I’m not saying mistakes aren’t made and or that companies don’t need to mitigate risk, but mitigate it; don’t suffocate your employees over it.
It makes more sense to me to…
- … educate people on what they can’t tweet about (consult the regulatory agencies in your industry).
- … make it optional for new hires to fill in their Twitter ID on the employee application and monitor those feeds as part of other monitoring activities like incoming/outgoing email. Whether you follow your employees or not, always monitor tweets with the company name in them.
- … set up a zero-tolerance policy on tainting the brand.
But there is a fine line between doing these things and defining a person – insisting employees put a disclaimer on their online identity. If it’s better for me to not admit that I work for your company, then you are missing a huge opportunity for me to be an evangelist for the company. An optional etiquette class sends a much different message than making everyone pass a quiz on what inappropriate social networking behavior looks like but I’d rather see the later than feel like my company doesn’t want to claim me. Why would I want to work for an organization that’s not proud of me?
Social networking is a two-way street. If you take care of your employees, they are going to brag about that experience. You want them to brag about that experience. Why treat employees any different than customers? If you want to build your brand, then you need to open up the number of people allowed to say the company name. It’s much more expensive to convince a customer to give you a good review than it is for an employee to express pride in the company’s fundraising efforts. People are separated enough from the company when they tweet under their own name. When people are tweeting, they probably aren’t tweeting about the company all the time. If they are, then you’ll see their name appear quite a bit while monitoring the brand name and you can take issue with that individual or give them a transfer to the marketing department and make their tweets official. I’m just saying that there are two ways to look at the same risk.
Tell your employees something like this:
“We love that you want to tweet and we hope that if you speak of us that you will be kind. Here’s a reminder on the couple of things that will get us in big trouble if you say them and here are some tips on etiquette that will get you more followers and make the tool more relevant to you. One last word of caution – since we consider Twitter a personal endeavor, we expect you to spend your personal time on the tool. Feel free to check it on your lunch break but don’t let your boss hear from one of your co-workers that you’re on it all the time.”
And… we’re done. Truthfully, it can be done with even less direction. Check out this 140-character Twitter Policy. My issue with most corporate blogging and social networking policies is they assume that everyone is going to complain about working there. I understand about managing risk and being prepared when PR disaster strikes, but if your employees are entering this space for the sole purpose of giving the company a bad name, then your issue isn’t social media. It’s much bigger than that. Consider that Google, rated one of the best places to work in America by Fortune magazine in 2009 has over 2 million followers on their main Twitter feed. See how NetApp and Cisco are using their feeds. I think a lot of companies are entering into social media without a focus on at least one of their employees – a face to the feed. What’s my incentive to follow a company on Twitter when all I get is links to press releases? It’s the difference between a newspaper and a magazine. Twitter is more like a magazine. We want personality. Many companies would prefer not to have one of those. Pity. Young investors in their 20’s have the most time to wait out stock fluctuations and are typically advised to put more than 50% of their 401(k) into equities. I think to enter into this space without the goal of appealing to employees of all ages is a mistake. Public perception comes as a result of what your employees say about the company.
Consider the case of Ryan at Yahoo! who tweeted his last day at the company. I’d rather manage a company where a laid-off employee is sad to go (even it was just because of the free lattes) than try to mitigate the online risks of a company with unhappy employees. It’s a red flag for me when I see a company try to lock down this new environment. Consider that 21% of employees would turn a job down if they felt the company had web policies that were too strict (i.e., blocking social networking sites). Start thinking about what it takes to be an ideal social organization. Start thinking about how much people would want to work for a company that publically recognized good performance. I think that public recommendations on LinkedIn should be a part of a person’s annual review – each person should recommend at least one person and their boss should solicit a recommendation on their behalf from someone in the business they worked with. This is important. This is a person’s online identity. Go search the internet for your name and what do you find? Your online profiles! As more and more companies expect employees to always be plugged in via a company phone and remote access to e-mail, you cannot expect a person to separate themselves from their job when they walk out of the office. It’s a double standard. When we meet someone for the first time, what do we ask them? “So, what do you do? Where do you work?” It’s the first thing people use to define a new relationship with someone. Why wouldn’t I include it on my profile?!
Looking through 13 tweets that got people fired, you have to notice a trend here. The employee is the one who lost out and not the company or the brand. The message is clear and no one disputes it – there are some things you simply don’t say. The company won’t have to beat it into the culture either. Mentors will put this alongside advice like, “Don’t dip your pen in the company ink.” Here’s your corporate reality check - if you aren’t proud of the people you hire, then why did you hire them in the first place? If I’m such a horrible person online, then maybe you need to revisit your HR policy to include Social Media background checks. I don’t understand this concept of privacy before a person is hired when most companies have something to say about a person’s lack of it after they’re hired. We do drug tests and background checks. I’d much rather scare someone out of the interview queue with the concept of an online background check than hire someone who is going to be a problem online. Isn’t the first rule of risk mitigation to ensure a disaster doesn’t happen? It’s the difference between creating a fire extinguisher and using fireproof materials to build your house. You need both. Don’t settle for the disaster plan without doing the work to lay a good social networking foundation.
For existing employees, they are more likely to be responsible when they are trusted. To do anything less is treating your employees like children and not like business partners. Start asking your employees how they want to use it, how they will govern the community, and how to make it more relevant to their job. At Dell, they feature employees who use Twitter and those folks don’t have to put ‘PERSONAL’ in all caps in their profile. And don’t let those corporate lawyers fool you. Plenty of them are on Twitter too. 8/17/2010
Whenever I’m trying to convince someone to do something for other people, especially when it comes to asking a technical person to document their processes, I always say something like, “when you get promoted because of the success of this project, this document will be the help you wish you had to get started in this role.” I never really liked the image of getting run over by a truck that my successors used to try to convince me to write down what it is that I do. Sort of seemed like a curse or a dare to the universe that once the process was written down that I had fulfilled my purpose and it was okay to off me. What a horrible thing to wish on someone. It was as if keeping that process in my head was the only thing keeping me alive (anyone read Terry Pratchett? That was a theme from one of his books).
As much as I loved Seth Godin’s Tribes, I don’t really follow him on this indispensable theme he has in his latest book. I suppose that most people consider being indispensable a good thing. Everyone wants to feel secure and needed, right? I’m all about problem finding and niche work and knowing your value, but I don’t confuse that with the selfish act of wanting to leave a company at a deficit because of one person’s influence or knowledge. I’ve been indispensable and it’s lonely and stressful and you never get promoted because when you’re indispensable, no one is motivated to develop you out of that role. I don’t want to be insignificant but I wouldn’t wish a truckload of indispensable on anyone.
My advice when I consult companies on how to make SharePoint change the way people work is to make sure that everyone knows how to do the job one level up and one level down from them to ensure that they all know how their assignments and deliverables fit into the big picture. If they have to fill out a status report, then make sure they see how that rolls up into their annual review. If it’s a required process, then tying it back to their bonus structure is a lot easier than hounding them every week to turn it in.
Have your business analyst design a solution to:
· Create a new report – Start with the form they are using now and see what you can do with it. Give them options and show them a side-by-side comparison of what it looks like to use a custom page layout compared to assigning an existing template with a content type. Show them what a forms library looks like to the end user. Weigh the advantages of each against the effort to change the way people work. Remember that a file storage solution doesn’t sell. Why do they have to save the same document in a new place? A change in layout reinforces the change in location.
· Destroy the old report - After they buy into the technology proof of concept, take the opportunity to analyze what the report is used for. Are employees pouring their hearts out in bullet points while managers scroll to the bottom to see whether or not the employee is planning to take any vacation this month? Streamline it so employees are only reporting what’s being used. I haven’t met a person yet who loves reporting, so if changing the process minimizes the effort to complete the task, you won’t be able to change this process fast enough.
· Document the process - Don’t ever guess what the business need is and don’t believe what the business says is the problem until you get everyone into a room to agree on the current process. For best results, try to have a rough outline complete – that may come from an administrative professional who compiles everyone’s reports or a manager who approves them. Most analysts stop there. Don’t. An individual opinion is just perpetuating what’s probably wrong with the process. The next step is to get the workers into the room and go over the swim lanes with them. I typically find that the simplest task branches out depending on circumstances.
With the workers, don’t start with them submitting the report. Start with how they find the report template. Are they opening up an old one and using file save as? Are they all using the same template? Do they have to wait until they’re in the office or on the network to submit the report? What else can delay the process of getting it turned in on time? Are they waiting for other people to give them information? If so, then how are they getting that information? Is the process consistent for all managers or do some departments do things differently? What are the consequences if the report does not go out? Would anyone notice or care? While they will all agree that something is being done a certain way, most will have an opinion on how it should be done or what would make the process less painful for them. Take good notes.
· Do something new – don’t try to solve a problem until you get buy in that it’s a problem and that they want to fix it. That’s why this is the fourth step and not the first. I see a lot of analysts ‘fix’ something and then the user looks at the trainer and says, ‘what was wrong with the way we were doing it before?’ At times like that, you don’t want the answer to be, ‘because it’s new and new is fun, right?’ No. No it’s not. Not to a process person. If you’re going to change a task that took 12 easy steps that they’ve been doing the same way for 24 years, then you better have a good reason. You better be fixing something that the user has complained about for the past 24 years. Replacing 12 easy steps with 10 hard ones isn’t helping them get back to their actual jobs any faster.
Before you propose a solution, you need to know how this report fits into the department and get it back to something that motivates the employee. It doesn’t even have to be something that affects their bonus. It could be something that makes the end of the year report they have to do easier. Why solve one problem when you can solve two at the same time. Wouldn’t it be awesome if there was a check box the user could click when filling out a weekly report to have that item automatically show up on the performance review they have to do at the end of the year? As a manager, wouldn’t it make sense to have the weekly report tie back to departmental goals to ensure that everyone is focused on the work the group is being judged on? Instead of telling people to document what they’re doing, how about having them report on what you told your boss they’d get done this year? Is the weekly report different in format than the annual review? Does it have to be that way? Is there any way you can get both processes into alignment? Can you make the weekly report a monthly report instead? Is it possible to eliminate the report all together by opting instead for a weekly meeting workspace that tracks decisions and tasks? All options are on the table but make them pick one that will work. The more they stray from the familiar, the harder it is to get people to change. Think baby steps. Maybe the meeting workspace is Phase II.
· Develop and test – You got so excited that you almost skipped this part, huh? The truth is that it’s typically best to let a fresh set of eyes take over. The mistake I see a lot of analysts make is that they are not the best versed on the technology. Talk to your developers and other analysts to review the solution and make sure there isn’t a better way or something available that you didn’t know about. If there are two analysts than there are two solutions. Getting consensus in IT for providing consistent solutions is a big win for the business. This is not an isolated case in one department. This solution could have far reaching implications and when another department sees it and wants it then their analyst needs to know how to do it too. This is where the indispensable thing really chaps my hide. Don’t be the bottleneck in the IT organization because you want to horde a solution. It doesn’t make sense for everyone to have to wait on you to do this for them. Worse is the fact that steps are more likely to be skipped as you do more deployments. Then, the analyst starts to think that because everyone is having the same issue that they all look the same. They start to think that taking the time to get everyone in a room to document the process is a waste of time or skimp on the next step so they can hurry up and help the next group. If you hear yourself cut off a client to say things like, “I know what you need” or “We’ve seen this before in another group,” then you need to slow down. Always start with the old form. Always get buy in that it’s not working. Always document the existing process. It’s not new to you, but it’s new to them. Don’t ever forget that. Stick to your process of how to improve their process.
· Train them on the new process – Redraw the process map and call everyone back in the room for a hands-on demonstration. In this example, you would show them how to fill out a status report and submit their annual review. Make them all do one together – from finding the form to getting it approved. Make sure the manager attends this session and make it required. This ensures that someone sat them down and told them that they had to do this report differently from now on. Users need a roll-out. Do not skip this step or there will be a painful transition of some people doing it the new way and some people still using the old form. Management needs to enforce the new process by not approving anything done the old way. Workers need to hear managers say that to them out loud. There is no excuse for not changing – we did ask you what you thought.
· Evaluate the new process – Check back with the client after a few weeks and then six months later and each year after that. Don’t let it go another 24 years before someone is willing to fix the process to meet the needs of the business. Are they ready for that meeting workspace solution yet?
Process is the great unifier and a perfect entry point for IT into the business. It’s a great project for people who are new to the industry and it puts IT back into a position of helping people do their work more efficiently. Don’t just roll out SharePoint and wait for people to figure out how it can help them and don’t roll out training that mimics the marketing presentation the vendor gave to the CIO. Make SharePoint matter to them. Make sure it makes a difference. 5/6/2010I sat in on an ASTD session yesterday by Nanette Miner of The Training Doctor. They use 21 Questions to assess the training needs of a potential client. Just like we don’t go to the doctor and tell them the solution, “I need to take two aspirin and call you in the morning.” We go to the doctor and say, “I have a headache.” Nanette says that she doesn’t want to be a part of a project that is going to fail, so these questions are designed to ensure that training is in fact the need and that the client culture is ready for training.
Here are five of the questions that I found particularly relevant to SharePoint implementations and I’ve added my own thoughts to the notes I took during the presentation:
What are the symptoms that lead you to believe that you have a problem? As a trainer or business analyst, don’t immediately buy into the fact that the department has a problem or that training is the fix for it. Make them prove it to you. This ensures you don’t teach the wrong thing. For example, is the issue protocol or a naming convention? Are users struggling with the new taxonomy or the new tool? Is everyone using different words and that’s why they aren’t able to find everything they want when they do an Enterprise search?
Perhaps the symptom is that people don’t know how to use search and they are complaining that they can’t find anything. The natural tendency is to teach them how to use search scopes and best bets, but if they are looking for a department name as an acronym instead of spelling it out, then the real issue may not be search at all. This step isn’t designed to undermine the delivered product but it is meant to find out what the real issue is to ensure that the training delivered fixes the issues the company is experiencing. These days, you’ve got to be more specific about your needs than to just say that you need someone to come in and deliver SharePoint training.
What other organization factors might be playing a role here? What else is impacting the audience’s motivation to learn the new tool? Is there revolving door management? Pending layoffs? Nanette told a story of an all-hands meeting she presented at. The speaker before her announced a new compensation plan. How would any company expect training to be effective and ‘stick’ when the audience is distracted by an announcement like that?
Communicate with your trainer about major announcements or corporate deliverables. It may be impossible to find a date that’s good for everyone but I’ve often said if you are able to get the auditorium on short notice, it’s because something else is already happening that day. Find out what it is and decide if you’re competing for your audience’s brainpower. If we know they’re going to be distracted, then we may opt out of hands-on training and go for a short demo with a job aid instead. If it’s required training, make it follow good corporate news and not bad. Your audience must be motivated to learn on the day they attend class.
What training has the audience had in the past? Maybe the original training is fine but the audience didn’t have the other skills they needed to build on. Or was the training delivered well in advance of the audience having the product to use their new skills?
Awareness training is often skipped in the interest of time and money, but new processes on a new toolset is very complex for most users. Teaching the steps isn’t enough. People need to be incented to learn especially if they loved the old process or toolset. You may need to add a little salesmanship to your delivery. Work with your trainer to explore options like side-by-side delivery (here’s the old way and here’s how you do it the new way) to augment existing training. It’s rare that you have to scrap the whole program but you may need to more closely align with your audience’s needs instead of what I.T. wanted the audience to know.
How will this training tie to business goals? For starters, does the audience understand the goal of this training? Is your business manager incented to attend and give you the support you need to answer the non-system questions you don’t know the answer to like, “Why are we doing this now?” When change-resistant users come to training, they are looking for flaws in the corporate logic. They are trying to opt out and they can get pretty brutal. You can influence audience perspective but not if you’re only justification for the change is because I.T. was bored and they needed something to do this year. Again, steps are rarely enough. Will this make them more competitive in the industry? What is the payoff for the loss of productivity during the initial ramp-up time?
People need to stop being confused before they can learn. If the first question after the session is over is, “Where can I get more information and training?” You better be ready with an answer. This is why I tell clients that delivering the session once isn’t enough. When it comes to SharePoint, users need to be convinced that the way they are doing it now isn’t good enough, then they need to learn how to get through their day, and only after they’ve mastered that will they be ready to learn whatever it was you customized for them. Workers are rarely incented on the five-year technology plan. They are committed to deliverables by the end of this year. Make sure your training program gets them closer to those goals if you want their buy in moving forward.
How will this new knowledge/skill be reinforced once the training is over? Does the client want you to solve their problems and keep solving them? Who owns the enforcement of the new business processes you're teaching the audience? Just because they are aware of a new process does not mean that users will change their behavior, and you cannot guarantee that training will stick if people are not incented to do things the new way.
There are some things that training isn't going to fix. Doing a needs assessment is crucial to communicating to the client what it can and can't do. I've said it before, training is not a support model. 4/28/2010
These concepts apply to personal web logs but this post is aimed toward organizations who are blogging internally. Click to listen to the 13-minute podcast while you read.
1. Quote your source – this isn’t just good etiquette, this can prompt you for topics to blog about. What are the kinds of articles that prompt you to get into conversations with people? How many times do we say, “Hey, I was reading this article the other day” or “Did you see that news story last night?” In blogging, quoting your source doesn’t just mean saying the name of the magazine; you need to link out to the original article. Context is everything and part of having a conversation is allowing others to interpret from the same body of work.
2. Express your opinion – that means that you need to pick a side. Don’t just summarize what you read in an article. Tell us if you agree or disagree. Expand the knowledge of the organization by commenting on a particular point. Saying things like, “I went to a conference last week” or “This is a great article and you should read it” don’t add any value. You’re just reporting or advertising at that point. When you blog, you need to have something more to say. As a non-corporate example, you might link out to a recipe on Food Network that you tried. To make the blog relevant, tell me how it worked out. Did it take longer to prepare than it said? Was a similar recipe you tried better? Did you make any modifications to lower the salt content or cut the carbs? Blogging isn’t the replacement for your personal diary or a narcissistic means to invite people into your day-to-day activities. In business, it is a way for people to shadow your thought process and to learn how someone else comes to a decision. Replace the concept of a recipe with a business process and tell us your ideas on how to make it leaner. If you are not expressing an opinion in your blog, then why would I be compelled to read it?
3. Update often – at least as often as you are able to without hindering your ability to close out other tasks, but for me, I like to use blogging as a way to mark a task complete. Often times, someone asks us for our opinion in an e-mail and we click reply to all and spend 20-30 minutes composing a response. Why not create a new blog post and then reply to all with a link to it? That way, your response is open for others to find and it isn’t locked away like a secret in several people’s inboxes.
Next time you forward a message like that, see if the person who wrote the e-mail is willing to copy and paste it into a blog post. This is a great opportunity to offer to come to their desk and show them how to do it or introduce someone as a guest blogger on your site. One of the big benefits of blogging is to get knowledge out of people’s brains and into the corporate body of work. It’s a social networking tool because it’s a great way for new people to find you. They are searching for information that you know. This is why you don’t have to blog every day. Once a month is considered enough. More is better, of course, but corporate blogs aren’t about getting fans or external validation like they are outside the corporate firewall.
In addition, entries don’t have to be long to be relevant and the length of a post does not have to be consistent. You can mix short posts with long posts depending on how fleshed out the ideas are. The important thing is to keep blogging and to try to be consistent. Not for your regularly scheduled audience but so that you get into a habit of using this publishing tool.
4. Categorize your entries - widen your categories or topics that you blog about so that you can post more often. Maybe you started blogging about a particular project but there’s nothing to say you can’t also blog about a conference you attended or your reaction to the last all-hands meeting. Categorizing your posts is polite because it helps someone who is new to your blog or new to the company to read more posts that you have on the topic that interests them most.
5. Advertise - It is OK to email the link to a new blog entry, especially if you’ve fallen off the blog wagon and haven’t posted in a while, but only send the link out to the few people who you know would be interested in the topic. Often times it is conversations with other people that inspire blog posts, so I like to send the link to them so they can review my interpretation of the meeting and correct me if I misquoted them. If someone responds to your email that they are subscribing to your feed, then proper etiquette is to remove them from your e-mail distribution list.
6. Don’t say bad things - about your brand or a particular person. Write it like your boss is reading because if you say something inappropriate, then chances are high that someone is going to send your boss a link. Be constructive – think process improvement or quality control. Just like you would in a personnel review, spend the time suggesting areas for improvement. The idea is that a blog should be creating more conversation. It should not be a one-way forum for you to complain and it should not be so confrontational that no one wants to step out into the firing line to respond. Only blog about things you care about – the things you want to see succeed.
7. Encourage participation – what should they do now? Read the original article? How should they use this information? Do you want them to talk to their boss about it? Is there an upcoming conference call they can dial into to get more information? A lot of businesses report that people who are blogging aren’t getting a lot of comments online. That may be true, but people will stop me in the elevator to tell me they read something I wrote months ago. Comments are not the way to measure the success of a blogging initiative. The way you know is to start this cycle at the beginning – when someone sends out a meeting invitation and one of the source materials is a link to a blog entry. 3/12/2010Listen to the podcast here - Tiffany explains her Top 100 Facebook friends rule and gives you tips on how to use your LinkedIn profile for professional networking.
- Contact information – give them your phone number and birthday – claiming your spouse is important, as is jotting down a few of your favorite movies and quotes. Take the time to fill in the profile. People like to know what else they have in common with you.
- You don’t have to accept every friend request - even requests from family members. It all depends on how you want to use the space. Do you need a place where you don’t have to hold back? Then don’t accept requests from people that you will censor yourself around. Proper protocol says that you should send a message to someone who you know who has invited you to tell them why you aren’t accepting their friend request though.
- Use more than one profile service - but don't accept all the same people to every single channel (like LinkedIn, Facebook, Classmates, and Twitter). Or create more than one profile on a single site. I know a lawyer and a school teacher who have profiles that don’t use their real name on Facebook and another friend who separates his gay social circle from his soccer mom friends with two similar pseudonyms. This ensures that comments on his page fit the audience. Take control of which space you invite each person to. Don't broadcast them all on your business card.
- Participate – the expectation is that if you are in this space that you will post status updates and comment on friend’s posts and upload pictures. Like all communities, you get what you give. Stop treating Facebook like a written record of every person you've ever met and start using it as a way to make connections with people. If you wouldn't invite them into your home, my rule is that you shouldn't be their friend on Facebook.
10/21/2009
Decide how many people will actually attend training. You can put the total number of employees in your proposal to management but never use that number to get quotes from vendors. The quotes will be way too high and it will end up making your ROI look very poor at the end of the year. Small ROI means no money for training next year. As an example, if you tell a vendor that you want to train 10,000 employees, then the cost to you is the same if 10,000 employees show up or if only 500 attend class. Training quotes aren’t like catering contracts, you don’t pay per head; you pay by the class. So, if you’re delivering enough classes to train 10,000 people, then you are offering (and paying for) way too many classes. On top of that, attendance looks low when your manager looks at the class rosters and now it looks like no one is coming to the training you’re providing. Do you see how this happened? How we all got to a place where training is no longer in the budget? Start this exercise by admitting that there is no way that all 10,000 employees will attend training even if you make it required.
When budgeting, the trick is to figure out how many people you would have to train to reach the number of employees who actually use the product for critical business functions. That’s a mouthful. What I’m saying is that chances are that 10,000 employees don’t rely on Windows to make better business decisions. It’s great that it does so much cool stuff, but let’s face it, the Start button is in the same place. Unless you are customizing widgets, most of the benefit of Vista or Windows 7 is behind the scenes in your IT Department. So, training on a new operating system in a managed PC environment is really only affecting the people who can log in as administrators of PC’s. That’s nowhere near 10,000 folks.
And not everyone who is affected is going to attend training either, so the number gets even lower. You are going to reach more people than will ever attend a class. Reach is when someone comes back after attending a class and tells someone that the class was good or shares the tip sheet with a co-worker or shows their boss how to do something that makes them more productive. Reach is the service desk sending people out to watch the video long after the vendor has left the building. Ask your Six Sigma expert how many people one trained person can reach in an organization. It’s not as many as a dissatisfied customer, but for the purposes of this exercise, I suggest targeting an audience of 30% of the total number of employees who will use the new tool as a critical path in their business process. So, if it’s Office, then you only count people who spend their day in front of a PC and then take 30% of that number to come up with your audience. Big companies turn into small business real quick. Now...
Pick a price per head that you’re willing to pay. This isn’t as easy as it sounds. Sure, we’d all like to train everyone for $2/head, but coffee and sodas and cookies and doughnuts in the back of the room will cost you more than that (and if you weren’t planning to include refreshments – big mistake – food is a big draw to convince someone who’s on the fence to attend a training class). Instead, think about this number in terms of an hourly wage. How many hours of company time (lost productivity) are you willing to pay for one employee to get trained on the new toolset? How much is it REALLY going to cost the company to train everyone? This is a much bigger number than that quote you just got. Employees are the number one cost to companies. The longer you keep them away from their desks, the less likely their boss will be to allow them to attend a class.
Human Resources can probably provide you with an average cost per hour of how much employees cost the company, but if you’re just looking for an estimate, then $37/hour is the weighted average that Siemens Communication used in a 2007 study on how much money companies lose due to fragmented communications amongst team members (interesting read). So, for the purposes of our estimate, tack another $5/head onto that figure for catering and you’ve got a pretty good starting point for how much your company might be willing to spend on training next year. Keep in mind that this is not suggesting that training courses are only an hour long, just that an hour is about all the company is probably willing to pay for. That means that you will have to figure out how to make the productivity gains justify each additional hour spent in class. Design your curriculum with this in mind. If you can’t save them 15 mins/ week for the first month after they attend class, then you’ve just burned one more hour of the company’s time to the tune of $37 an hour.
So here’s what we’ve got so far:
($37 + catering cost/head) x .3(total # of employees affected) = min training budget for one tool
Decide how many tools you need to train on. Don’t panic. Office 2007 is one tool even though it’s multiple applications. The idea behind this exercise is to ensure that your training plan is in line with your technology roadmap. If you are deploying a new operating system at the same time as you are deploying a new version of Office, then that counts as two tools and you need 90 minutes (content builds on itself) to train them. But if you are deploying one tool at a time, then you have to teach two classes and the same content will take two hours (time for the intro and a review of what they might have missed if they didn't attend the first class).
IT implementation plans rarely consider that it will cost the company much less to pay for training development and delivery of all the tools that are integrated with one another at one time than it will be to repeat the process for each tool at different times of the year. Giving users training just in time, as the product is deployed to their machine, is the key to user adoption. While it makes sense to teach them everything at once and it is cheaper that way, you have to balance that with the fact that it’s a waste of time to teach something that they aren’t going to be able to use for six more months. But that doesn’t mean that you can’t pay to have the content developed and then just have someone in house deliver it later. Better yet, if you roll out the operating system first and people can get through their day with the new tool, then wait to teach them those couple of things you want them to know until you are going to train them on something else like Office.
The first step is only budgeting for the people who will come to training and the next step is making the content relevant enough for people to come to class. Get them through their first day, their first status report, and their first major deliverable using the new tool. They’re already going to be frustrated enough that they have to change that much; don’t get greedy. Business travelers need to know how to connect to a wireless network and manage their battery life. End users need to know that they can no longer use USB drives to share files and you need to teach them how you’d like them to do that in the future now that you’ve taken that option away.
As another example, if you are deploying SAP in the same year as you are replacing hardware with a new operating system and a new version of Office, then you would probably use two training vendors, right? But if you are integrating SAP into Excel, Access, and SharePoint, then why not have a class for your SAP users and teach them the new features of Excel while they’re in there? Teaching two separate training classes isn’t helping them put together why you did both implementations this year. Whenever possible, group applications together on the same quote. Seek out a vendor that can do both SAP and Office training together.
And if you’re deploying six new tools in the same year and everyone is affected and none of the software applications are related, then you might want to reconsider. You might not, but realize that it’s going to cost you more than the company is willing to pay in the way of corporate profit and loss and now you’re stuck with no training budget because you came in too high and demanded too much of the company’s time to do it all. At the very least, this exercise allows you to line item each training program. If one gets slashed, you still have enough money to deploy training on other applications. I know it’s hard enough to get approval in an Enterprise to deploy new software that your business desperately needs. That’s why you need to make training count. The free classes that the software vendors offer are great but they are not going to be customized to your complex business scenarios and unique needs. And it only gets worse.
Figure out how many critical business processes are going to change. Whether they are improved or not, teaching users how to do a new process using a new tool is much more complex than teaching them how to do things the same way they’ve always done them using a new tool. And this is where most companies opt out of training. They figure that there isn’t much change between two versions of the same software, so users will pretty much figure it out on their own. The number one reason that I’ve found why companies opted out of Office 2007 was because they felt it was going to cost too much to train users on the new user interface – The Ribbon. Pshh. There’s a 15-minute video out there on Microsoft.com that can do it for free, but whatever. Unfortunately, training vendors really played this up in the hopes of making a bunch of money and it turned into quite a backlash for the entire industry. Companies panicked and didn’t deploy Office 2007 at all. The real losers were the users who missed out for the past three years on some amazing new features designed to help them get their work done faster and with less frustration. The ribbon should have been the least of your worries.
If you are using SharePoint 2007 and Office 2003 – SHAME ON YOU! You robbed your company of the integration between SharePoint and Office 2007 and made it that much harder for your users to adopt the new technology that you did deploy. For the sake of our formula, not rolling out to Office 2007 with SharePoint 2007 will cost you more in the way of complexity. It will take longer to teach users how to work around the lack of integration then it would have been to show them how to use the Ribbon.
This is why some companies opt to bring someone in to do analysis prior to training development. Bring a vendor in to just identify pain points and run skills assessment. This information can then be delivered to all future vendors and will save you from paying everyone you hire to do the same analysis. Make sure that they figure out what it’s going to take to align both the IT vision and the corporate objectives with end user efficiency. They’ll deliver a gap analysis that tells you where your users are based on where you want them to be and they will publish recommendations as to what the company needs to do to get everyone to a baseline of competency.
So, where did we end up?
$42 x .3(employees) x (1 +.3(# of additional tools)) + analysis = training budget for the year
Example: In a company with 10,000 user affected by the introduction of SharePoint and Office 2007 with no other rollouts planned.
[($42 x 3,000) x (1 +.3(2))] + 20% = $196,560
On a proposal, that comes out to about $20/head to train 10,000 employees. So, if you want to skip all of this and you need a number for the scenario above right now. Then, use that one. Just multiply your total number of employees times $20 and be done with it. The good news is that no one ever believes a number that low, so they’ll usually throw in a little extra. Which is good news because…
We did not factor in multiple locations into this equation. Typically, travel is another line item in the budget, and we all know that travel expenses can kill you. For the vendors part, just make sure you get an all-inclusive rate (seriously, who wants to deal with expense reports and receipts from these guys?) and write into the contract that you are not paying for the time it takes the presenter to travel to and from the event. You give them your budget and then agree with them on what they can deliver for that price keeping in mind that the more locations you add, the more likely you will have to go with a larger firm that has local offices. Now, for that price, you’re stuck with canned content (not customized to your business needs), fewer participants because these classes run all day and may even be delivered off-site, as well an inconsistent user experience based on the as fact that you have multiple presenters.
On the other hand, if you go for a highly customized training program, then you need to factor in another $2500 per week for each week that you or someone like you is going to have to spend out on the road. A successful training program means that you don’t send the vendor in to do your dirty work for you. They are just the talent, but you are the one who needs to answer the tough questions from the users and hear firsthand their frustrations and celebrations. I typically suggest delivering the content twice for each off-site facility with 300 or more affected users. You can minimize expense by traveling to multiple cities in one week, so if you have two locations you want to travel to, then estimate two weeks of travel or an additional $5,000. It seems trivial but by the end of the year, most people realize that they didn’t budget enough on this line item.
We also didn't factor in technical training. The only formula I have for this is that you're going to spend as much to train your IT department and support staff on the tools as you spent on your end users. That might sound like an exageration, but you know that I'm right. Any experienced project manager knows to pad whatever number you come up with, so this is as good of an excuse as any to take the results of my formula and double it. See for yourself, I bet this still came in lower than everyone expected.
So, how much is training going to cost this year?
[($37 + catering cost/head) x .3(total # of employees affected) x (1 +.3(# of additional tools)) + analysis + travel] x 2 = training budget for the year
In summary, don't expect to spend less than $20/employee for non-technical level training, and no less than $400/head for your support staff. In this example of 10,000 employees, I've assumed an IT staff of 500 people. Return to the top to go back through the scenario - how many will actually attend, number of tools, and level of complexity plus travel costs... or you can just take my word for it. 9/1/2009
As any trainer knows, there is a fine line between consulting and training and every user insists that they are an exception. You can imagine how difficult a one-on-one training model is to sustain, so concepts are typically broken down in a number of different ways - skill level, business process, etc.
Add to that the fact that no one ever has time for training, and many users are resistant to the change that SharePoint brings. So, you may design a training program that builds on itself. In the first class, users could learn the difference between publishing and collaboration templates, then you can add library design and security models, followed by publishing concepts. For people coming from html pages and shared drives, SharePoint training is a lot of information designed to get people away from tools used in the past to share and surface information to different audiences. It's not just teaching them the steps, it's teaching them business process improvements. More and more, we are seeing that a good SharePoint trainer is a good Business Analyst.
I've made the comparison that SharePoint training is like trying to teach someone to be a good parent. Everyone is going to manage their site differently based on the needs and personalities in their group. As a trainer, I can teach you not to shake the baby, how to change a diaper, and what the symptoms of serious childhood diseases are that require immediate medical attention, but in the end, it is up to you whether or not you participate in school activities, help your child with their homework, and start saving for their college fund. I think this helps to explain the passion that people who work with this technology have for SharePoint. Every site, by design, is deeply personal and collection administrators have the power to create a very user-friendly tool. For any user who claims that SharePoint is not intuitive, I blame the bad site administrator who didn't raise the child site right.
So, we make training mandatory and we teach them not to use SharePoint Designer, how to change their default views, and when to send tickets to the service desk. We show them the steps to manage a new site, but the reality is that things are going to come up that we might not have mentioned in class. People are going to need support beyond training and if you were a good, kind teacher, then people are going to want to confide in you and ask you for help. But those situations turn into a lot of consulting and less training for others. The time you need to spend developing new content to keep up with the skill level of your users is perpetually spent supporting new users. In the industry, it is often referred to as burn out, but trainers rarely leave positions where they are teaching, they typically leave because they have been relegated to phone support.
When designing your training plan, make sure that you account for one-on-one support. A good training class is just the beginning. Even after the Sermon on The Mount, after everyone was fed and many were in awe at what they'd just heard, the first thing that Jesus encounters is a leper asking to be healed. As instructors, we have to design content for the masses, but don't fool yourself into believing that any training class is going to be good enough to account for every situation. Who is supporting you? Are people allowed to bypass training all together and just speak directly to you? If so, then you will soon find yourself in a one-on-one training model handling only the special circumstances. Who is taking care of the 5,000 while you do that?
If you fail to plan for what happens after class, your training plan will fail. Make sure that you are not the only person that your users feel comfortable confiding in. Make sure that you are not the only expert. And NEVER, EVER put your email and phone extension on a slide presentation. EVER. Refer the users to their support model to get help after class. If you love your job, then remember your place. If you love the one-on-one problem resolution, then professionally develop yourself into a BA role. Trainers are meant to be on stage to a faceless multitude. If that's why you love training, then make sure that the job you do reflects your unique skillset. A lot of people are good in small groups, but your company needs you because you excel in front of a crowd.
And I don't want to hear any whining about the skillset of the support model either. You're a trainer for Chris' sake! Teach them! That should have been the first step in your training plan. 8/16/2009
Just like the company takes holidays every year and no one is expected to come into the office and work; set aside five days every year when everyone in the company is expected to be away from their desk so they can participate in a training class. Like in-service days for teachers or safety stand downs in the US Marine Corps, corporations need to understand that unless work stops, then no one is ever going to feel like they have time for training. So, pair an OSHA day in your manufacturing plants with an ergonomics day in your corporate office. Work with local training partners to provide off-site software training classes on the same day in an effort to accommodate all your administrative professionals at once.
So many companies have mandatory training policies that say that every employee is supposed to complete a certain number of hours of training each year and then they put production and sales goals in direct opposition by demanding that people work longer hours to make their quotas. Do not set your people up for failure by wasting money on training programs that you don’t mean. Take a good hard look at your training strategy and see if you aren’t holding organizational development classes that no one is attending because your middle management isn't making employees feel like it's okay to go. Why do you think Lunch and Learns have become so popular? And by the way, how come it’s okay for us to expect people to work through lunch now? In my opinion, what a company really needs to make their people more productive is mandatory lunches (and possibly nap time), but we'll start small with five training days each year.
When your people do put their foot down and insist that they need to be in a training class, don’t be the passive-aggressive boss that pages them every five minutes saying that you forgot they were in training today. Instead, be the boss that tells your administrative professional to take at least one day while you’re on vacation to attend on off-site training class. Work your way up to attending a class on productivity and time management with them to maximize the benefit of the message. I hear it all the time from users that the tips would be more effective if their boss would do it too. Better yet, attend a SharePoint Boot Camp together.
I am excited to see the increasing popularity of the boot camp concept. Take a couple of consecutive days to teach all the concepts in an application instead of dragging the details out over months of fundamentals, intermediate, and advanced courses. I remember when I worked for an open-enrollment, single application training company and my users would always be upset to find out that they had signed up for the wrong class. They came to the intermediate class to learn something that was taught in the advanced class or worse, based on what they were trying to do, they really needed a course on databases and not one on spreadsheets. They were upset because it took them months to convince their boss to come to training and now they weren’t even going to get what they came for. Over the years, people who went to training decided that there was little value in attending.
So, when employees aren’t attending the training that is being offered, the answer isn’t to fire the corporate trainer and turn the training room into a conference room. The answer is to make an organizational commitment to a well-balanced list of offerings that combines custom, scenario-based and hands-on training methods. If you’re going to take a whole day to train them, then you better teach them an end-to-end solution or workflow and not just focus on one application. Teach them how to create a meeting in Outlook, how to connect it to a SharePoint Meeting Workspace, and how to conduct the Live Meeting. Don't just show them Outlook - it's not a total solution to their meeting problem.
Lastly, we have got to collectively decide that we are going to break the cycle of making people figure things out on their own. If you want to retain talent and increase job satisfaction, then tuition reimbursement and paying for technology certifications is only one piece of the puzzle. Most companies stopped those programs when they saw good people come in for that benefit alone and then leave within one year of receiving their diploma or certificate. In order to make those programs succeed, you must balance them with a number of knowledge management strategies. Why would they want to stay with a company that trains them and then doesn’t allow them to use their new skills? Time their education with other corporate initiatives so that training is relevant and just in time. Work with your IT Department and Law Organization to roll out a communication plan in tandem with training so that it is clear to people that they are using SharePoint as part of your SOX Compliance efforts. Don’t just let it show up on their desk one day without telling them why, and don’t expect them to use it if you never tell them that it’s there. That's the problem with a web-based application - no one knows how to open it. Don't assume that your users know anything if you've told them nothing. Stop making them figure it out on their own!
One of the easiest ways to train your users is to make sure that they are using the same software at home as they are at work. I am disappointed at how many people in an enterprise don’t even know about the Microsoft Home Use program that allows employees to purchase software to download and use at home for $10. Why? Because their help desk doesn’t want to be called on to help people install the product at home. Or worse, IT put the information in an e-mail to people who are used to deleting any message that comes in from any departmental address like IT, HR, or Wellness. Why? Because they have a mailbox size limitation and they have to trim the fat to keep their head above water every single day. Because you never taught them what technologies were there to replace attachments in email!
What I’m saying is, don’t just limit the size of their Inbox without teaching them how to use SharePoint and encouraging them to use new tools in MOSS 2007 like blogs and wikis. Set aside time for training and walk the walk by letting employees know that even the CIO is in an executive boardroom on the top floor learning about blogs today. Ask your trainers how to get it done and put it in next year’s budget. You’ll get it back in your bottom line by increasing production and reducing employee turnover. I promise. 7/30/2009
Listen to the podcast here.
In my train-the-trainer course, I teach people how to connect with an audience, control a crowd, and motivate the group to make an immediate and permanent change in their behavior. My favorite way to connect with an audience is to use analogy. In this example, I use something that isn't technical like doing the laundry to introduce SharePoint concepts to users for the first time. I've heard some people say that concepts like content types should not even be mentioned to the end user but since my audience of end users includes site administrators or people who may one day become a site administrator, I don't ever shy away from teaching people new vocabulary. In the long run, it will only help to empower the users to talk to the technicians and support staff using the same language. If they need a new content type added, they need to be able to say that to someone who can show them the steps. So, for me, I absolutely think that people need to know the right terms for the technology and I've had a lot of success with audiences using analogy to teach them new words.
This analogy is used as the outline for a two-hour hands-on learning class to teach site administrators how to create a library, add content types, add metadata, and create custom views in a web part. In this example, the concept of document retention is new to the users, so content types are a requirement for them (and have already been pre-defined).
1. Site collection – Think of a site collection like your house,
2. Libraries – and libraries are similar to the rooms in that house. Even if the room is a mess and we can’t find anything in it, we know that this shirt that we found in the living room belongs to our son, and so we put it in his room. Ownership is a logical place to begin classifying something, and
3. Content types – content types are all the things in your house. I’m using the term ‘shirt’ as an example of a content type and my son’s room as an example of a library, but there are other rooms (or other libraries) and many other things (or content types) in your house that you put in each of those rooms – things like electronics, lamps, chairs, dishes; even pens. Do you see how giving a group of items a name like ‘shirt’ doesn’t mean that there is only one room in the house to put it in? I know it’s my son’s shirt, but is it clean or dirty? Does that piece of information about the item change where I need to store it? So, if ownership and a content type aren’t good enough to decide where this one shirt goes in the house, then I’m going to need more information.
4. Metadata – That’s why we need metadata. Metadata is how you differentiate between the same type of thing. This not only allows us to decide which library to put a document in, but it also helps us to quickly scan through each room in the house to find just what we’re looking for. For example, dirty shirts, and if your goal is to do laundry, then you may also want to separate dirty shirts by color or style. Depending on the age of your son, you may not be so inclined to do his laundry, so metadata may even define workflow. Who washes this dirty shirt?
5. Web parts – For this exercise, let's assume that you want to find all the dirty, dark-colored T-shirts in the house. If this is a search you do often – going into each room of the house looking in various places where dirty shirts could be hiding, then you’re going to appreciate the concept of a web part. Imagine if you could hone in on all the dirty dark-colored shirts in the house without asking for anyone’s cooperation to SORT their laundry for you. Metadata makes it possible to filter out all the stuff we’re looking for and show it to you in a web part. They can keep it wherever they want to in the house (so, you may know about a dirty shirt in his locker at school but you’re web part can’t get it for you if it’s not in the house). Still, this is pretty powerful stuff. We’re saying that if all the shirts in the house have metadata associated with them, then they cannot hide from you.
You think that’s great? Consider this. If you classify all the documents in your site collection, you'll be able to check to see if you already have a clean, blue shirt before going out and buying a new one. If people are classifying their content, then it is not only easier to find what they are looking for but to make better decisions about the data they have. Using content types and metadata in addition to libraries and web parts allows you to be confident that you have uncovered all the documents you are looking for.
And there’s one more way that corporate documents are a lot like T-shirts in your house – trying to get your son to voluntarily throw away one of their favorites away is impossible. It’s not always the case that whoever owns the shirt is in charge of how long it is kept. Moms work like document controllers to go through the house and get rid of shirts that have outlived their usefulness or shame the entire family each time they are worn out in public. In the same way, libraries and content types in the Records Center allow your company to be in compliance with legal and regulatory requirements. These retention rules happen behind the scenes to make sure that certain documents are kept as long as required and no document is kept too long. While you may disagree that your tie-dyed Grateful Dead T-shirt is a permanent legacy of your glory days, it doesn’t make sense to keep that old shirt in search results. It’s like the shirt in the drawer that even when all other shirts are dirty, you still won’t wear it. Let it go.
If you are focusing on content management during your SharePoint implementation then remember that you are requiring everyone to change the way they are currently storing and retaining documents. Communicate the benefits and remember to use analogies like these when introducing new terms to your users.
For more SharePoint training tips and tricks, please subscribe to this blog and follow officeovereasy on Twitter. 7/1/2009
Here's what I came up with after reading Lorelle VanFossen's article titled, "Writing a Blog Disclaimer."
By reading this blog, you agree that Tiffany Songvilay is a passionate and opinionated woman and so must also agree not to hold her libel for what is said or displayed in posts and comments on volitionservices.com. The content of her Office Over Easy blog is sage advice and wisdom fresh from Tiffany’s vivid imagination of what a perfect world looks like, but it should in no way be used as an unsolicited expert opinion that dictates how you should run your business. Any conversations that happen within the comments of this space should not be construed by readers as a consulting service. Should you use advice, tips, techniques or recommendations mentioned in this blog, you acknowledge that Tiffany Songvilay is not to be held responsible for any injury that you may incur as a result, but just in case a reader still wants to take legal action against the author, then you will be happy to know that she is willing to pay the offended parties damages up to the amount of $0.01 while encouraging you not to spend it all in one place.
True, many people float around Tiffany as fans of her eccentric personality and illegible autograph (heretofore referred to as 'minions'), but there is no possible chance that anything she says is a reflection of any employer, client, volunteer group, membership organization, church, or other agency which she might be seen to represent and in no way reflects their policies, practices, or messaging. Sadly, no one pays Tiffany to write this blog and the more you read it, the more you’ll understand why. Still, even when ranting, Tiffany would never intentionally malign any religion, ethnic group, club, organization, company, software product, technology, banshee, vampire, goddess or individual.
It drives her crazy to admit it but even Tiffany makes mistakes, so please don't hesitate to contact her at tiffany@officeovereasy.com if you find any broken links or information that was misquoted or should be updated. Keep in mind that as technology and tools change, so will the relevance of this content. Sometimes people move stuff around or delete things that they said before, sites get hacked and things pop up that might not be suitable for work or around small humans, so remember that the internet is a crazy place and you really should be very careful what you click on. Follow hyperlinks from this site at your own risk and don't be disappointed if they don't go anywhere anymore. Take it as a sign that you really shouldn't be reading this when you're supposed to be working anyway.
While she wishes that you were a better writer too, this content is the copyright of Tiffany Songvilay and you are not allowed to reuse any portion of it and pass it off as your own. In kind, any request to reprint or translate blog entries or comments should be directed to her at the email address referenced above. While this disclaimer is not an express written consent to reuse an entire blog post, four lines of content at a time may be quoted by other bloggers in their own posts on similar topics as long as proper credit is given to the original author and a hyperlink back to the original post is included for context. This blog is written and published in the United States of America and while the author is a little kinky, she is not bound to government, religious, or other laws from the reader’s country of origin, but she is humbled that you are enjoying her writing from so far away.
Thank you all for reading. Now, sit back, relax, and enjoy the show. |
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