The interaction that works particularly
Posted: Sun Dec 22, 2024 6:38 am
These platforms have conditioned us to consume quick bite-sized chunks and share them further. This kind of clicking and sharing behavior for instant gratification does not lead to the interaction that you want as an organization on a social intranet. The interaction that works best on a social intranet is sharing work-related questions, dilemmas and challenges in an authentic way. This sharpens existing working methods and resolves bottlenecks in the organization. This requires employees to take responsibility – before they post something – to ask themselves why they want to share it with everyone. Are you sharing something to come across as smart? Are you sharing it to open a discussion, or to kill a conversation? Is it pure self-promotion, or does the rest of us benefit from it too? Let me be clear, I do not want to claim that sharing content is wrong by definition. But in an organization you must prevent your employees from hiding behind all kinds of content on the social intranet, while no one really responds to each other in any meaningful way.
well on a social intranet is sharing work-related questions, dilemmas and challenges in an authentic way.
There is another problem with the excessive and indiscriminate sharing of distracting content from the web. At some point, employees start to see the social intranet as something that has nothing to do with work. They see it as, and there you have it, a second Facebook. In fact, they start to look down on employees who do use the intranet. 'They must have too much time on their hands!'
How then?
The organization must formulate a clear strategic vision of why it needs a social intranet. The social intranet must solve a work-related problem. Examples of good business cases are:
Much valuable knowledge is lost because brazil whatsapp number list employees hold on to their knowledge.
The wheel is constantly being reinvented because departments do not communicate with each other or do not communicate enough.
Employees now too often use 'unsafe' tools such as WhatsApp to consult with each other.
The formulation of such a business case already gives employees guidance in using the social intranet. With campaigns and training you can further indicate how they can use the social intranet. Then you determine key performance indicators (KPIs) to test whether the organization achieves the objective. By dealing with it in this way, you make the value of a social intranet much more tangible for the user. You also indicate that there is a sharp distinction with the more casual social tools that you use privately.
This is only part of the story. The use of a digital tool is also determined by how it is perceived by others. Do they think it is a waste of time? There is a good chance that you do not want to burn your fingers on it for the sake of losing face. Board and management must therefore also proactively convey that the use of the social intranet helps the organization. They have an exemplary role that they must demonstrate in word and deed. This ensures that everyone in the organization takes the platform seriously. Charlene Li of the Altimeter Group gives a number of ways in which leaders can do this in her blog.
well on a social intranet is sharing work-related questions, dilemmas and challenges in an authentic way.
There is another problem with the excessive and indiscriminate sharing of distracting content from the web. At some point, employees start to see the social intranet as something that has nothing to do with work. They see it as, and there you have it, a second Facebook. In fact, they start to look down on employees who do use the intranet. 'They must have too much time on their hands!'
How then?
The organization must formulate a clear strategic vision of why it needs a social intranet. The social intranet must solve a work-related problem. Examples of good business cases are:
Much valuable knowledge is lost because brazil whatsapp number list employees hold on to their knowledge.
The wheel is constantly being reinvented because departments do not communicate with each other or do not communicate enough.
Employees now too often use 'unsafe' tools such as WhatsApp to consult with each other.
The formulation of such a business case already gives employees guidance in using the social intranet. With campaigns and training you can further indicate how they can use the social intranet. Then you determine key performance indicators (KPIs) to test whether the organization achieves the objective. By dealing with it in this way, you make the value of a social intranet much more tangible for the user. You also indicate that there is a sharp distinction with the more casual social tools that you use privately.
This is only part of the story. The use of a digital tool is also determined by how it is perceived by others. Do they think it is a waste of time? There is a good chance that you do not want to burn your fingers on it for the sake of losing face. Board and management must therefore also proactively convey that the use of the social intranet helps the organization. They have an exemplary role that they must demonstrate in word and deed. This ensures that everyone in the organization takes the platform seriously. Charlene Li of the Altimeter Group gives a number of ways in which leaders can do this in her blog.