Intranet Best Practice

Making Good Great

2009-04-20T11:07:00.001+01:00

Achieving Engagement and Enthusiasm.

The differences between a good intranet and a great intranet might be subtle, but it is measurable as all 'great' intranets will share key characteristics and features.

When it comes to delivering Employee Engagement a great intranet will exceed its objectives because it has involved it's audience.

There are three things you can do to help your intranet perform to its optimum.

Seek feedback – regularly

Schedule frequent employee (user) surveys, but don’t restrict it to an electronic, intranet based survey. (If you have someone who doesn't use the intranet they won’t see the survey, so there’s small chance of them completing it.) Get out and have face to face meetings with the audience; individuals, user groups, departments, locations.

Be specific in the feedback you want, don't ask a general question such as "What do you think of the Intranet." Define your questions so that they are specific ~ you'll then get quality feedback that you can do something with. Ask questions like "What do you think of the design", "What do you think to the layout?", "How would you change the structure?", "Describe a time when you struggled to find what you needed."

But – don’t ask too many questions at the same time. See if you can pick 5 key questions.

Conduct Usability Testing - regularly.

Don’t assume it’s all going smoothly or because it works for you it works for all. If you designed it and structured it then you will know your way around it. Increase the objectivity of the exercise by involving others. For instance, if a new starter joins, sit with them to see how they use it and how it performs. Such an opportunity to see through fresh eyes and get a different perspective is invaluable. As far as is practically possible test new additions or enhancements amongst a control group before things go live to a wider audience. Spring clean your Intranet – fix or clean up dead links, edit jargon, check labels and tags are user friendly – understandable and useful.

Act on the feedback you got and the testing performed.

Simple.

Contribution and Connection

2009-02-27T14:00:00.003Z

The success of an intranet is dependant on the people that use it and create it. A 21st Century Intranet shouldn't restrict active involvement to a small team, it should look to encourage all users to upgrade their participation from reader to contributor.

A key factor in an individuals enthusiasm towards an intranet is the degree of contribution they can make to it, and therefore connection they feel towards it.

The ability to interact with the intranet and to share information, not just seek it is likely to increase a users day-to-day involvement. This can be achieved very simply and need not be restricted to content editors.

One way that this could be achieved is by giving a reader the chance to contribute to existing content. When reading a document written by someone else they might have some information that can update it. Providing an easy and direct means by which they could submit their feedback, and see it acted on, (with the document being updated to reflect their input) would foster a sense of connection and feeling involved.

Via a forum, a user might be add a "Help me" thread in which they could ask a question, their query may then be seen by other users who may have the answer. This exposure to a pool of "on-site" subject matter experts could speed up problem-solving and productivity. It would also help further connect people and knowledge.

These are just two examples of how contribution could be encouraged; by facilitating the opportunities to contribute the way in which the intranet is viewed would shift from it being "an intranet," to "my intranet."

Certainty and Variety

2009-01-27T12:00:00.005Z

Intranets exist as a tool for us to use, therefore I thought it might be of interest to think about how we think and what are our expectations and needs are when we use an intranet. To help me talk about our behaviour when using intranets I'm going to refer to the Human Needs Theory as proposed by Tony Robbins. In his theory he suggests that all of us have six needs that effect our behaviour and influence the choices we make. Two components of this theory are Certainty and Variety, each of these being located at opposing ends of the same spectrum.

We will all have a comfort zone that exists somewhere between these two absolutes, some people will focus on achieving high levels of Certainty and the comfort that they will get from security and stability, others will pursue greater Variety and the excitement and challenge it will give them.

So, how can the Certainty and Variety be applied to an Intranet?

Certainty - this can be explained quite simply; when a user accesses an intranet they expect it to work, to be accessible and functioning. This is such a basic expectation it is hardly one we are aware of. Technical errors that mean we will have to 'try again', or come back later will do nothing for their confidence or enthusiasm for the intranet.

Once 'in' they would then expect to have confidence in the information they see, and to be able to trust that it is accurate and up to date. The certainty that they have will be assisted by familiarity - a consistent navigation and universal layout will make their visit easier.

Structural changes should be kept to a minimum and introduced in a way to minimise disruption. (Think about the last time one of your favourite Internet sites was redesigned, how uncomfortable did you feel on your first visit after the redesign? For a non-web comparison think about when you have visited a supermarket to find they have moved things around and knocked you out of your comfort zone!)

To a greater or lesser extent we all crave a degree of stability and security. An Intranet should think about delivering this.

Variety - It is a bit of a paradox but at the same time we desire certainty we also need enough 'uncertainty' to provide some spice and interest. The word 'enough' is key here. The key requirement of intranet content is that it should remain fresh and not stale. Therefore it will need to change. It doesn't mean that everything should change every week, but intranet content shouldn't become wallpaper. A degree of content will need to change in order to promote interest.

To a greater or lesser extent we all crave a degree of change and interest. An Intranet should think about delivering this.

So how can an Intranet achieve balance between these two requirements? An intranet can appeal to our need for Certainty by being structured in a consistent and reliable way. This structure can then be used as the framework for content, that is fresh and is presented to us in a visually appealing, but easy to understand format.

An intranet homepage can provide both Certainty and Variety. A homepage should have some consistent elements to appeal to the need for Certainty; simultaneously it should have some elements that promote Variety. This might be something as simple as the latest information (news) or a weekly blog by the Chief Exec. The wider content should have review dates, or limited publication periods, so that it 'disappears' from view before it becomes outdated.

Intranets are Integral

2009-01-07T12:00:00.010Z

One of the conclusions from the recent “"Intranet Design Annual 2009” was the evidence of how integral intranets are to a company’s performance and growth. Intranets are no longer an “add-on” to other company systems, increasingly they have critical importance as the systems hub and are a fundamental business requirement, “...the top intranets have evolved well beyond simply hosting HR manuals and now play a recognised, strategic role in supporting work processes and increasing business efficiencies," (Kara Pernice, MD of Nielsen Norman Group.

Effectively structured and managed Intranets are now proving their worth in providing a competitive advantage and delivering a healthy return on investment. In the Intranet Design Annual 2009 is a case study that shows how after an Intranet redesign users can now complete tasks in an average time of 54 seconds, compared with a previous time of 1 minute 52 seconds. Consider their productivity over an hour - it is possible that they could do twice as many tasks as before!

Compare that with taking over 3 hours to find a document, thats the scenario one customer faced when they had to search through a series of public folders to find a document he needed to show a colleague. Their current system of publically accessible shared drives clearly wasn't working; hence their desire for a structured and efficient Intranet. There is one user who is looking forward to getting an Intranet that will save him at least 179 minutes!

Simply, the aim of an Intranet should be to help people do their jobs better and more efficiently. An Intranet can assist employee performance by delivering improvements in, communication, collaboration and business processes. The key is how to connect people to the information they need.

Intranets should be structured to support and encourage self-service so that users can get relevant, accurate and useable information quickly. There should be connections between content, connection between users to aid collaboration, collaborative tools to encourage user connection to the Intranet, connection between users and systems and processes, connections between users and company performance and objectives.

Content Cornerstones

2008-12-10T12:30:00.003Z

'Content is King" is an undeniable truth of any Intranet. It has to be the content that the audience is looking for. If it doesn't meet a Reader’s needs or expectations then their trust may be lost and their future use of the Intranet in jeopardy.

The four Cornerstones of Content are that it must be;

Up-to-date
Correct
Relevant
Timely

You can create good foundations for these cornerstones through the initial training and on-going guidance of those responsible for delivering the content; the Content Editors.

Content Editors should be familiar with the basics of writing for web publication before they are let loose. It is just as important that they understand the expectations and responsibilities of their role. As they start out it would be a good idea to introduce them to the 4 cornerstones and to then encourage them to have these in mind when adding content.

Further encouragement to respect the cornerstones would be provided if there was the means to show who was responsible for the reliability and accuracy of content. An author should have no fear of having their name linked to content. They should take pride in what they have contributed. Authors would be assisted if there was a way of easily controlling publication dates and for automatically flagging up review dates. This would have the benefit of reducing out-of-date content, as well as ensuring that long-lived content is subject to regular reviews. A reader might like to know how popular a document is - are they reading a popular document with lots of hits, or have they blown the dust off a long forgotten document?

The accuracy of content could be assured if there was the ability for readers to comment on content, as well as the ability to easily report possible inaccuracies or errors in it. Such interaction and direct communication between author and reader will benefit both parties and drive collaboration. If a reader reports out-of-date content and then sees their action having a positive outcome it is likely to tie them in to the intranet, rather than have them spinning away hailing the perceived inadequacies of the intranet.

Content should always be written with the users in mind. A reader’s interest and the understanding they reach can be achieved through consistency and simplicity. Long words and rambling statements do not make for good content. The vocabulary and terms used in content should reflect those used by the readers. An attractive feature for a reader would be the ability for them to ‘score’ a document based on its relevance and interest. This could also inspire friendly competition amongst Content Editors to see who can achieve the highest ratings.

Information also needs to be presented on time, in fact, frequently, before time. i.e. Content that is being presented to support a product launch, or policy change should be ready to go for when the launch or change is announced. It should be there at the forefront rather than following on hours, or even days behind. Content also needs to be titled and tagged so that it easy to find, with the minimum of fuss or user-effort. Efficiencies can be gained through finding information quickly. Research from the IDC found that 40% of employees report that they cannot find the information they need to do their job.

So, Content is King, and it has 4 cornerstones, can you be sure those who add content to your intranet are ensuring that they are delivering information that is; Up-to-date, Correct, Timely and Relevant?

"In two clicks"

2008-12-03T10:00:00.008Z

There's a phrase "..in two ticks" which means it wont take long for something to happen, this phrase should be adjusted and applied to an Intranet "...in two clicks."

The majority of users will look to an Intranet as they have a need for information, or they have a problem to solve. They will be expecting to find what they want quickly and accurately. An effective Intranet will have a search engine that delivers quality content and satisfies a need or curiosity. Of course the quality of content relies on the skills of the author, the speed of search will rely on both the capability of the software as well as being dependant on the labelling of the content.

In a list of "Must-haves" for an intranet a search facility should be very high up on the list. The search should be able to analyse and report based on headline, summary and content of information. It should also offer the facility to add keywords to content, and although this might be on the list of options, the use of keywords and the benefits of using them should be made clear to all authors.

Consider a maternity/paternity policy; a staple of many intranets. This may be littered with references to giving birth, child, etc and will be written in a style and language suited to the content. However there is a strong possibility that content is labelled in a different way to how a user may search for it. What about the user who is searching for what happens when their 'baby' is born? They are left perplexed as there appears to be no information for them. 'Baby' didn't appear in the body of the document, nor in the summary, or headline, so their search brings about zero results. Applying 'baby' as a keyword will fill this black-hole in their search and present them with what they were looking for.

The search facility is a key feature and it's capabilities shouldn't be overlooked, nor should it be assumed that all searches work in the same way and do the same things. Think about your own use of the Internet. When you are looking for information, what is your first step? There is a very good chance that, like me, you'd use a search engine. I did. I found out that when looking for information appproximately 80% of people use search engines to search for information. Further research by NPD revealed that 45% of searchers used multiple keywords, (I used three.) 28% used one word and 18% searched using a pre-defined option. So, you need a search facility and you need to utilise keywords, otherwise content might not get found. Those statistics show that few users will navigate around an intranet, leafing through top-menu items and navigational systems, most of us head straight for the search.

An effective search, coupled with quality content, will deliver what a user is looking for. One click to enter the search phrase, and another to confirm the content to be displayed from the search results.

Job done. Information delivered or problem solved in two clicks.

Say "No" to dull and boring intranets

2008-11-28T09:00:00.004Z

Experience suggests that when it comes to look and feel of intranets that broadly speaking there are two schools of thought when it comes to design;

Option 1: Adopting the corporate look and feel.

or,

Option 2: Going for something completely different.

When talking to someone about their thoughts on the style of their intranet their comment was, "They [colleagues] know who they work for, so why does it need to look like everything else?" Whilst some clients are required to adopt corporate standards and 'branding' others have more of a free rein. The question to ask is, "Does it need to replicate any corporate branding, or is there scope for a fresh, unique style for the Intranet."

There is no right answer to this question, it really does depend on what suits you (your company) best. Amongst Odyssey's clients the split between Option 1 and Option 2 is roughly 50/50. With as many clients going down the corporate route as those who design their intranet to look different and 'avoid' corporate branding. Those that go for a bespoke style then sub-divide into intranets that take some design cues from corporate colours and styles and those intranets that are designed using a completely different palette.

An example of those who 'borrow' from the corporate style is a major retailer whose external customers are presented a website of that has primarily white text on a black background. However on the intranet internal customers see a 'negative image' - the same general style that switches to a white background with black text. This slight twist marking the differentiation between Internet and intranet site.

An example of an intranet that goes down the unique route was a recent install where the client's corporate blue was replaced with an 'intranet' green. Some customers that have named their intranet (see last week's blog) also adopt a character for their intranet. For instance the intranet called ERNIE is characterised by a cartoon mole, a chameleon is the identity of COLIN.

Best use CSS

Ideally you want to be able to manage the style via CSS style sheets, as CSS offers the following benefits;

HTML code becomes much simpler and more manageable

using relative measurements in your style sheet means that you can style your documents to look good on any monitor at any resolution.

you have control over presentation

you can define the look of the intranet in one place, and if required change the look of the whole site by changing just the one file

people with older browsers can still see your pages

people with disabilities have better access to your pages

further details on CSS can be found here http://www.w3.org/Style/

Style tips;

1) The style: i.e.the main colour; any images (logos/brands) featured within a top-banner etc., could be changed on a seasonal basis. Changing styles can also be very effective to support company initiatives or product launches.

2) When designing the Intranet make sure that you view it as a user would, i.e. view the Intranet through the screens and resolutions that the majority of user will use.

3) Avoid colour clashes or intranets that look like an explosion in a paint factory. The presentation shouldn't detract from the content.

Don't forget though that style is no substitute for substance. It's no good having an attractive looking intranet if the content doesn't match the high standards set by the design!

The Intranet?

2008-11-19T12:00:00.001Z

What's in a name? When launching your new intranet, have you thought what it will be called? Will the simplicity of "The Intranet" be OK, or is a bespoke alter-ego for the Intranet a possibility?

Naming the Intranet can be a way to involve users, particularly if they can suggest ideas and then vote on the suggestions, to name 'their' intranet. This approach works equally well for an update - as the new name will support the idea of new content.

In my experience many clients are happy with the name Intranet, and if it works, and users understand then why change? After all there is nothing wrong with the name Intranet and if users are using it and finding what they want then a name isn't going to make any real difference. However for every 'Intranet' there is probably a client that has gone down the alternate route of being creative and naming their Intranet something else. These names tend to have some relationship to the company and fall into two broad categories; those that are acronyms, and those that are straight names.

So there are Intranets out there called C.O.L.I.N and T.R.E.V.O.R and E.R.N.I.E as well as Hub, Grapevine, and Reptile. Imagine asking a question of your colleague to hear the answer "Look on Ernie" or "Have you checked the Grapevine" - it does have a more 'personalised' touch to what otherwise some users might think is a bland and boring concept. Many end users as well as intranet managers and content editors are very proud of their unique creations.

You can see that some of these names have clear links the purpose of an intranet. "Grapevine" - suggests that this is where users will be bought up-to-date with all the latest company communications. In this case a reader will read it on the grapevine, rather than hear it; but the implication is of modernity and freshness. "Hub" - an apt name for a information database that lies at the heart of a company's information system.

Some clients make a clear link between the company name and the intranet name, the O-zone being the name of the intranet whose company name itself starts with O. Two of the three acronyms above include the company's name in the intranet name. C.O.L.I.N. is derived from Chevin OnLine Information Network. E.R.N.I.E. from Eden Resource Network and Information Exchange. T.R.E.V.O.R represents the intranet that is The Reliable Empowering Valuable Online Resource. All of these are great names as they brilliantly summarise what their intranet does.

So I would recommend that when thinking about the content and structure of your intranet-to-be that you also consider what 'it' is to be called. Issue the creative challenge to all potential users, include 'Intranet' on the list of options but don't close your mind to other possibilities. I'd be very interested in finding out what other intranets are called, please add your nominations via the comments.

In my next blog I will give some thought to the alternatives you have when it comes to branding your Intranet.

"Intranet for the People, by the People"

2008-11-12T11:00:00.001Z

In last week's blog I drew similarities between delivering an effective Intranet and putting on a show that got rave reviews and continued to pull in an interested and enthusiastic audience. This audience of end users is ultimately what the intranet is all about. It is being presented to them to improve communication, encourage self-service, aid collaboration and empower them. So the end user must be thought of at all stages. However they are not the only people to consider, it is just as important to consider the cast and crew that takes the Intranet from conception, through the design and construction process to its first performance and beyond.

After all if an intranet is being delivered to people, who better to deliver it than some of those same people? An internal team has the inside knowledge of the organisations and of its employees needs. If the team has enthusiasm and direction then this will be reflected in the Intranet they deliver.

Key to the Intranet and its team is a sponsor. Getting the right senior sponsorship is vital and often one of the hardest elements to achieve. This can be because once the Intranet is 'out there' the sponsor might not be one of the audience members and as such the concept and reality of an intranet might be remote to them. Similarly, although important to the team, very rarely will the sponsor become actively involved in the team or its tasks; however they should be there for the team and there to provide the corporate drive for the project to succeed.

One of the sponsor's first and key tasks will be the appointment of an Intranet Team Leader, in turn, this this person will head up a project team that can ensure the potentially diverse departmental needs and organisational objectives are met. It is important that the team is established at the earliest possible stage and that it continues to function beyond launch. As the development of the Intranet progresses the teams aims will change, it is also likely that the membership of the team will change too.

Different areas of a business have different requirements and expectations, because of this time should be spent considering what their needs and expectations are. Why not make this an active process? Invite representatives from each team/dept to join in discussions about all aspects of the intranet - not just design and content. If interest is high, consider an audition, but look to involve as many enthusiastic people as you can. If you can get enthusiastic and willing volunteers great, but, they will still need to be managed and motivated. If your intranet team are not-so-willing then spend time at the start to make it clear how important and fun their new role is. Whether the team is made up of volunteers or conscripts you may also have to reassure them over any concerns they have over an increasing workload. It might be a case of short term pain for long-term gain.

Members of the team will have differing roles, these should be clearly specified and allocated based on the skills of the individual. Communication within the team is crucial. Each team member should be aware of the roles and objectives of the other members.

Some roles/responsibilities you might like to consider:

Intranet Manager - responsible for the construction of the basic framework. They will also assume responsibility for the day to day administration of the site and the resolution of any technical hitches.

Content Manager will have the task of presenting high quality, relevant content that is in tune with company standards and style and that is of interest to the audience.

Intranet Designer someone who can take responsibility for the overall design and feel of the Intranet, making sure that the appearance of the intranet doesn't lose its initial polish and that it continues to show continuity and cohesion.

Intranet Marketeer a new intranet will get some interest because it is new, however it may not be enough to rely on the users to generate their own interest. There is the need to maintain interest after launch. Within the team someone should be assigned the task of promoting the Intranet internally, after launch new innovations and functionality will have to be advertised.

Quality Tester a progressive intranet team will have someone who takes responsibility for quality assurance, both of content and structure and ensuring that usability and functionality is maintained. They may also work with other team members to train and guide the wider audience on what is where and how to use the functionality on offer.

The Intranet Team Leader should engage in regular upward communication to keep the sponsor in the loop and aware of potential issues as well as ensuring that the senior management team gets to hear of the successes that the Intranet is achieving. They should also meet with the team regularly, either collectively or individual to see how the team is working towards its goals.

Prior to 'curtain up' as with any stage production you should engage in low-scale run-through by engaging in user acceptance testing, this can be conducted by the team. This will help to identify and iron out any issues. As you near 'opening night' have a 'dress rehearsal' - put the Intranet on stage in its day-to-day environment and invite a small selection of users to a show. Get them to test it, use it and explore it. Afterwards seek their feedback, and act on it to address any mistakes and fluffed or forgotten lines. It's far better to discover some mistakes that have affected a few specially invited audience members than it to have the same mistakes made in front of a far wider, more public audience.

As they say on stage "Break a leg!"

“Do you have any tips for a successful intranet?”

2008-11-05T11:11:00.002Z

“Do you have any tips for a successful intranet?” is probably the most frequently asked question I am asked. Understandably everyone is keen to avoid mistakes in their intranet; it is also highly likely that the potential pitfalls and errors that you might encounter have at some point been faced by someone else. It was Oscar Wilde who said “Experience is the name everyone gives to their mistakes,” and whilst it can be character building to learn from your own experience wouldn’t it be better if you were able to learn from the experiences of other people too? Taking a shortcut to knowledge is preferable to finding your own way through the maze, so in this blog I will share with you the key things that I have learnt from both my own experiences as well as what I have learned from the experiences of others.

When developing an Intranet, whether it is a new build or refurbishing an existing one there are some key points to consider; bear these in mind and you won’t go far wrong.

Set some goals - Consider what the Intranet will be used for and then define a clear set of objectives. Seek representation across functions; there could be many stakeholders with different expectations and wish-lists. Try to distil these into clearly stated objectives, and wherever possible devise an objective measurement that will help you judge success. Spend time on discussing the ‘core’ and the balance between the Intranet as a means of information exchange, communication & colleague collaboration and access to business critical tools. Whilst looking at the past and present also have a long-term view in mind and don’t just think of the next 12 months.

Do some research - Consider who will use it; the intranet should be designed and delivered with the audience in mind; the end-user. It has to have usability, as Paul Coby, CIO of British Airways says of their intranet, “It works because it contains vital services, is easily accessible and above all, is easy to use. So, guess what? People use it.” This successful end result can be enhanced if you consult with users. Don’t just guess what they do now; spend some time researching what they actually do and how they do it. If an intranet already exists then conduct an evaluation of what is there; measure the time taken and success rate of a defined set of tasks. If there is no intranet, then pick a representative sample of users and find out what daily tasks they do and what information they seek out.

Build a team – the audience of end users aren’t the only people to consider, the ‘cast and crew’ of your Intranet are just as important. You’ll only get the ‘bums on seats’ of frequent hits and ‘rave reviews’ if the content is fresh and relevant. Once the production starts to look tired and dated then interest will fade. Therefore the selection, support, training and development of content editors is a key element in delivering a successful intranet, as it will maintain both the enthusiasm and desire of content editors to continually deliver high quality content.

Keep it simple - there may be a point at which one person has to make a decision, but that judgment should be based on the consideration of what users want. If a user has to second guess a navigation system or engage in a frenzy of clicks to get to what they want, their enthusiasm and the likelihood of future visits will be reduced. A cornerstone of the design should be the minimising of clutter and the presentation of a clear, consistent navigation system that is adopted across the Intranet. A search function that delivers ‘findability’ is also key - as engaging a user and establishing their trust in the Intranet only comes about through them finding the information that they want with the minimum of fuss.

Remember to evaluate – the time and effort that went into planning will be wasted if your Intranet veers off course just after leaving the launch pad. Maintain an overview and check all is well, don’t neglect the Intranet as it is just starting out on its journey in the real world. Ask yourself questions, some of these questions will be the same ones you posed when you were thinking about the Intranet, others will be new ones. Seek out and listen to user feedback, remembering that if they don’t like it they probably won’t use it. A dissatisfied user might revert to old habits; becoming dependent on colleagues for information, storing and not sharing knowledge. Measure usage; what sections are being visited, what sections aren’t getting hits? What is contributing to the popularity of the most visited and what can the rarely viewed content learn from its more popular friend? Share the success and promote best practice. Make the benefits known and publicise the gains achieved.

2008-10-29T22:50:00.005Z

Welcome to my first ever blog about any subject! My blog will focus on the ideas I have for designing, planning, launching and maintaining a successful intranet. I work as an Intranet Consultant for Odyssey Interactive and I have a background in training and internal communications that goes back over 15 years in both retail and education. Working with Odyssey I have been involved with a variety of clients, from all sectors, public, private and not-for-profit. These range from young business with 30 employees to multi site retailers with 000s of employees and all combinations in-between. Successful intranets all seem to be underpinned by the same sound foundations and it is that best practice I aim to share with you here.