Measuring the value of a user centred approach to intranets — John Baptiste-Kelly — Wellcome Trust
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At Wellcome, they treat their intranet as an internal product, taking a user-centred approach to delivering impact for their staff and value for the organisation. This talk is about how they measure that impact / value.
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Measuring the value of a user centred approach to intranets — John Baptiste-Kelly — Wellcome Trust
- 1. Measuring the value of a user- centred approach to intranets John Baptiste-Kelly Wellcome Trust
- 3. Organisational Goals User Need Technical Feasibility How to build a digital thing @jbaptistekelly
- 4. Trustnet Engagement 98% 43 11 45% Employees visit the site over 2-week period Average weekly page views per user Average weekly News articles read per employee Employees have posted an article in last year @jbaptistekelly
- 5. Trustnet Engagement @jbaptistekelly How does your work help your organisation achieve its goals?
- 6. Trustnet product vision Context I have a clear picture of Wellcome, how it fits together and how we are achieving our vision. Community I am connected to my colleagues, feel valued, appreciated and heard. @jbaptistekelly Provision I have what I need to be impactful in my role.
- 7. Trustnet product metrics Context • News content engagement • Events attended per user Community @jbaptistekelly Provision • Working at Wellcome engagement • Top Tasks • Search analytics • Groups joined per user • Comments / Likes / Kudos per user • Content created per user
- 8. Trustnet Value 92% of employees say they “have a clear understanding of Wellcome's mission” @jbaptistekelly
Editor's Notes
- Hi Thank you (Wedge and Lisa) for giving me the opportunity to speak today. This is such a great conference to attend if you are having a tough week / month / year doing this stuff. It's is a room full with some of the brightest and most generous people in the biz sharing their hard-won insights- it's actually a community of people who really care about this- and there really is no better place to find some answers the problems you might have and to be inspired about your work. So I hope you find some of that today. My name is JBK I have been working on intranets and internal products for almost ten years. Currently I’m a product manager at Wellcome –we are health charity that fund lots of amazing projects and research to improve health across the world. It’s an incredibly diverse organisation, with 800 or so staff based mainly in London, which aims to be a place that helps great ideas thrive. I want to talk today about the work my team and I are doing to help Wellcome realise that mission and how we measure the value of that work.
- I manage a product called "Trustnet", Wellcome's intranet. (it's it beautiful) It has lots of standard intranet features: We focus a lot on news and events – with 1700 news articles and events created last year. Great search – helping staff find stuff Org charts and personal profiles it’s integrated with a load of our internal systems like Workday / O365 / Slack It's fully responsive - with the full site available on mobile and tablet And has a great (and incredibly popular menu) As much as I’d like to spend the next 8 mins talking you through those features (with a load of equally beautiful screenshots – I actually think “how we build" Trustnet is far more interesting than the product itself. Trustnet is custom-made intranet - built and maintained on a CMS called Drupal by a five-person product team -made up of UX and UI designers and developers. Working as product team is fundamentally different from buying an intranet from a vendor for lots of reasons, but it also changes how we measure value- why we pick the metrics we do and the narrative we try to create with those numbers .
- Our work takes place in the context of understanding Organisational goals and what is technically possible for us to build - but this big orange circle here is central to everything we do... understanding and responding to our user's needs To that end, we spend loads of time really trying to understand what our users want. Typically spending 4-6 weeks research before building a new feature. We do lots of workshops / co-design with users / prototype and test our designs and then iterate with data and research once launched And as a result of that process we get to build exactly the thing to meet our user's needs.
- That helps with our engagement. if you build a thing people want they use it more We have great engagement on Trustnet — 98% of employees are active in any 2 week period -- for some articles than means basically everyone in Wellcome has read it. This engagement is deeper than just skimming the homepage (on the way to find out what’s for lunch!) with an average of 11 articles read by users each week and 43 page views. And the reason we have so much content (largely due to the wonderful work of Alice our content and engagement lead -hi Alice! ) is that 45% of employees have posted an article last year. Now those stats are great – but no matter how great your stats – a stakeholder can justifiably ask “SO WHAT”? ///
- Engagement is great by itself – but what do you use that engagement to achieve? If I run a coffee stall in my office and everyone uses it - it makes me feel great about how good my coffee is - but how does it help my organisation achieve its goals. that’s the thing that my stakeholders are most interested in and that is how I want to talk to them about value. And as much as user-led or product approach really helps me with my engagement stats - how does that approach add value for Wellcome? Why is it worth employing a product team to build something, rather than buying it. How does all of this help Wellcome become a better place for great ideas to thrive?
- To help me articulate that value we have a product vision – this sets out the what we are trying to achieve and how we feel we can best serve Wellcome’s goals These objectives are focused meeting user needs; That as a user I have a clear picture of what Wellcome does and how our works fits together That employees have what they need to get stuff done That staff feel connected to each other, that they have a voice in the organization and that voice is heard It explicitly ties the work we do to Wellcome’s strategic objectives – if we can do at least some of this Wellcome will be more effective place for our staff to work.
- We then align our metrics to that vision. we set measures for each to act as guides for what we want to achieve. For Context – that’s staff reading about news and events. For Provision that’s engagement with the Working at Wellcome section where we have info about process and policies and benefits. We use Gerry McGovern’s Top Tasks methodology to identify which actions our staff value most and run annual usability benchmarking. For Community we look at how active our Groups are (which is where teams and social groups and staff networks are hosted) and how many staff comment and like and create content. Whilst some of our goals are actually quite intangible these measurements act as a proxy for impact and give us a sense of whether we are moving in the right direction.
- And it means that when we see these kind of results from this year’s staff survey; We can feel confident that at least in part our work has contributed to that. (and we have numbers to back that up)
- And when we released the results of that survey – the very lively and passionate discussion that took place afterwards happened on our site. That lots of honest and (sometimes quite difficult) conversations were had in the open. We had lots of our leadership team answering staff questions and offering more detailed responses than would have been possible elsewhere.
- Which brings me to the primary way that we think about value, which isn't so much about looking inward at how we can get better stats - but forces us to look at the broader context of our work. About how we can connect the work we do with the stuff that the organisation feel is important. That Trustnet serves as a tool for giving our users a voice. It does that through helping staff talk about their work, to find out about each’s lives. To laugh together and sometimes grieve together to build an actual sense of community and shared values and understanding. And in choosing to work in way that puts such emphasis on the role of the staff to shape it, to speak through it, to build communities with it - we can become tangible evidence of how Wellcome is listening to it’s staff. And in talking about our work in this way – it gives my stakeholders stories to tell, about the impact we are having that feel more meaningful to them. That’s me. Thank you for listening – Alice and I are around all day – if you want to chat come and find us! 1 min under!!