The implementation has gone to plan on time and in budget
(naturally), your users are up and running
reporting back that training was none other than very good or excellent, projector
glitches and room availability aside. So
despite the initial promising signs why is user adoption dropping? How do you
Collaboration tools won’t survive without due care and
attention, and timely consideration of the below could make the difference:
Focussed attention on senior stakeholders: typically,
a senior member of staff’s participation on a collaboration tool has a wide
impact, generating discussion, ‘likes’ and idea sharing. It’s a quick way for
people to publically praise others - imagine being a junior copyright and a
senior editor ‘likes’ one of your ideas? The negative impact of limited
participation makes junior members of staff question ‘maybe this isn’t
the tool for me’? More practically, if messages shared on collaboration tools
are not seen by all intended, then it may be a struggle to have a successful
system. So what can you do about it? Ensure that the tool is made relevant to
all, provide senior members with examples of success stories, write comments
for them to get them up and running and work with them on a regular schedule of
updates to be shared to the business using the collaboration tool.
Provide BAU training: provide users with the
opportunity to be re-trained - a collaboration tool can be a real step-change
in ways of working and can take a while to become real. Second wave training allows
people to ask the questions they would have missed the first time round.
Additionally, (and perhaps more obviously!) collaboration tool training must be
part of the on-boarding of each new joiner.
Who owns this: the collaboration tool should not be
left without an formal owner. Once the
implementers have left, the collaboration
tool should not fall into disrepair. A governance body should be assembled in
order to allow the tool to continue to develop, to define what the purpose is and future looks like. It
will fail without active monitoring and nurture. A top community manager can help connect conversations, prune groups
that aren’t needed any more and help make sure communications stay on track.
They can also help keep the divide between social and work related groups, so
the cycling club’s posts don’t get mixed up with the sales team’s!
Channel exclusivity: give your users access to unique
and exclusive comms and content. Rather than sending out newsletters via email,
why not on your collaboration system? This will help pull those who are after
the latest news into the system, and hopefully get them commenting and
contributing on what’s being sent out. Channel exclusivity can go wider still,
and there is real value in reviewing current business processes to see where
activities can be driven through the platform to help sustain usage. On a less
formal basis, the system can also be a great place to run competitions and
shout about success across the organisation, boosting awareness and morale.
Give people a reason to come back: critical to the
success of your collaboration system will be giving users a reason to keep
coming back. For many, their reason is access to great content and valuable,
successful collaboration. It’s crucial to encourage your high performers to
post content and ideas in the system to keep others coming back, and your
community manager can help join up conversations to help users get real value.
Don’t be afraid to archive older and less useful content – your PowerPoint
aficionados might not appreciate wading through years of old slides to find the
document they are after!
In considering the above, it will give people a reason to
keep coming back and fewer excuses not to. It will also help the tool reach a
critical tipping point where users are compelled to embrace change and engage
as it becomes an integral tool in the business and in their ways of working.
Hannah is a consultant in the Deloitte Customer Marketing
and Insight practise, focussing primarily on CRM and collaboration tool
implementation projects across private sector clients. Key areas of interest
include internal collaboration, customer service, Social CRM and digital
marketing. Read Hannah's previous blog Collaboration: begin with a pilot, take it for a test drive
Connect with Hannah on LinkedIn and Twitter.
David is a Consultant in the Customer practise specialising
in the use of technology to improve sales force effectiveness. He has
experience across the private and third sector, and passionately believes that
social has the capability to transform businesses for the better. Read David's previous blogs Deploying a collaboration tool into your business: touch, paus, engage and Monetising the big data deluge.
Connect with David on Linkedin and Twitter.