Gartner-如何建立和管理數(shù)字工作場(chǎng)所影響力網(wǎng)絡(luò)

GartnerResearch

HowtoBuildandManage

aDigitalWorkplace

InfluencersNetwork

ToriPaulman

11April2023

HowtoBuildandManageaDigitalWorkplaceIn?uencersNetwork

Published11April2023-IDG00790292-7minread

ToriPaulman

Initiatives:DigitalWorkplaceApplications;I&ODigitalWorkplaceTransformation

Digitalworkplacein?uencers,anevolutionofchampions,areintegralinincreasingworkforcedigitaldexterityandtechnologyadoption.ThisresearchhelpsITleadersresponsibleforthedigitalworkplacebuildandmaintainanin?uencersnetworktoscaleemployeeenablement.

QuickAnswer

HowdoIbuildadigitalworkplaceInfluencersnetwork?

■Recruitinfluencers.in?uencersmustbewillingparticipantsrecruitedorchosenbasedonavailability,desireandabilitytomakeanimpact.Promoteandbuilddemandfortheopportunitythroughcompetitionsand/orrewardsprograms.

■Empowerinfluencers.Coachandenablein?uencerstopromoteandsupporttheuseoftechnologywithintheirlineofbusiness(LOB).Cultivatecollaborationandknowledgesharingamongin?uencersandensurethatin?uencersreceiveenthusiastictwo-waysupportfromIT.

■Evaluateinfluencers.Engagein?uencers,gamifyefforts,andembedparticipationinperformancemanagementusingtechnologyadoptionandusagereports,stakeholdersentimentcollectionandotherperformancemeasures.

MoreDetail

Clientsoftenaskforguidanceonhowtogetmorevaluefromtheirdigitalworkplacetechnologyinvestments.ThegreatestopportunitytoimproveROIisbyincreasingadoptionandenablingemployeestofullyexploittechnologytomeetbusinessgoals.Intheeraofrapidandcontinuouschangewithindigitalworkplacetechnology,dynamiclearningisimperative.Thisrequires?exible,experientialandongoingenablementpracticestodevelopdigitaldexterity,contextualizetechnologychangewithindepartmentsanddirectorganizationalchange.

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Acommonwaytomeetthesechallengesandscalethedigitalworkplaceisthroughthecreationofanin?uencersnetwork.Alsocommonlyreferredtoasachampionsorambassadorsnetwork,thiscollectionofvolunteeremployeeshelpdriveorganizationalchangemanagement(OCM)andincreasedadoptionofnewapproaches,skillsandtechnologieswithintheirdepartment(seeFigure1).Leveragingthispeersupportmodelhelpsemployeeslearnfromtrustedcolleagues,inthecourseofwork,wheretheyseehowthebene?tsapplytothemselves.Asthenetworkgrows,enablementagentsareaddedtomentorin?uencersandensurethatcollectedfeedbackisincludedinprocessimprovements.

Figure1:DigitalWorkplaceEnablementAgentsandInfluencers

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In?uencersareatypeofdigitalsidehustlewhereemployeesserveasinformationconduitsbetweenITandthebusinessthatpromoteandsupportdigitalworkplacetechnologyadoptionbytheirpeersandstakeholders.Thesetech-savvyemployeespartnerwithITandreceivespecialtraining,engagementandsupporttobuildtheirowndigitaldexteritysotheycandothesamewithintheirbusinessunit.in?uencersexplaintotheircolleaguestherationalebehindtechnologydecisions,contextualizeandlocalizewaystoimproveworkanddriveOCMactivities.Theirpeersrecognizethemasexpertsandlooktothemtoprovideresources,answerquestionsandexplainhowtechnologycanimprovework.

In?uencerscanhelpbridgethegapforemployeeswhoprefernottocontactIT—the2022GartnerDigitalWorkerSurveycon?rmsthatasizableamount(27%)ofdigitalworkersprefer(astheir?rstoption)toseekhelpoutsideofIT.1Theycommunicatebestpractices,successesandchallengeswithotherin?uencersandprovidefeedbacktoITonwhatisandisnotworkingattheemployeelevel.

In?uencersarealsointegralinfosteringteammicroculturesandsupportingemotionalproximityandteamunity(seeHowtoHarnessPeerLearningTechnologytoImproveOrganizationalCulture).Astheprogramscales,acommunityofpractice(CoP)canbeusedtoenhancepeernetworkinganddevelopmentofskillsonaspeci?ctechnologyorcapability.AnexampleofhowaCoPisusedtoboostcollaborationequityisincludedinCollaborationEquityHelpsBuildTeamUnityandImprovePerformance.

RecruitIn?uencers

Thebestcandidatesarehighlyengagedandmotivatedemployeeswhowanttolearnnewtechnologyandseeitmorebroadlyused.The2022GartnerDigitalWorkerSurveyalsofoundthat54%ofdigitalworkersconsiderthemselvestechnicallypro?cientandanother20%astechnicalexpertsinusingthedigitaltechnologyrequiredforworkpurposes.Seekvolunteersfromyourtechnicallyskilledworkforcewiththefollowingattributes:

■Availabilityandwillingnesstogobeyondthestandardjobduties

■Abilitytolearn,coach,identifyresourcesandcommunicate

■Aconnectormentality,connectingemployeestoresourcesandotherpeople

■Problem-solvingskillstopromotetechnologysolutionstobusinesschallenges

■Trustedbypeersandabletoin?uencechange

■Anaturalcuriositytowardtechnology

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■Desiretomakeanimpact

Torecruitandinspirevolunteers,manyorganizationsmakeearningtheroleacompetition.Conductinterviewsandrequireinterestedcandidatestoarticulatetheirdesireandabilitytohelp.Togenerateinterest,explainthattheroleisavisiblewayforanemployeetohelpcolleagues,learnnewthingsandexpandtheircollaborationnetwork.Assuch,itcouldpresentnewopportunitiesfortransferorpromotionandcanalsobepersonallyrewarding.

EmpowerIn?uencers

In?uencerscanbeaskedtopromotemultipletechnologiesorfocusonasingleapplicationorservice.Onaverage,65%ofdigitalworkersarefrequentlyaskedforadvicewhencolleagueshavequestionsorissueswithusingdigitaltechnology.1In?uencersaremostvaluablewhenthedigitalworkplaceteamdeploysneworsigni?cantlychangedtechnologythatemployeesmaynotunderstandhowtousetothefullest.

Itmustbemadecleartoin?uencersandtheirmanagersthatthisadditionalresponsibilitymaycompetewithtimespentonprimaryworktasks,howeverthetwoshouldbelinked.Duringramp-upphases,forexample,specialtrainingandrecurringmeetingswithITandotherin?uencersarelikelytoconsumemoretimethansteady-statesupport.Tominimizecon?ictingpriorities,seekmanagerendorsementandworkwithHRtoincludetheadditionalresponsibilitiesinjobdescriptionsandperformancereviews.in?uencersmustberecognizedandrewardedfortheirparticipationintheextendedcommunityandimpactonworkforcedigitaldexterity.

Enablementagentscoachin?uencerstobemoreeffectiveintheirrole.EnablementagentsoftencomefromITandHRandprovidetrainingandresourcestohelpin?uencersapplytechnologyintheirownrolesandamongpeers.Enablementagentsestablishrapportwithin?uencersandpromoteawarenessandknowledgeoftechnologycapabilitiesandorganizationalchangemanagementpracticesthroughrecurringengagementandfrequentcheck-ins.Theirmostimportantroleislisteningandrespondingtofeedbackthatin?uencerscollectfrompeersandstakeholders.

Therearemanywaystoensurethatemployeescanidentifyin?uencerswithintheirgroupsuchas:

■Addingadigitalbadgetopro?lepicturesthatarevisibleinof?ceproductivityapps2

■Promotingthenetworkindigitalworkplacecommunications,websitesorcollaborationchannels

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■AskingLOBleaderstopromotetheirdepartment’sin?uencers

EvaluateIn?uencers

Whenevaluatingperformance,youshould:

■Solicitfeedbackfrommanagers,peers,stakeholdersandotherin?uencersabouttheireffectivenessAskaboutthefrequencyofengagementandthevalueoftheirassistance

■Captureallmeasurableimprovementsresultingfromimprovedtechnologyadoption,includingthetimeemployeessavefromimprovedtechnologypro?ciency

■Includegami?cationandmeasurementviaatoollikeMicrosoft’schampionmanagementplatform2

■Askmanagersaboutincreasedteamdigitaldexterityorproductivity,orotherbusinessbene?tsthatthein?uencersnetworkhascontributedto

■Trackreferencestoandcelebratein?uencerimpactondrivingadoption,whichmaybemostvisibleusingtechnologyusageoradoptionreporting,digitaladoptionplatforms(DAP),workstyleanalytics(WSA)ordigitalemployeeexperience(DEX)tools

InfluencerDisengagementandUnderPerformance

Ifunderperformanceisanissue,caremustbetakentoavoidpunishingin?uencersforvolunteering.Anynegativeimpactonoverallperformancecoulddissuadeparticipation.Toavoidgapsincoverage,whilerecruitingin?uencers,considerestablishingbackupswithinvariousbusinessunits.Allelsefails,askthenetworktohelpsupportthatbusinessunitandrecruitanotherpeer.

RecommendedbytheAuthors

HowtoHarnessPeerLearningTechnologytoImproveOrganizationalCultureCreateanEnablementContinuumtoAdvanceDigitalSkillsOutsideofITEmployeeEnablementIsKeytoDigitalWorkplaceServicesLeaders’SurvivalAdapttheITOperatingModeltoDeliverIndispensableDigitalWorkplaceServicesOpen-SourceChange:MakingChangeManagementWork

HowGenentechLeveragesMentalHealthStigma-ReducingCommunicators

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Evidence

12022GartnerDigitalWorkerSurveysoughttounderstandworkers’technologicaland

workplaceexperienceandsentiments.TheresearchwasconductedonlinefromSeptemberthroughNovember2022among4,861respondentsfromtheU.S.(n=1,564),China(n=1,167),theU.K.(n=1,072)andIndia(n=1,058).Participantswerescreenedforfull-timeemploymentinorganizationswith100ormoreemployeesandwererequiredtousedigitaltechnologyforworkpurposes.Agesrangedfrom18to74yearsold,withquotasandweightingappliedforage,gender,regionandincome,sothatresultsarerepresentativeofworkingcountrypopulations.Wede?ned“digitaltechnology”asincludinganycombinationoftechnologicaldevices(suchaslaptops,smartphonesandtablets),applicationsandwebservicesthatpeopleuseforcommunication,informationorproductivity.

Disclaimer:Theresultsofthissurveydonotrepresentglobal?ndingsorthemarketasawholebutre?ectthesentimentsoftherespondentsandcompaniessurveyed.

2ChampionManagementPlatform,Microsoft

DocumentRevisionHistory

QuickAnswer:HowtoBuildaChampionsNetworktoScaletheDigitalWorkplace-9March2021

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