Digital workplace services are to proactively care
A great Employee Value Proposition (EVP) is inspirational and empowering for employee culture, and recent survey results even propose that developing a strong EVP to engage employees can help lower costs when attracting new talent. But building a strong EVP is not only in the hands of human resources, but also in the hands of any Chief Information Officer whose responsibility is to build the IT infrastructure to digitally support employee engagement.
For many years, CIOs and IT service providers have been offering a self-serve model, which is when the end-user has all the tools to get help whenever they encounter issues. This model has been very successful as organizations focus on enhancing productivity.
But a couple of years ago, it became obvious that this model was not designed to enhance employee engagement. This led to the discovery that workplace services needed a transformation toward a care model. The care model is about attentiveness to the user’s holistic journey with their company, including proactively understanding situations, needs and actions to take. And for technology, caring for the user requires transforming the way we deliver workplace services toward a proactive model.
New tools are required to support a data-driven delivery
The modern way of providing end users with workplace services relies on a proactive approach to increase device’s availability and end user satisfaction. Similar to infrastructure management where all configuration items and services are monitored, employee engagement has its own control center in the modern approach.
The Proactive Experience Center monitors real-time situations, analyzes ticket data and monitors data from the devices and applications, as well as continues active acknowledgement on end-user feedback – all this proactively triggers improvements at the benefit of the employee.
The hero of this modern, proactive model are the tools behind the concept. Data tools find correlations and understand real-time knowledge all to help avoid negatively impacting the end-user; simultaneously, the tool is engaging artificial intelligence to predict other possible outcomes and create solutions for those situations just in case.
A new set of skills is required
To perform such activities, we need to evolve the skills within the delivery teams to include the following roles:
- Data scientists oversee the analysis of data collected from the environment in order to identify issues affecting end-user experience.
- Campaign managers run and analyze deep, rapid surveys to get continuous feedbacks from the end user and enrich the continuous improvement process.
- Change management and adoption consultants look at the personas and their journeys to fix gaps in communication and training.
- Knowledge managers help fix gaps in knowledge by curating the knowledge, translating into a language that can be understood by the end user.
- Automation and AI experts have the responsibility to maintain and create all automation workflow and AI skills and to monitor the AI performance.
Each of these roles and their corresponding skills are required to work together to successfully achieve a proactive care model. The data scientist will inform the change manager about a wrong end-user behavior. The change manager will request the knowledge manager to create content that the automation expert will embed in the chatbot. We’re all connected and called upon to do our part.
A new mindset
Having good tools and skills is not going to be enough to achieve the transformation toward the care model. We also need to inject a good team mindset. As we move from a reactive mode of fixing tickets to a proactive mode of avoiding issues, we need people thinking beyond the incident. Proactive care models are about the ‘why’ questions behind a ticket, not just the issue itself. How is this printer slowness impacting the business? Why does this group of computers have repeated failed connections?
In a proactive care model, delivery team members are incentivized by the enhancement of the Experience Level Agreements (XLAs), such as the user satisfaction or the device experience score. They need to understand the business of the customers and the crucial components and environments end users need to perform their job.
Only the combination of these new tools, new skills and new mindsets will allow to successfully transform the way we deliver end user services and enhance employee experience.