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Driving Workday transformation in a virtual world

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Driving Workday transformation in a virtual world

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Transformation Powered by Workday can be achieved virtually. In this guide, learn important principles to make the virtual experience as effective as a physical meeting, including tips for engaging people and building trust.

Transformation Powered by Workday can be achieved virtually. In this guide, learn important principles to make the virtual experience as effective as a physical meeting, including tips for engaging people and building trust.

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Driving Workday transformation in a virtual world

  1. 1. DRIVING WORKDAY TRANSFORMATION IN A VIRTUAL WORLD
  2. 2. Copyright © 2020 Accenture All rights reserved. The experience of a dynamic, interactive physical meeting can’t simply be replicated in a virtual environment. It is necessary to think, structure, and act differently. Moreover, you need to find new ways of forging trust and engagement despite physical separation. 2
  3. 3. 3Copyright © 2020 Accenture All rights reserved. Collaborative activities are more engaging than lectures LEARN HOW TO THINK, STRUCTURE, AND ACT DIFFERENTLY Before we talk about what’s different when conducting global design in a virtual world, let’s consider what’s the same. As an organization with over 500K people with learning at the core of our DNA, our learning experts and research reveals several basic truths about learning that are as applicable in the virtual world as they are in physical gatherings: Minds start to wander after six minutes Well-structured stories increase engagement Brains need to reset every 20 minutes Retention increases by 25 percent when people spend time to think and reflect on what they’ve learned
  4. 4. Copyright © 2020 Accenture All rights reserved. 4 The question is how to achieve these points virtually. Our approach is to find a balance between large-team sessions and breakout sessions with small teams, what we call “pods.” There is a time for both, just as in the physical world. For example, a large plenary session with the entire global team is ideal for inspiration, level-setting, and learning core concepts, as well as gathering group feedback using tools like Mentimeter and MURAL. In contrast, small groups (fewer than 20 people) are much better for creating ideas and collaborating on design concepts that can be shared back to the larger group for feedback.
  5. 5. Copyright © 2020 Accenture All rights reserved. Our teams used this approach to conduct our own Workday global design workshops virtually instead of in-person. This structure and these ways of working served as the basis for how we’ve conducted our entire program. While every company is different and will need to take its own tailored approach to global design, here’s how we did it: ACCENTURE’S OWN GLOBAL WORKDAY DESIGN 5
  6. 6. Copyright © 2020 Accenture All rights reserved. 6 Because the participants were global, we held half-day sessions instead of full-day sessions most every day. We met from ~8 a.m. to noon (U.S. Eastern Time) one week and then 8 p.m. to midnight (U.S. Eastern Time) the next week. Shorter sessions allowed us to maintain focus, and rotating the time ensured that everyone around the world was included. We kicked off with a large- group video conference for leadership inspiration and concept level-setting and returned to these groups periodically. For these large-group sessions, we used “mute all” format for the plenary topics so they wouldn’t be distracted by mute/ unmute, etc. We then broke the team into small pods of 5–20 people. Individual pods worked on end-to-end experiences and design elements (e.g., org design, career architecture, hire, transitions (transfer and exit), employee/ manager insights (dashboards and reporting), etc.). SHORTER SESSIONS, GREATER PARTICIPATION INSPIRATION FROM THE TOP PODS SHARE THE LOAD ACCENTURE’S OWN GLOBAL WORKDAY DESIGN
  7. 7. Copyright © 2020 Accenture All rights reserved. 7 The global design group was comprised of several hundred people, not all of whom were part of a pod. Many in the large group were there to react to and provide feedback on the designs co-created by the pods. This worked well and started us on our change/buy-in journey. Each pod included at least one or two SMEs, as well as one representative from each market who may or may not have been an SME. This allowed us to have local input and ensure the solution was locally relevant. It also provided the added benefit of not being overly influenced by ‘this is how we do it today’ while still having the grounding in how we do it today via the SME(s). A WIDE NET FOR FEEDBACK INPUT FROM LOCAL EXPERTS ACCENTURE’S OWN GLOBAL WORKDAY DESIGN
  8. 8. Copyright © 2020 Accenture All rights reserved. 8 The pod teams came back frequently to the large global design group to preview the thinking, get feedback, and iterate the process. ITERATION ACROSS GEOGRAPHIES We made a Microsoft Teams chat available for collaboration and provided each person with a workbook with a framework so they could engage in a physical way as well. We used Mentimeter several times a day to proactively solicit feedback and reactions to ideas and content. CHANNELS FOR CLOSE COLLABORATION ACCENTURE’S OWN GLOBAL WORKDAY DESIGN
  9. 9. Copyright © 2020 Accenture All rights reserved. Our teams told us while this format was different, it was highly successful in our ability to be globally inclusive while embracing the principles of agility. At first, it was difficult, but as the team practiced this way of working more and more, it became our norm. 9
  10. 10. Copyright © 2020 Accenture All rights reserved. Trust is vital to the success of any transformation. Our experts share that trust leads to better performance because we feel safe to share with each other, fail together, and take risks together. However, in a virtual setting, building trust and engagement among team members is more challenging than when meeting face-to-face. In a virtual world, how do you pick up non-verbal cues, share agreement or disagreement, and have those “water- cooler conversations” that contribute to a culture of trust and engagement? HOW TO FORGE NEW LEVELS OF TRUST AND ENGAGEMENT 10
  11. 11. Copyright © 2020 Accenture All rights reserved. For our clients who are used to leading in- person teams, working in the global virtual world can be a steep learning curve. It requires creating an interactive, safe environment that encourages participation and dialogue among participants over a sustained period. To help our clients in this effort, we advise taking many of the practices and activities that commonly occur in the physical world and adapt them to the virtual world. Here are a few examples: 11
  12. 12. 12Copyright © 2020 Accenture All rights reserved. • Restate the rules of engagement • Review guiding principles • Align on expectations AFFIRM WORKING NORMS
  13. 13. 13Copyright © 2020 Accenture All rights reserved. • Begin each session with a virtual ice-breaker or check-in • Leverage energizers and tools such as Mentimeter • Gamify tasks where possible (e.g., Bingo), and reward participants for their continued contribution • Hold regular hands-on exercises in Workday, and provide ongoing access to Workday for continual exploration CREATE INTERACTIVE EXPERIENCES
  14. 14. 14Copyright © 2020 Accenture All rights reserved. • Periodically feature an HR or business leadership spotlight • Plan HR and/or business leadership “drop-ins” to pod working sessions • Assign virtual “table leaders” • Incorporate fun activities into daily sessions, such as chair yoga, attire games, etc. BUILD COMMUNITY
  15. 15. By rapidly thinking, structuring, and acting differently through forging new levels of trust and engagement – like we have at Accenture – 15Copyright © 2020 Accenture All rights reserved. YOU TOO CAN SUCCESSFULLY ACHIEVE LARGE-SCALE, TRANSFORMATION POWERED BY WORKDAY IN A VIRTUAL WORLD.
  16. 16. ABOUT ACCENTURE Copyright © 2020 Accenture All rights reserved. Accenture and its logo are trademarks of Accenture. Disclaimer This document is intended for general informational purposes only and does not take into account the reader’s specific circumstances, and may not reflect the most current developments. Accenture disclaims, to the fullest extent permitted by applicable law, any and all liability for the accuracy and completeness of the information in this presentation and for any acts or omissions made based on such information. Accenture does not provide legal, regulatory, audit, or tax advice. Readers are responsible for obtaining such advice from their own legal counsel or other licensed professionals. 16 Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions—underpinned by the world’s largest delivery network—Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With 505,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com.
  17. 17. GLORIA SAMUELS Senior Managing Director Copyright © 2020 Accenture All rights reserved. COLIN ANDERSON Managing Director KEY CONTACTS 17

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