Five Hacks to Weave Constituent Experience Into Your Organization
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Join Community IT partners Build Consulting as they explore user experience and how it should be incorporated into technology planning.
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Five Hacks to Weave Constituent Experience Into Your Organization
- 2. Interact Ask questions via chat. Connect on Twitter. Focus Avoid multitasking. You may just miss the best part of the presentation! Webinar Recording and Slides Links to the recording and slides will be shared after the webinar.
- 3. Invested Work exclusively with nonprofit organizations; have served over 1,000. Strategic Help our clients make IT and IS decisions that support mission. Collaborative Empower you to make informed choices.
- 5. SessionGoals Dispel the notion that you have to be an expert in user experience to make user experience a priority • Redefine user experience • Share the hacks • Intersperse the hacks with case stories (when I have them)
- 9. EARLY EMERGING MATURE Relationship Management Continuum Ensuring growth requires near constant vigilance Stronger roots taking hold and potential for significant growth Established relationship requiring ongoing care and nurturing
- 13. @kylechaines
- 14. _____ “Design is not for philosophy it’s for life” _____ Issey Miyake
- 16. TheFiveHacksofUserExperience 16 2 3 4 51 AGREE THAT IT’S IMPORTANT FOCUS ON STAFF EVALUATE YOUR ENVIRONMENT MAP YOUR JOURNEYS COLLECT AND ACT ON FEEDBACK
- 18. We used a survey, sent to seven Vice Presidents, as a way to understand what they valued, and in turn prime the organization to think about user experiences. Case Story: Conference room refresh 1 AGREE THAT IT’S IMPORTANT
- 19. 1 AGREE THAT IT’S IMPORTANT Q1:APAconferenceroomsareapartoftheAPAbrand experience
- 20. 1 AGREE THAT IT’S IMPORTANT Q2:APAconferenceroomsareanintegralpartofthe office
- 21. 1 AGREE THAT IT’S IMPORTANT Q3:APAshouldconsidertheeaseofuseforexternal groupsandpartnerswhenselecting technologyfor conferencerooms
- 22. 1 AGREE THAT IT’S IMPORTANT Q4:APAconferenceroomsshould havetechnology thatcanbeoperatedwithminimaltraining byAPAstaff
- 23. 1 AGREE THAT IT’S IMPORTANT Q5:APAshouldrequireallnewhirestoundergo on- boardingtrainingthatcoversconferenceroomuseand bestpractices
- 24. _____ “Technology change is organization change” _____
- 26. 2 FOCUS ON STAFF EXPERIENCE _____ “Employees are now called “internal customers” because their power is far–reaching. Gaining insight into stakeholder characteristics, behavior, needs, and perceptions yields a high return.” _____ Alina Wheeler, Designing Brand Identity
- 27. 2 FOCUS ON STAFF EXPERIENCE HAPPY EMPLOYEES ARE UP TO 20% MORE PRODUCTIVE 20% $450B- $550B 147%ACTIVELY DISENGAGED EMPLOYEES COSTS US ECONOMY $450B TO $550B COMPANIES WITH HIGHLY ENGAGED WORKFORCES OUTPERFORM THEIR PEERS BY 147%
- 28. 2 FOCUS ON STAFF EXPERIENCE • We have a partner dedicated to “The Build Way” • ”The Build Way” is part of our weekly all staff meeting with a focus on transparency. • A dedicated space, on our intranet, for “The Build Way” WhatdowedoatBuild? “The Build Way” is core to our internal work. It encapsulates everything from our meetings to benefits to how we engage with clients.
- 30. 3 EVALUATE YOUR PHYSICAL ENVIRONMENT
- 31. 3 EVALUATE YOUR PHYSICAL ENVIRONMENT Rather than mimicking what you’ve seen elsewhere, engage the leadership of your organization Whatdoesyourorganizationvalue?
- 32. 3 EVALUATE YOUR PHYSICAL ENVIRONMENT
- 34. 4 MAP YOUR CONSTITUENT JOURNEYS Gain organizational agreement about which constituents are the most important. • Those for who your organization’s mission is core Prioritizewheretostart(doing thisrighttakesa bunchofwork).
- 35. EMPLOYEES MAJOR DONORS LOW- DOLLAR DONORS TOUR GUIDES MEMBERS VENDORS STORE CUSTOMERS ALUMNI VISITORS 4 MAP YOUR CONSTITUENT JOURNEYS
- 36. 4 MAP YOUR CONSTITUENT JOURNEYS A“typical” journeymap
- 37. MomentsofTruth 4 MAP YOUR CONSTITUENT JOURNEYS
- 39. CEO uses text messaging to evaluate the experience of its clients through their journey from assessment to onboarding to job placement. Case Story: Measuring constituent satisfaction 5 COLLECT AND ACT ON FEEDBACK
- 40. 5 EVALUATE YOUR PHYSICAL ENVIRONMENT
- 41. 1. Understandable 2. Relevant 3. Measureable 4. Actionable 5. Valuable Whataretheingredientsforeffectivefeedback? Without these ingredients, constituents can either be non- responsive all the way to frustrated. 5 COLLECT AND ACT ON FEEDBACK
- 42. TheFiveHacksofUserExperience 42 2 3 4 51 AGREE THAT IT’S IMPORTANT FOCUS ON STAFF EVALUATE YOUR ENVIRONMENT MAP YOUR JOURNEYS COLLECT AND ACT ON FEEDBACK INTERNAL EXTERNAL
- 44. Leadership & Governance Operations Process Data Technology Build’sInformation StrategyFramework
- 46. Bibliography Dudding, Brad & Salazar, Clarissa Talk to Us: Listening to Constituent Voices. Do Good Data Conference 2016 (used with permission) Lindsay, Ben Waber Jennifer Magnolfi, Greg, et al. “Workspaces That Move People.” Harvard Business Review, 31 Oct. 2014, hbr.org/2014/10/workspaces-that-move-people. “Millennial Survey 2017 | Deloitte | Social Impact, Innovation.” Deloitte, 29 Aug. 2017, www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html. Mirus, Peter V. “Build an Information Strategy for Your Organization.” www.thisisbuild.com, Build Consulting, 2 June 2017, thisisbuild.com/build-an-information-strategy-for-your-organization-whitepaper/. Morgan, Jacob. “8 Stats to Persuade Your Team That Employee Experience Matters.”Sapling, 19 June 2017, www.trysapling.com/resources/8-stats-employee-experience/. Rinaldi, Joe. “30 Eye-Opening User Experience Stats [Infographic].” IMPACT Branding & Design, www.impactbnd.com/blog/user-experience-stats-infographic. The Employee Experience Advantage: How to Win the War for Talent by Giving Employees the Workspaces They Want, the Tools They Need, and a Culture They Can Celebrate. John Wiley & Sons, 2017. Tincher, Jim. “Creating a Customer-Focused Customer Experience Journey Map. "Creating a Customer-Focused Customer Experience Journey Map, www.chroniccareclearinghouse.com/uploads/2/4/5/1/24511285/creating-a-customer-focused- customer-experience-map-white-paper1.pdf. Wheeler, Alina. Designing Brand Identity: an Essential Guide for the Entire Branding Team. John Wiley & Sons, Inc., 2017.
Notes de l'éditeur
- Welcome to the February webinar for Community IT Innovators, “Five Hacks to Weave Constituent Experience Into Your Organization!” This month’s webinar is presented in partnership with Build Consulting.
- Before we get started on the webinar, here are a few housekeeping notes….
- Now, a little bit about Community IT and Build Consulting. We both work exclusively with nonprofit organizations to help them make information technology and information system decisions that support their mission. We have a collaborative approach, empowering our clients to make informed choices for their organizations.
- Build Consulting leads in the social good sector by providing three types of services. We serve as part-time or interim Chief Information Officers for nonprofits. We perform business process, technology, and data projects – ranging from strategic assessments and tech roadmaps to system selections and implementations. With Build Teams, we provide outsourced data managers with deep Development operations experience and nonprofit CRM expertise.
- I want to talk about what I think of when I talk about user experience and DISPEL THE NOTION THAT YOU HAVE TO BE SOME SORT OF TRAINED EXPERT Share a unique way of thinking about it (or at least my way of thinking about it) Share real world examples Relate this back to what most of the folks on this webinar are interested in - how
- I want to share more about me, and PROVE that you don't have to have a title with Designer or User Experience or Customer Experience in them. Man did I love Legos. My mom hated stepping on them, but I loved them.
- But, LEGOS were more than just a pile of bricks for me. My favorite piece to play with was this simple space base. I spent hours laying out space colonies. I was always trying to optimize the space.
- Then, In college, I was an Urban Studies major. I hated (and wasn’t really good at) the econ, sociology and poly sci that comprised it. I did love the design aspects. I loved the idealic aspects. I loved the planning aspects.
- So how did all of this lead to me being interested in exploring this topic of constituent experience? Stories are my version of user experience. It's a way to prevent overwhelming them, challengin their way of thinking or hopefully exciting them. This slide shows how we helped set, for a Global Organization, expectations around how to manage different types of relationships. This was fun to develop with them. It had to be easily communicable to people around the world, in different roles, with different educational backgrounds. What I'm especially proud of is that we came up with something elegant. It wasn't full of buzzwords, it wasn't dense, it was something that, in one page, created a shared understanding. Simple trees. Growing. Being nurtured. People got it. Of course there was a ton of detailed stuff that sat behind this behind this, but that’s not fun to show off in a webinar. Lots of details about the who and the how, but it revolved around a common understanding of how to map key constituent relationships to
- Firstly, there are so many ways that people think about it. So much terminology
- Often people think user experience this
- Or this
- Or this We’re taught that user experience is a design-based discipline and we need designers. I don’t. I think we’re all designers.
- Issey Miyake said it simply and elegantly.
- So let's jump into the hacks.
- These actually go, in some ways, from the easiest sounding to the hardest to implement. But, while they sound easy, for many organizations they are not. If you can't get to a place where the first hack is seen as important, it's going to be harder to the remaining things or hacks.
- Surveyed Seven vice presidents about redoing the conference rooms. This could be undertaken simply as me engaging vendors, getting demos, making a decision, then organizing trainings for staff about how to use the new technology. We chose to handle it differently. We wanted to make sure that everyone viewed conference rooms the same way, and had the same expectations. I'm going to go through the results - don't worry, there were only five carefully chosen and written questions.
- This is really interesting to me. There is not strong agreement about this and there are folks who disagree. I haven’t gotten the chance to unpack this yet, but I think that more discussion/exploration is warranted. People come to my clients offices all the time for external meetings. I think it's a place to reinforce the brand. Clearly, not everyone agrees.
- Not a ton of disagreement here but my hope was that this question prompted some additional thinking in subsequent questions.
- This question really helps me understand, when I think about the user experience of the conference room, what users are important to consider. I think it's interesting that the group thought considering the technology from external audience perspective was important, but did not see it as an extension of the brand.
- I'll be honest. I had a hidden agenda with this question. I wanted to see what the expectations were around using our IT staff. If the expectation was that "No, we don't expect staff to be able to set this stuff up", it would impact both the system design, but also staffing levels and training for the IT staff.
- This question helped, for me, identify how our employee onboarding processes for technology might have to change/evolve.
- At Build, this is a core belief. Something as "simple" as a conference room technology upgrade is something that has impacts across the organization from a number of perspectives.
- My wife works for QVC and they believe in this passionately. They have entire workplace campaigns devoted to employees. Their current one is "Know the Difference. Be the Difference." is entirely inwardly focused.
- These statistics help confirm the impact on companies that chose to focus on making employees happy and fulfilled. There is a ton of research about what impacts employee happiness but I can give you a hint: It's not always cash compensation. But, to be clear, this takes time, effort, energy and constant vigilance.
- Came up with “The Build Way” ”The Build Way” is part of our weekly all staff meeting with a focus on transparency. Created an intranet early-on that emphasizes “How we work” But, again, we're not done and this takes a ton of nurturing.
- We all know that this is unrealistic and maybe even awful. The emphasis, in the nonprofit and for-profit space is oftentimes imitation of spaces that the CEO has seen that they like.
- This is something that, before you hire a builder, or if you’re lucky enough to have an architect, that you want to gain executive agreement on. In the course of my research, I came upon this simple matrix to help companies think about their space.
- Note the physical environment at CEO. CEO works with formerly incarcerated folk to help reintegrate them into the workforce, often by teaching them vital workplace skills This is NYC, which for those of you who have never is not exactly flush with space. I’ve had clients in NYC whose offices are filled with boxes, people sharing cubes, etc. My question is “what message does your workspace send?” Does it send the right message? Is it “okay”?
- ROI is not always a pleasant way to think bout this in a mission-based organization, but it may be a good way to get buy in A huge lingering question for me is where employees fit?
- Even though I’m suggesting that emloyees come first, it might be hard to convince your whole organization agrees where to start I’m not sure if people noticed I included what might be a strange constituent: Vendors. I promise, as a vendor, I’m not advancing my own interest. My question is “What happens for your organization if vendors like working with you more than others? What if you highly valued their experirence
- This isn’t great. It’s funny, it’s also now ”old” How many people are buyign home theater systems with the changes in viewing habits, locations, and devices. It’s not great because It assumes a high level of organizational understanding It’s not going to translate across all skill sets. Is the delivery person going to understand this? What about the cashier?
- This was created for a large hotel chain. Reflect on the role of employees in the central part of the experience (being at the hotel). Look at the emphasis on space. What’s interesting is that the emphasis is after they are in the door. After they have your money. What if your clients, or your donors, or your members, were all treating this way after they became linked with you or “bought in”
- Back to CEO again as a case story. CEO measures the experience from day 1 to help answer a simple fundatmentai question. How are we doing.
- CEO works with formerly incarcerated folk to help reintegrate them into the workforce, often by teaching them vital workplace skills I showed you this picture earlier as a teaser. What’s really the most interesting thing is the TV in the background and if you can make it out it says “your Feedback Matters” On this screen CEO shows that the results of it’s survey efforts The results don’t call out individual employees efforts, but hightlight the collective efforts of CEO
- CEO had to experiment with how to ask questions, the scale with how they were measured and hwo to deliver the results to the organization.
- As I said user experience should guide everything that your organization does. It can mean the difference in how your organization works, and in turns serves its mission. It’s rooted in the idea that when your organization has good user experiences it can power something much greater.
- So how did a guy focused on technology for nonprofits get interested in this topic and how does it impact the work that Build does?
- Oftentimes, technology projects are pursued without carefully thinking through what comes before technology: Getting leaders involved, changing how the organization works, deciding what data is important to collect is not done. Thinking about the users of this technology as an important consideration gets missed.
- Finally, in what has become a bit of our rallying cry at Build, Old Organization + New Technology = Expensive Old Organization If you take nothing else from today’s call, I’d ask that, when thinking about how to weave constituent experience into your organization, you consider the changes that your organization may need to make, that don’t include changing/fixing technology.
- Last thing before I take questions that folks may have, I’ll include ways to follow Build or me – we, and I, woud love to connect.