What is the NTT data check pattern
The intranet as a digital campus for employees, the provision of platforms such as Microsoft Teams, Slack or Zoom for multi-local collaboration, the automation and digitization of processes and of course the right interaction of hardware and software components - all elements that make a modern digital Make up the workplace. Shouldn't it be enough to equip a company for the digital future? The truth is, don't do it. Rather, the cloud-based digital workplace is only one, more technical, side of the "digital fitness" medal. The second is the organizational one, i.e. the change to a new hybrid work organization.
Because a company that is digitally fit also needs a culture of trust and stability in which hybrid working models can develop their full effect. Specifically, this means: Management, HR and communication departments not only have to be confident in using virtual tools. Above all, you have to be fit in the development of hybrid leadership models and communication measures. They should convey the corporate values, goals and strategies in a targeted manner - via various channels such as virtual and face-to-face meetings, print media, video messages or online communities and chats. What should not be forgotten: Depending on their age and job profile, employees are quite differently fit in using digital tools and have individual coaching needs.
Just a few examples: According to a Kantar survey commissioned by Hirschtec (PDF download), almost two thirds (62 percent) of those under 40 years of age are convinced of the long-term increase in productivity through digital tools. For those over 40, however, it is not even half. And where 45 percent of the under 40-year-olds communicate internally very often or frequently via chat, it is only around a quarter (24 percent) of the over 40-year-olds. The situation is similar with regard to the level of education: respondents with a high school diploma or university degree (46 percent) use chat services much more frequently in their everyday work than those with an intermediate (28 percent) or secondary school diploma (18 percent).
This is how organizational change succeeds
The figures show that if executives, as well as those responsible for human resources and communications, want to reach and empower all employees, then they have to respond to individual needs. Then they always need an open ear for the worries and needs of the employees, age- and job profile-specific training concepts, the right mix of face-to-face and digital formats and they have to promote personal contact and create space for personal exchange of experience and innovation. Not an easy undertaking that, in addition to technological competence, above all also requires the necessary degree of self-criticism and openness to new things. So let's take a look at the practice of three companies:
NEW - IT is not the only digitizer
As a municipal service company for the Lower Rhine region, NEW has launched the "Smart Organized" program for and with around 2200 employees. The company has been on the way to working without a printer since 2017. This is not "just" a decision to work without a printer. Rather, it is about the future viability of NEW and about using digital processes to focus on customer needs and to become more interactive in cooperation. The aim is to become a digital model company by 2025.
Therefore, departments, managers and employees are called upon to radically rethink processes and to take responsibility for them. In short: For NEW, the IT department is not the "digitizer" of the processes, but it converts thoughts and ideas into systems - and provides suggestions in the process. In order to promote the exchange of ideas within the workforce on "smartly organized" even during the corona crisis, NEW has therefore decided, for example, to open the employee forum "Can you live without a printer?" to be held online using the Microsoft Teams collaboration tool. And by the way: Schools and clubs from the region are now looking forward to the discarded NEW printers and monitors.
NTT Data Business Solutions - top management reports weekly
The global SAP consulting firm NTT Data Business Solutions (formerly itelligence) is also in the middle of its path to digital fitness. Within a week in March 2020, Microsoft Teams - including OneNote, Planner, Stream and OneDrive - was introduced to facilitate fast, cross-location virtual communication and collaboration. Now the company is going one step further and has defined a modern collaboration architecture that uses personas to show and limit which services from the Microsoft 365 modular system should be used for which applications in everyday work.
At the Bielefeld SAP consulting company, management uses virtual tools for its management tasks and for communicating with and with employees. There is a monthly interactive "Talk to the management" live event in Microsoft Teams with German management or a CEO blog on the Yammer social network, in which the CEO posts news about business development about twice a week and that of the employees serves as a feedback channel.
Weleda - focus on resilience
There is also a lot going on at Weleda, one of the world's leading manufacturers of holistic natural cosmetics and anthroposophic medicinal products with around 2,500 employees. New regulations for mobile working at Weleda in Germany and Switzerland were adopted and published on the intranet. The regulations include, for example, that there is no upper or lower limit for mobile work (50 percent mobile work is recommended, however) and that there is a free choice of location within the national borders. In addition, the intranet topic page "Corona information" not only provides current Corona news, numbers and risk areas, but also the most important questions and answers on topics such as "Illness, symptoms, quarantine, contact person", "Home office and IT" or "Help from HR".
Weleda also pays special attention to the issues of wellbeing and resilience, which are becoming increasingly important in the new digital world of work: On the intranet topic page "Take your time: For body, soul & spirit - For you", employees can find resilience, for example -Training videos, healthy recipe ideas, "take a deep breath" tips and much more.
Also exciting: the Weleda Advent calendar was launched at the end of 2020 in order to actively involve employees, make them even more familiar with our own products and strengthen ties with the company. Behind all the Advent calendar doors were offers or campaigns from employees for employees - such as special recipes, videos produced in the home office by music-making colleagues or employees reading a short story.
Another highlight of the calendar: the competition for the online wellness webinar "pomegranate pampering evening". The winners were drawn by lot and now 30 employees will receive a Weleda product package, material lists and instructions for participating in the online webinar and can learn exciting things about the pomegranate and how it works at the online facial care workshop via Microsoft Teams.
The foundation for the digital world of work
Whether Weleda, NEW or NTT Data Business Solutions - these examples show: If you want to advance on the path to digital fitness, you really have to "tackle" it and harmonize the technical and organizational side. This is the only way for organizations to have a strong foundation that will successfully carry them through the digital world of work. (hk / fm)
- Helmut Freytag, Placetel - Cisco Systems
The pace of development towards the Smart Workplace depends on how long the pandemic will last. In general, companies will continue the transformation, simply because of the positive effects. In the medium term, there will be a consolidation of communication channels - video and messaging will continue to increase, while e-mail will decline. With 5G, voice assistants and AI, there are no limits to the imagination of the remote workplace. Then you can not only make phone calls in the car when it is driving, but work steadily.
- Julia Haas, Dell Technologies
The opportunities offered by Smart Workplaces are obvious: Companies can significantly reduce costs, both for offices and for travel. It also makes it easier to hire top talent - while the job used to be largely dependent on where you lived, the pool of candidates is expanding. The promotion of health and work-life balance, family friendliness and increased employee loyalty also offer great potential.
- Gregor Knipper, Jabra
Companies need to involve their employees in smart workplace decisions. This ranges from the hardware to the flexible design of the workplace and working hours according to one's own bio-rhythm to the necessary training for new tools. Flexibility is required here: What wishes does the individual employee have, what tasks do they perform and how can compromises be found that are optimal for all parties?
- Jan-Michael Sunkel, Telefónica
The decision to transform into a modern workplace must be made actively and consciously. Because this is the only way employees will be taken along and accept the change. Resources for implementation, consistent support from management and impulses from experienced partners are also particularly important. With their specialist knowledge and wealth of experience, they can accompany and significantly simplify the transformation process.
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