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These helped keep the focus on what was needed to deliver the intranet. FSB has an atypical workforce structure, with a core of around member volunteers who are supported by approximately employees to manage and organize activity. There has always been a heavy focus on how to meet the needs of the various groups and varied roles within the organization. One of the ways the team achieved this was through implementing three different homepages for the three key audiences: the volunteers, staff, and MAs.
A quick comparison shows the difference in features:. This has had a huge impact on use. Each homepage is targeted to a core audience with irrelevant or unnecessary information is removed, and the user gets what they need and find useful and interesting on their specific homepage. One of the strengths of myfsb is its ability to connect the workforce with peers and senior leaders. To enforce this, Lilley blogs every single month; and during an internal communications survey last year, this was one of the highlights of the feedback that many of the staff mentioned.
While Lilley has demands elsewhere in the business, she still finds the time to communicate on the intranet. However, its complexities presented a challenge in engagement. For example, the sales team and development managers are all remote workers who are often on the road, located across the UK and who all have to access myfsb through an external connection.
But by offering a mobile-friendly site, access can be done on a smartphone. Without it, the role would be a lot lonelier, and we would need to spend a lot more time and money on training.
Every month, the intranet team receive around eight to ten from the field-based team alone. Under the guidance of Lilley, and its popularity amongst staff, there has been support from managers who are keen to ensure increased user stats. It serves to inform staff on all communication, whether it be departmental, national, or with our team of volunteers. We run photo competitions such as best-looking dog or most beautiful walk. Staff learn about each other and their roles with interesting blogs.
Our intranet has brought together lots of different staff across the UK as one team. Sharing knowledge and stories is one of the ways to achieve employee engagement.
It is blogging that pulls users, particularly staff, to read and engage with myfsb repeatedly. Most blogs are work-related, but the social and personal blogs — stories of fundraising or special anniversaries — are also encouraged, and are often instrumental in driving engagement, and above all help to connect and give a voice to formerly isolated and silent staff teams.
It helps me to feel more closely connected to my colleagues in other locations, which I believe allows me to do a better job on a day-to-day basis. The team behind myfsb continued to recognize the needs of their various users. This is demonstrated in their work with staff in the contact center who needed to get quick, highly visible, and easy-to-manage updates to their teams. Adopting this process has proven to be a highly functional and straightforward communication format for all involved, alleviating a number of problems, foremost the circulation of out-of-date and inaccurate content via email.
While myfsb was not brought on board to deliver cost efficiencies, many day-to-day examples demonstrate how the digital workplace has reduced costs. As a democratic organization, FSB requires many detailed procedural manuals, including volunteer and financial guidelines. Of course, with improved processes comes more cost savings as efficiencies within the business increase.
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