My current theme here has been how UC unifies things other than communications, and I believe this represents another layer of value that is not fully understood. Lately, I?ve addressed how UC unifies your endpoints and your operations, but now it?s time to shift to something less tangible ? your employees.
The business case for UC is usually made on performance-based metrics such as ROI, TCO, AHT, FCR, etc. That is usually sufficient, but if management is still undecided, you can bolster the value proposition in other ways. Unifying employees is one such approach, and as my analysis indicates, some aspects are measureable, while others may carry weight based on their intangible qualities.
Unifying employees. This may sound like an amorphous idea, but is it really much different from UC itself? The open-ended nature of UC cuts both ways, but one of its inherent virtues is to provide a consistent environment and experience for end users. Management looks to IT to reduce communications costs, improve productivity, drive more efficient processes, etc. There is also greater emphasis on teamwork and collaboration, but strictly for the purposes of achieving better outcomes for the business.
These priorities are very much in the realm of IT, but management will not typically ask about how UC can help improve morale or tap into our personal qualities that characterize the organizational culture. I?m not advocating you pretend to be a psychologist, but UC can contribute to these things in ways that management will understand. You just need to connect the dots. To illustrate, consider the following examples:
- Using UC to create self-organizing portals where employees can share social interests or pursue group activities. This could serve as a digital bulletin board for things like sharing recipes, organizing group outings, posting photos/videos, classifieds, interactive games during lunch, carpooling, etc. The key is to make it self-organizing, and can be a great way to make remote or home-based employees feel more connected to the organization.
- Create a dynamic, searchable knowledge base to help everyone find people with the right expertise in-house. The bigger the company, and/or the more dispersed employees are, the harder it is to know how to get the help you need beyond your known circle of co-workers. Few companies can effectively leverage their collective knowledge, and UC is an ideal platform for doing so. Not only can it serve as a repository for all forms of media and content, but by tying into the company directory, UC makes it easy to find the person/s of interest, as well as interact with them on the spot.
- Self-paced training and peer review. UC provides a multitude of options for giving employees the tools for self-improvement on their terms. Training and learning can be accessed at times that suit the employees, and in the modes they are most comfortable with. Some content could be delivered via video, or in a virtual interactive setting, or simply be text-based. Peer review can be administered in a variety of modes as well, with varying degrees of privacy and anonymity. The overall benefit is to make it easy to pursue continuous learning from any location, which helps reinforce the culture of sharing and collaboration that UC itself is designed to foster.
I?m just scratching the surface here, and that?s really the point. Every company culture is distinct, and you should view UC as a blank canvas upon which you can develop applications that speak to what people value. There?s little downside if you make it self-organizing, except monitoring for inappropriate activity. You?re much more likely to see upside once employees discover how easy it is to share rich content that is of personal interest to them. This type of offering will take a life of its own, and when UC facilitates engagement that builds community, nobody will question its value for unifying employees.
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