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Corporate Communications

Background

Under the umbrella of the term “intra-organizational communication” there are several types of systems that provide a response to the different needs of the enterprise:
there are communication systems for transmitting information about what is happening in the organization,
there are systems which are task oriented– communication between departments, systems to encourage sharing of innovative ideas, access to knowledge , etc.

Some of this are suitable for smaller teams and some for larger ones.

A survey conducted by ROI Communication among 697 leading companies shows that the companies investment in corporate communications and the effectiveness of communications significantly predict higher revenues per share.
Employees who are more involved in what is happening in the organization are more committed to the company and more productive.

Pain point

The system was designed for large companies and comes to solve 3 main pain points:

1. Lack of communication between the organization and employees: Employees are not always familiar with the vision of the organization and what is happening in it beyond the narrow role they play, which creates a sense of lack of belonging and loyalty.

2. Lack of communication between the various departments causes a lot of misunderstandings, delays in the schedule and financial losses due to unorganized work processes.

3. Multiple transitions between different workspaces during the workday

The challenge

Create a strong internal corporate brand that increases people’s sense of pride and commitment to the organization.
This is done by sharing with all the employees about what is happening in the company

Make business visions and objectives clear and action-oriented.

Create infrastructure and communication processes that will ensure compliance with goals

Create dialogue, collaboration and coordination between business units

Transfer synchronized information at one time (e.g. transparency and status of budgets)

Reduce the need to switch between different workspaces

Users

All employees in a large companies in all departments and at all levels

Research

Conversations with colleagues over the years in different organizations I’ve worked in
Reading articles from Israel and abroad on the importance of intra-organizational communication.
• Testing existing systems for intra-organizational communication: sign up for a trial, watch youtube tutorials: Monday, Asana, click up.
• I have read user reviews of several existing systems

Insights:

• The well-known systems in the market offer a lot of options of building communication between people and flexible construction according to needs. But at the same time the user can be “drowned” in the sea of possibilities and in the end abandon the use of the system.

• There is no system that combines an organizational portal and a personalized work environment (which “requires” the employee to go through the organization’s news without the need for initiated action on his part).

• Employees in large organizations feel disconnected from what is happening in the company which leads to a certain level of frustration.

• Employees enter the portal only for something specific and the portal is not part of their daily routine.

4 Types of personas

Background
Took up the position about a month ago, replacing the retiring CEO. Before that, he was a vice president in a large marketing company.
Comes to the offices every day at 06:00 in order to avoid the morning traffic jams and takes advantage of the quiet hours of the morning to learn about the projects that the company is developing, checks the status of each project and tries to understand the work processes in the company.

Responsibility
• To provide short- and long-term goals, to plan and implement a growth strategy in relation to the company’s vision
• Examining business prospects by studying market trends

• Identifying opportunities for improvement, cost reduction and improvement of systems in the organization.

• Building the company’s product strategy and technological roadmap

• Monthly reports to the Board of Directors

Pain points
Although Yitzhak receives overlap from the outgoing CEO, every day he accompanies him to all meetings in the company and outside it, but since this is a large company in a field of activity in which he is less experienced, he finds it difficult to see the big picture, to understand in depth each project and what the project priorities are.

Yitzhak Arbel

Background
The department includes programmers, product managers and QA.
Has been working for the company for nearly 7 years.
Eldad comes to work every morning on the train and takes advantage of the time on the train to catch up for the workday, go through his diary on the phone, and sometimes even open the laptop to check the status of projects.

Responsibility

• Responsible for the execution and success of the product package

• Ensuring a competitive advantage, increasing and expanding the product lineup that can increase the company’s footprint and supply.

• Be an active partner in building the company’s product strategy and technology roadmap

Pain points
If he wants to keep up to date with the status of products that are in the research and design stages, he needs to be updated directly with the product managers, whether it is by emails, phone calls or team meetings that take a lot of work time.

Eldad Levi

Background

Hagar has to leave the office every day at 3:30 P.M. to pick up the children from the frameworks.

In the evening, she completes the working hours from home.

Responsibility

In a dynamic and global world, Hagar’s goal is to keep staff turnover as low as possible. All recruitments in the company, performance assessments of employees, professional training, employee welfare, wages and working conditions.

executing talent management strategies to support growth and individual development plans,

Conducting surveys of employee satisfaction, employee engagement throughout the year, and performance summary.

Hagar manages a group of 6 human resources managers, 4 of whom recruit by departments and the other two are responsible for professional training in the organization, employee welfare, etc.

Goes through emails, holds daily meetings with staff to catch up, participates in management meetings, approves budgets for standards in departments, is involved in HR communities

Pain points

Hagar should hold a staff meeting at least once every other day in order to keep abreast of the departments’ various requirements: adding standards, replacing employees, professional training or employee evaluations.

When she works from home in the evening, she does not have access to a summary of the working day, whether contracts have been signed with new employees, what has progressed …r

Hagar Shmuel

Background
She has been working for the company for about 4 years and is still not sure which direction she wants to take her career and whether there is an area in this company that she can advance in.

Responsibility

• Receiving handling requirements for ordering and purchasing the company’s inventory

• Conducting negotiations with suppliers, while maintaining the annual budget framework.

Pain Point
Her working conditions are comfortable but she doesn’t feel emotionally connected to the organization since she’s not really involved in what the company does.

 Maayan Yitzhak 

The solution

I chose to combine between transmission of information about the organization and communication of tasks between the units.
The reason I chose to connect between the systems is to avoid the need switching between the different work environments and make information accessible in a simplest and fastest way.

Establishing a company portal with access  to the employee’s workspace: This portal will be like a newspaper that the user has to go through and have a look.  In the portal, each employee will be able to keep up to date with everything that is happening in the company on an ongoing basis: product pages explaining about each product, an update on new products that have been released to the market, participation in exhibitions around the world, PR of the company, new employees who have joined, photos from company events, etc.

Employees who use the internal system will receive permissions from IT for the parts relevant to their role in the system that provide communication and transparency with the units that they have a working interface.

The CEO's workspace

The CEO has access to all the high-level information: a dashboard with graphs of all types of information and specific screens by departments

Adding and removing widgets.

Dragging widgets

Option to change the UI to a dark screen using toggle.
In 2018 Apple brought the dark mode to the mainstream. It’s been implemented by e commerce leader Amazon, as well as Microsoft, Google, and many morel.

Dark mode’s high contrast has the advantage of making texts more readable.
It also helps reduce the ‘blue light’ that keeps our brains awake at night.

Work environment of the head of the technology department - studio management

Screen – products at work: brief, work teams, status, etc.

Flexible screen:
Clicking one of the cells will open a curtain with “drill-down” for that cell. For example, clicking on a person’s name will open a curtain with its details such as position, cell phone, extension, room number, etc. In the example shown, you can see a budget breakdown of the project and the budget status. The breakdown display the data from the part of the system where each employee enters the breakdown of his work hours in each project per day.

For example– By providing the drill-down option for the budget, I make the data accessible with no need go look for it. It can avoid problems in the future because the user didn’t remember to keep track of the data.
Each color in the budget represents a different expense item.

Editing: There is authorization for the Director of the Technology Department to make edits and changes. Example: Replacing the product manager and sending a message to the outgoing and incoming manager. This kind of replacement is quick and easy, no need to send mails, etc.

The work environment of a technology department developer - and designer

Permissions will be given by the direct manager (e.g. studio manager, project manager, or technology manager).

The workspace of the VP of Human Resources - Hagar Shmuel​

The human resources department has its own dashboard and menu (on the right side) tailored to the needs of the department. In the example, you can see a screen of employee lists with different filtering options.

Summary

The accessible portal helps employees to be more involved in what’s going on in the company, which prevents a sense of frustration, creates a sense of belonging, pride, and empowerment in being part of something big.
The tasks system centralizes for each employee all the information he needs for his work without the need to switch between multiple work environments.
The work management is very simple, minimal and transparent, and thanks to this, the projects are managed in the most efficient way.

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Daphna Alon

054-4983345