Conferences are an opportunity to be inspired by information colleagues. This is why case studies are popular sessions - even if situations differ, ideas can be reshaped and reformulated to fit alternative circumstances. I was intrigued to hear from Louise Collins, Knowledge Operations Manager and her approach to engaging end users worldwide.
What follows is a summary of the important points. What can we take from her “Bridging the engagement gap” experience?
The "epic quest" of engagement
Engaging end users in a global setting is no small feat. New technologies, evolving work patterns, and the expansion of international offices pose significant challenges. Louise emphasised the importance of addressing fundamental questions to build and maintain relationships. These are the questions that Louise wanted to answer:
- How could the team build and maintain relationships across international offices?
- How well did they know what their colleagues’ everyday requirements are?
- What do their other offices see as essential to their research and information needs?
- What could the knowledge service do better?
As she said, engagement is “an epic quest” and warned us that she doesn’t have all the answers. However, she had some great ideas to get people on the right path!
Heroes and villains of engagement
Having a plan in place doesn’t guarantee that everything will work out. You will be tested and you will need to draw on the resources of your allies. You have to give your busy stakeholders something in return for the time they will be spending on your project. Louise likened the engagement process to an epic quest, complete with heroes and villains:
- The Heroes:
- Stakeholders and Allies: Senior champions, knowledge teams in other offices, and the positive legacy of increased online meetings from lockdowns.
- Word of Mouth: Trust is built through positive recommendations.
- The Villains:
- Challenges: Project fatigue, scope creep, and disengagement must be managed proactively.
The importance of a well-designed questionnaire
A well-designed questionnaire was central to the success of Louise's engagement strategy. As part of the communications plan, it was crucial to ensure that people knew about the project and were prepared to participate. Clear branding and a strong project identity helped raise awareness and encouraged involvement.
The questionnaire's design needed to be "fit for purpose," as it would shape the entire project. To extract meaningful responses, questions had to be posed correctly. Given the project's international reach, special attention was paid to the language used in the questionnaire, ensuring it was clear and concise for non-native English speakers.
- Clear communication: Branding and identity were used to raise awareness and encourage participation.
- Language considerations: Ensuring clear and concise English to accommodate non-native speakers.
- Anonymity: Guaranteeing anonymity to encourage honest feedback.
Interestingly, some respondents used the questionnaire to comment on issues beyond its scope, such as IT matters, which the team then forwarded to the relevant departments. This broad feedback provided further insights into the diverse needs and concerns of the end users.
After the questionnaire, where then?
After receiving 87 responses from 13 locations, the team felt they had enough information to create focus group agendas and discussion prompts. They organised small groups of people (between 2-6 people) with a mix of senior/junior and legal/business services.
Getting a group of end users together to discuss your service is invaluable! They explored everything from training and new starters, accessibility of knowhow, current awareness/alerts, and everything related to the knowledge service.
Louise reminded everyone that if you want an honest discussion, you must be prepared to leave all egos at the door. You might not always hear what you want to hear. Not all comments will be complimentary!
What were the rewards of this epic quest?
The engagement project yielded significant benefits:
- Data-driven insights: The responses provided actionable data for immediate improvements.
- Revitalised knowledge team: The project energised the whole team, leading to quick wins and a renewed focus on user needs.
Here are some final takeaways:
- Avoid assumptions: Don’t make assumptions. For example, different jurisdictions have varying preferences, such as a continued reliance on hardcopy materials in some areas.
- Effective branding: Clear branding was the key to the success of the questionnaire and focus groups. People recognised where the communications were coming from and this built trust with end users. With a project designed to enhance engagement, this was a definite plus.
- Open communications: Once end users realised that their thoughts, comments and ideas were being heard, they were honest with their feedback. They realised that their knowledge service was here to assist them in their work and that there was “something in it for them!” Regular catch-ups with end users mean more connections and better communications.
- Improved onboarding: Streamlined welcome emails and staggered delivery helped new users integrate smoothly. In this way, recipients are not overwhelmed when they first join, but they are reminded more often who the knowledge team are and how they can assist.
- Flexible project management: From a management point of view, Louise said she learned a lot. Adapting the project based on feedback and trial and error led to greater success.
- Tailored training: Understanding local work practices allowed for more effective and relevant training sessions. They have redesigned knowledge and information training to include “just in time” training, and shorter, lawyer-focused sessions.
Further Vable suggestions for engaging global end users
- Local champions: Identify and empower local champions in each office to facilitate communication and represent local needs.
- Cultural sensitivity: Be mindful of cultural differences and tailor engagement strategies accordingly. Language in your messaging and emails should be checked with native speakers.
- Regular catch-ups: Where possible, if personal visits aren’t possible, conduct regular meetings with colleagues in other offices to build relationships and gather firsthand insights.
- Collaborative platforms: Explore collaborative platforms that support asynchronous communication, accommodating different time zones.
- Feedback loops: Establish continuous feedback loops to ensure ongoing dialogue and adaptation.
By considering these strategies and learning from Louise Collins’ experience, information professionals can enhance end user engagement across their global organisations.