Context
The regional bank Caisse d’Epargne Languedoc Roussillon has a total of 1,500 employees who are spread out across several geographical locations: 1,000 in the network of 180 branches and 500 at the headquarters (2 sites).
As in all businesses, internal communication plays an essential role in its proper functioning, and this is particularly true when employees are numerous and distant from each other. Beyond facilitating interactions, it ultimately allows for the best service to be provided to clients. Several means of communication are used internally to disseminate information: emails, distribution lists, team meetings, instant messaging, paper magazines, and of course, the company's internal intranet portal.
Faced with all these sources of information and the lack of accessibility to the centralization tool that the intranet is supposed to be, employees end up getting lost and therefore establish their own organization: printing documents they need to have on hand often, creating their own archive folder on their computer or in their mailbox. The problem in this case is that there is no longer a single source of truth to refer to when an employee has a question.
Objectives
Designing a new Intranet to streamline access to information 💾
🧨 Trigger: The tool used for the old Intranet is obsolete (Sharepoint) and needs to be replaced. Rather than opting for Sharepoint Cloud, the technical department has decided to build an internal tool.
Approach for the future Intranet:
Accessible: access the information I need in 3 clicks
Open: no silos, special rights, or secret documents
Personalized/customizable based on my profile
KPIs to monitor the success of the mission:
Employee satisfaction rate before/after
Adjectives used by employees to describe the intranet
Challenge
Create a homogeneous tool that meets heterogeneous needs
Adapt paths and interfaces to differences in digital maturity
Identify different user profiles and their needs
Co-build with different departments to identify cross-functional needs
Start from scratch while reassuring those resistant to change
Integrate parallel tools into the discussion
Regain employees' main reference points
Give employees a voice to involve them in the discussion
Résultats obtenus
Economie
1 500 000€/an
Voir plus
Taux de satisfaction
96%
XX% of satisfied employees
✅ XX% of employees are satisfied with this new version of their intranet
✅ Adjectives used AFTER: "modern", "fluid", "well thought out"
✅ Better engagement and onboarding of employees. New employees become autonomous more quickly and in a better state of mind upon arrival (better long-term retention)
🚨 3 days had to be added at the end of the project to finalize the technical specifications with the Product Manager, over a calendar period of 320 days (1 year and 2 weeks)
Qualité des livrables
5
/5
Communication
4
/5
Rapport qualité/prix
5
/5
Respect du planning
