►
From YouTube: Maturity Model for Microsoft 365 - February 2023
Description
Recorded:
• February 21, 2023
Topic:
Employee Experience vs. Staff & Training
Agenda:
• Practitioner & Maturity Model Overview
• Artifacts and Updates
• Purpose
• How to get more involved
• Shout-out & Picture Time (Together Mode!)
Hosts:
• Marc Anderson, Sympraxis Consulting | @sympmarc
• Emily Mancini, Sympraxis Consulting | @eemancini
• Simon Doy, iThink 365 | @simondoy
• Simon Hudson, Novia Works | @simonjhudson
• Sharon Weaver, Smarter Consulting | @sharoneweaver
Resources:
• Maturity Model for Microsoft 365 - https://learn.microsoft.com/en-us/mic...
• Interested on joining these calls - Download the invite at https://aka.ms/mm4m365/invite
A
Welcome
to
our
February
2023
session
for
the
maturity
model
for
Microsoft
365
practitioners-
it's
great
for
you
to
be
here.
You
know
we're
looking
forward
to
sharing
what
we've
been
up
to
in
in
this
session.
We
are
going
to
be
talking
about
well,
employee
experience
originally
was
around
probably
experience
versus
starting
training,
but
it's
really
talking
about
employee
experience
alongside
the
stuff
and
training
is
an
aspect
of
that
and
we've
got
Mark.
The
two
Simons
and
Sharon
and
Emily
will
be
rejoining
us.
A
We
can
switch
to
the
next
slide,
please
so
in
the
agenda.
Today
we
are
going
to
be
talking
about.
You
know
the
practitioners
and
maturity
models,
giving
you
an
overview
as
we
always
do
and
providing
the
updates
and-
and
you
know,
explaining
the
purpose
of
the
maturity
model
and
this
practitioner
session.
A
B
A
So
yeah
we're
here
every
month,
it's
in
generally
the
third
Tuesday
of
the
month
and
we'll
share
this
link
in
here.
But
if
you
put,
if
you've
got
that
link,
then
that
will
give
you
access
to
our
calendar,
invite
which
is
really
occurring.
A
So
the
purpose
of
a
purpose
of
the
maturity
model,
as
ever
is
is
helping
share
share.
You
know,
sort
of
our
knowledge
experience
from
the
Community
Helping
organizations.
You
know
improve
the
way
that
they
can
deliver
their
business
and
meet
their
business
objectives
using
technology
using
Microsoft
365.
But
this
model
doesn't
have
you
know
it's
not
wedded
to
Microsoft
365.
It
could
be
used
for,
for
other.
You
know
with
other
Technologies
as
well.
A
The
idea
is
to
have
a
a
structure
that
businesses
can
use
to
Benchmark
where
they
are
around
key
competencies
and-
and
we
can
see
those
listed
under
on
the
right
hand,
side
it
also
as
well
helps
you
know.
People
like
ourselves
talk
to
Senior,
Management
and
and
help
the
Senior
Management
teams
under
stand.
A
The
benefits
and
the
impacts
that
Technologies,
like
Microsoft
365,
can
can
give
that
business,
and
hopefully
that
helps
us
to
do
cool
new
stuff
and
interesting
stuff,
which
we
we
all
want
to
be
doing,
but
it
also
helps
create
a
road
map
as
well
behind
that,
so
we
can
use
the
maturity
model
to
create
a
road
map
and
and
hone
in
on
those
areas,
those
competencies
which
is
important
to
to
your
business
or
your
organization
and
the
teams
within
it.
A
As
we
as
we
see
as
you
can
see,
on
the
right
side,
we've
got
a
set
of
competencies,
which
is
all
listed
there
and
if
we
just
hone
in
on
what's
worked
currently
in
progress,
you
know
where
our
effort
is
at
the
moment
is
around
the
employee
experience
and
we've.
That's
all
we're
going
to
share.
Today.
A
We
do
have
some
tools
around
helping.
You
run
a
maturity
model,
365
Workshop,
so
helping
you
build
up
that
road
map
and
understand
what
where
your
business
is
where
it
wants
to
be,
and
then
we've
got
supporting
articles,
so
you
know
principles.
What
do
we
mean
by
search?
What
do
you
mean
by
communication
and
then
how
to
elevate
articles
which,
explaining
how
you
can
move
from
one
maturity
model
level
to
another?
In
those
five
competencies.
B
I
think
I
think
if
anyone
is
new
to
these
calls,
it's
it's
important
to
point
out
that
all
of
this
is
open
source.
This
is
Community
Driven
content,
we're
very
interested
in
your
thoughts.
If
you
read
one
of
these
articles
and
you
have
a
difference
of
opinion
or
you
have
something
that
you
think
we
should
add
we're
very
much
open
to
that.
You
can
do
a
pull
request
in
GitHub
on
it
for
it,
which
can
be
a
little
intimidating.
B
C
My
audio
and
stuff
is
working,
so
here
we
are
so
these
are
the
generic
descriptions
of
the
level
100
through
500,
so
five
levels
in
the
maturity
model
with
level
100
being
the
initial
or
you
might
describe
it
as
the
rubbish
or
we
haven't
thought
about
it
yet
level,
moving
up
with
a
set
of
criteria
that
Define
what
is
at
each
level
and
I
think
that
the
criteria
are
really
important
to
to
spend
some
time
on.
C
It
is
not
driven
by
the
capabilities
of
Technology
just
because
something
is
easy
and
you
could
just
turn
it
on
doesn't
mean
that
would
be
level
100..
Oftentimes
organizations
are
not
mature
enough
to
even
turn
it
on,
and
that's
why
we
have
a
level
100
where
you
haven't
really
thought
about
it
level.
200
is
where
you're
thinking
about
the
the
capabilities,
the
needs
of
the
organization,
if
you
haven't
really
embedded
it.
So
it's
an
automatic
activity
in
the
organization
people
are
sort
of
you
know,
maybe
doing
it.
C
You've
got
policies,
but
not
everyone's
complied
all
that
kind
of
so
slightly
uncomfortable
place.
If
you're
a
manager,
level
300
is
when
you
start
to
be
pretty
robust
at
things:
you're,
not
brilliant,
but
it's
fine.
It's
good
enough
for
most
organizations,
it's
a
good
place
to
be,
and
then
we
move
up
to
level
400,
where
we've
got
active
processes
for
making
sure
that
we
improve
things
as
we
go
along.
C
It's
it's
efficiently,
rolled
out
across
the
organization
we're
taking
advantage
of
advanced
features
where
appropriate
and
all
that
kind
of
stuff
and
level
500,
which
is
the
Nirvana.
No
one
really
gets
there
across
the
organization
as
a
whole,
but
they
maybe
have
pockets
of
level
500
and
within
certain
competencies
within
certain
parts
of
an
organization,
and
that's
where
you've
got.
C
The
whole
thing
is
just
slick
and
elegant
and
self-reinforcing
and
you're,
maybe
using
a
lot
of
Automation
and
maybe
even
some
Ai
and
loads
of
analytics
to
make
sure
everything
is
is
as
close
to
perfect
as
it
could
conceivably
be
with
the
world
the
way
it
is
today.
So
that's
the
that's
the
general
model,
the
question,
then
this
is
going
to
be
the
topic
for
today.
The
question
is:
how
do
we
then
apply
that
to
something
like
employee
experience?
C
What
does
this
level
of
100
to
500
look
like
if
we're
thinking
explicitly
about
fire
level
500
as
I,
especially
about
employee
experience,
and
how
is
that
different,
too
stuff
we've
already
done
with
it
around
Staffing
and
training,
so
we're
going
to
have.
C
But
before
we
do
it's
picture
time,
we
try
and
get
a
quick
video
snapshot
of
everybody
every
time
we
do
this
just
to
say
thanks
to
everyone,
who's
coming
along
and
to
call
out
the
beautiful,
smiling
faces
that
wakes
up
our
audience.
So
what
we
do
at
this
point
is
ask
everyone
to
turn
their
video
on
unless
you're,
desperately
horribly
and
uncomfortably
shy.
But
even
then
you
should
turn
it
on
and
then
we're
going
to
get
everyone
up
into
together
mode,
which
I
think
you
have
control
of
Mark.
B
C
Yeah
and
then
we'll
do
the
the
regulatory
give
us
a
smile,
give
us
a
wave
and
as
we're
doing
that.
B
Not
here
today,
so
I
will
talk
about
this
one.
So
so
you
know
that
we
want
this
this
session,
in
particular
to
be
very
much
a
conversation.
B
Hopefully
we
won't
go
off
into
too
many
tangents,
but
what
we're
looking
for
is
your
feedback
on
what
we're
thinking
about
the
employee
experience
competency,
which
we
are
you
know
in
in
the
beginning
stages
of
writing.
So
you
know
you
know
the
drill,
how
teams
work.
So
if
you,
if
you
want
to
say
something
and
you
and
you'd
like
to
raise
your
hand,
Etc
we'd,
be
happy
to
call
on
you
or
you
can
just
use
chat.
B
There
are
multiple
ways
that
you
can
contribute
to
this
effort
in
general.
We've
already
put
some
links
into
into
chat
about
this.
You
know
we're
always
looking
for
ideas
for
future
sessions.
So
if
you
are
doing
some
work
in
your
organization
about
the
maturity
model
and
would
like
to
present
a
case
study,
even
if
it's
for
10
minutes,
that
would
be
awesome.
We
would
love
to
hear
real
world
stories
about
how
this
is
going
out
there.
B
In
the
field
we
hear
a
lot
of
people
mention
the
the
maturity
model,
but
we're
always
interested
in
what
what
what's
the
outcome?
How's
it
going.
We've
talked
about
contributing
on
GitHub.
You
can
give
us
feedback
again.
Sort
of
you
know,
don't
worry
about
how
you
do
it.
If
you
want
to
get
in
touch
with
any
one
of
us,
we'll
be
happy
to
listen
to
what
you
have
to
say.
B
If
you
want
to
submit
something
through
the
GitHub
interface,
and
you
know
how
to
do
that,
that's
awesome
because
it
captures
it
and
lets
us
do
Version,
Control
and
things
like
that,
and
then
the
other
piece
is
really
to
socialize.
What
we're
doing
you
know
make
sure
that
if
you
see
information
about
an
upcoming
coming
session
that
you
publicize
it
for
us,
you
know
if
you
have
a
user
group
that
you
run
or
that
you
attend.
B
Please
let
the
people
know
that
that
that
that
this
effort
exists,
we're
always
trying
to
widen
our
audience
assuming
that
there's
value
here.
So
please,
let
us
know
if
there
are
other
ways
that
you
think
you
could
socialize
if
you
need
any
help
with
that.
B
These
are.
This
is
our
schedule
for
this
year
it's
always
gelling
and
always
shifting
a
little
bit.
Last
month
we
talked
about
the
road
mapping.
Our
maturity
model
Journey
this
month,
we're
talking
about
employee
experience
versus
Staffing
and
training
not
really
versus,
but
in
concert
with,
we
thought
next
week
we'd
be
with,
especially
with
all
this
chat
GPT
stuff
going
on.
B
We
would
talk
about
artificial
intelligence
and
the
maturity
model,
because
not
every
organization
is
ready
for
AI,
and
then
you
can
see
that
what
we're
planning
for
the
rest
of
the
year
here,
if
you
have
any
strong
feelings
about
any
of
these,
you
notice
that
we've
got
to
be
announced
for
a
lot
of
the
guest
stars.
If
one
of
you
feels
like
you've
got
some
chops
in
one
of
these
topics,
we'd
be
happy
to
have
you
help
Drive
the
session.
B
So
please,
let
us
know,
thanks
for
the
people
who
joined
us
in
January,
actually
was
very
long
list
that
I
had
to
make
the
fonts
smaller.
That's
always
a
satisfying
feeling
also
know
that
there
are
other
sessions
from
sharing
is
caring
that
can
help
you
contribute
to
this
effort,
or
you
know,
help
you
sort
of
up
your
skills
with
GitHub
and
things
like
that.
B
There
are
sessions
about
how
to
update
Community
docs,
there's
first-time
contributor
session
writing
for
the
web,
and
those
are
all
at
that
AKA
dot
Ms
link
next
month,
like
I,
said
we
on
March
21st,
we'll
be
talking
about
artificial
intelligence
and
the
maturity
model.
It's
every
third
there's.
Third,
two
third
Tuesday!
So
if
you
don't
remember
what
the
topic
is
but
want
to
drop
in,
of
course,
you
can
okay.
B
So
really,
what
we
were
trying
to
come
up
with
here
is
with
the
Staffing
and
training
competency
at
the
time
was
how
do
you?
How
do
you
up
your
staff
in
in
training
efforts
to
support
the
Microsoft
365
platform?
Well,
which
is
a
different
Focus
than
the
employee
experience?
They're?
B
Definitely
intermeshed
right,
but
they're,
sort
of
a
different
slice
at
the
same
thing
so
and
and
we
as
we
went
back
and
we
reviewed
what
we
had
put
into
the
Staffing
and
training
competency,
we
realized
that
we
weren't
covering
employee
experience
as
well
as
we
thought
we
could
so
we
need,
we
feel
like.
We
need
a
separate
competency.
B
So
we'll
we'll
talk
a
little
bit
about
what
we
think
the
employee
experience
really.
Is
it's
not
necessarily
the
same
thing
that
Microsoft
thinks,
but
that's,
okay,
we're
going
to
point
out
some
holes
that
we
see
in
the
Staffing
and
training
competency
that
we
think
might
be
filled
by
employee
experience.
We
want
to
build
that
new
competency,
article
and
and
materials
so
that
we
can
add
it
to
the
to
the
maturity
model.
B
We'd
also
love
to
get
some
what
we
call
practical
scenarios,
which
are
more
more
real
world
based
art
articles
up
there
in
in
the
repo
you'll
notice,
there's
a
practical
scenario
section,
which
is
a
little
light
right
now,
but
we
would
love
to
get
some
additional
articles
that
provide
practical
scenarios
around
employee
experience.
So
you
know,
if
you,
if
you
think
of
anything
as
you
as
we're
going
through,
please
let
us
know,
and
then
obviously
we
want
to
find
out
who's
interested
in
helping
us
write.
A
B
A
D
yeah,
so
the
you
know,
I
think
something
which
you
know
we're
quite
we're
excited
about.
I
mean
the
maturity
models.
Being
quite
sort
of
you
know
something
based
in
some
Theory.
It's
you
know
it's
it's.
Sometimes
it
can
be
a
little
bit
difficult
to
know
where
to
start
and
what
we're
hoping
is
that
these
practical
scenarios,
which
are
you
know,
examples
of
of
of
an
application
using
sort
of
maturity,
model
Concepts,
you
know
applied
to
a
specific
competency
or
an
area
to
solve
a
specific
problems
gives
gives.
A
You
know
the
community
gives
you
know,
people
something
that
they
can
actually
go
away
and
do
so.
It
might
be.
You
know
a
takeaway,
it
might
be
an
approach
that
you
can
use
to
improve
your
organization.
A
So
yeah,
you
know
excited
about
these
practical
scenarios.
So
you
know
examples
might
be
you
know
looking
at
you
know
the
ideal
new
starter,
employee,
onboarding
process
or
how
we
can
improve.
You
know
if
you
come
back
to
management
of
content,
how
we
could
improve
the
content
life
cycle
process.
A
If
we
look
at
the
search
competency
now
we
might
improve
how
content
can
be
discovered
and
and
its
findability,
so
yeah
we'd
love
to
hear
your
ideas,
and
you
can
help
us
by
writing
an
article
on
something
that
you've
done
within
your
organization
or
even
just
suggesting
a
subject
area
or
a
problem
that
you
you're
having
and
we
can
then
have
a
you
know,
have
a
look
at
look
at
that
and
how
we
can
tackle
that
problem.
So
that's
that's!
The
idea
of
the
Practical
scenarios
slide.
Please.
B
Okay,
so,
as
I
mentioned,
you
know,
we,
it
I
think
we
as
a
as
a
team.
That's
working
on
the
maturity
model.
Have
you
know,
sort
of
kicked
around?
What
is
the
employee
experience
and
one
of
the
one
of
the
most
obvious
things
we
realized
is
that
employee
experience
is
not
just
Viva
modules
right
and
you
know
if,
if
you
take
a
very
technical
technology,
focused
view
of
what
an
employee
experience
is
and
sort
of
follow
the
the
marketing
rhetoric.
It's
all
about
Viva
right
we've
got
a
bunch
of
Viva
modules.
B
If
we
just
get
those
up
and
running
and
everything
and
and
make
sure,
there's
good
content
there,
then
all
of
our
employees
are
going
to
be
ecstatic
and
love
working
here.
We
think
it's
a
lot
more
than
that,
so
we're
we're
going
to
talk
a
little
bit
about
how
we
think
we
need
to
broaden
our
edges
away
from
just
just
Viva
and
in
fact
you
know
like
we,
we
do
with
all
of
these
competencies
we're
trying
to
talk
more
from
a
business
perspective
than
a
technology
perspective.
B
A
I
mean
you
know
when
we
were
we
sort
of
been.
You
know,
thinking
about
employee
experience,
we're
kind
of
trying
to
look
at
it
from
lots
of
different
perspectives.
You
know
we
were
coming
up
with.
You
know
we're
trying
to
come
up
with
interesting
approaches.
So
one
area
we
think
well
what?
If
you
were
a
tackling
employee
experience
and
you're
trying
to
get
engage
the
business?
You
know
what
areas
would
the
senior
management
team
be
interested
in,
so
we
sort
of
broke
down
into
these
various
roles.
A
So
you
know,
employee
experience
is,
you
know,
is
a
Senior
Management
activity
with
you
know.
We've
talked
about
this.
Actually
it's
a
top
top
down
and
bottom-up.
But
you
know
if
you
were
trying
to
engage
those
Senior
Management,
you
know
which
roles
would
you
go
for
so
you
know
CEO.
We
think
you
know
they're
really
interested
in
that
Vision
culture,
the
strategy
of
the
business
and
so
would
be
looking
to
use
the
you
know.
3
65
tools,
Yammer
or
Not
Sorry
Viva
engage.
Isn't
it
Microsoft
teams?
A
You
know
using
news,
Shepard
news
posts
to
talk
about.
What's
going
on
in
the
organization
on
the
Viva
side,
you
know
using
Viva
goals
to
help
align
the
business
and
the
Departments
and
teams
to
that
strategy
in
those
those
main
business
objectives.
If
we
went
to
move
from
the
CEO
to
the
operator
chief
operations
officer,
you
know
he's
you
know
interested
in
business
process
and
how
the
teams
collaborate,
and
we
also
think
you
know
management
of
content
as
well.
A
Then
you
know
their
focus
on
365s
around
SharePoint
and
teams,
and
you
know,
and
the
big
one
for
me
in
particular,
we've
got
a
new
operations.
Manager
is
looking
at
how
we
can
share
those
business
processes
and
that
knowledge
of
business
using
Viva
topics
if
you're
an
HR
you've
got
Chief
people
officer,
then
you
know
it's
around
training
and
people
and
communities
and
employee
experience.
So
again
with
you
know:
SharePoint
teams
and
Yammer
and
Microsoft
365
tools
and
then
the
Viva
tools.
A
You
know
Viva
learning,
establishing
those
those
learning,
Pathways
understanding
getting
the
pulse
of
the
organization
with
with
Viva
glint
and
and
then
the
pulse
of
a
team
with
Viva
Paul
pulse
as
well,
and
understanding
how
bit
the
people
are
working
to
get
using
viewer
insights,
the
CFO.
Well,
you
know:
we've
they're,
you
know
interested
competencies,
around
governance
and
risk
compliance
around
you
know
the
tool
set
which
they
might
be
interested
in
is
around
purview,
not
sure
on
the
Viva
tool.
Side.
A
I,
don't
think
we
haven't
got
anything
there.
Maybe
the
goals
but
be
interested
in
hearing
your
views.
Cto
CEO.
You
know
interested
in
infrastructure
information
so
search,
so
we've
got
the
M65
Tool
around
search
and,
of
course,
SharePoint
and
teams
in
there
as
well
and
then
moving
down
to
marketing
and
communication,
the
chief
marketing
officer,
you
know
Yammer
or
even
Gage,
SharePoint
we've
also
put
in
power
portals
and
power
Pages.
A
A
You
know
using
Viva
connection,
Viva,
engage
and
vramplify
when
that
is
released,
to
help
establish
more
effective
communication
across
across
the
organization
and
then
finally,
you
can't
forget
about
sales.
Of
course,
you've
got
chief
chief
sales
officer,
who's
interested.
You
know
in
their
CRM
the
Dynamics
and
and
Vita
sales
being
the
main
sort
of
Viva
Tool
there
yeah
we'd
love
to
hear
your
thoughts.
Have
we
got
this
wrong?
What
what?
What?
What
what.
D
C
Experience
is
a
top-down
leadership
driven
activity,
but
it's
also
a
bottom-up
staff
driven
activity
like
so
many
good
things
in
good
businesses.
It
comes
from
both
directions
top
and
bottom,
and
this
would
be
a
sort
of
a
typical
hierarchy
of
Engagement.
D
C
This
being
a
bit
like
Maslow's
hierarchy,
you
know
at
the
bottom,
you
know
people
who
are
just
in
it
just
for
the
money.
You
know
they're
not
going
to
be
very
engaged
and
employees.
What
we
need
to
do
is
is
lift
them,
help
them
through
the
organization,
so
they
get.
C
Some
of
those
other
personal
needs
addressed
things
like
inclusion
and
camaraderie
and
and
those
personal
things
and
right
up
to
the
point
where
they
feel
they're,
making
a
difference,
and
you
know
that
they're
so
fulfilled
through
that
and
right
up
to
that
self-actualization
thing.
If
anybody
wants
to
go
and
look
up
about
those
hierarchy
of
needs,
it's
a
really
powerful
tool
when
thinking
about
your
organization
or
culture.
C
So
all
we're
saying
here
is
that,
when
we're
trying
to
think
about
employee
experience,
it's
not
just
something
which
is
is
not
something
which
is
imposed
on
you.
Although
Senior
Management
have
a
serious
role
to
play,
it's
not
just
the
organizational
culture
that
the
Senior
Management
and
the
the
rest
of
the
management
team
are
trying
to
create,
but
it's
also
about
the
way
that
staff
interact
with
that
and
become
part
of
that.
That
organizational
culture
and
therefore
the
organization
experience,
thank
you
for
that
link,
Mark
as
those
hierarchy
and
he's
one
of
my
favorite
things.
C
So
what
we're
basically
saying
is
next
slide
is:
is
everyone's
responsibility,
whether
you're
top
bottom
in
the
middle,
whether
you're
a
new
Joiner
or
you're
an
old
hand
or
you're
the
person
that
founded
the
company?
You
know
there's
stuff
about
employee
experience.
It's
with
you,
and
certainly
my
observation
is
that
some
of
the
most
significant
failings
of
employee
experience
come
from
peer-to-peer
interactions.
So
yeah
you
can't
just
point
the
finger
at
the
people
at
the
top
or
the
people
at
the
bottom
right.
B
So
so,
as
we
were
thinking
about,
you
know,
where
does
viva
fit
into
this?
How
do
we
think
about
you
know
as
consultants?
We
think
about
everything
right?
How
do
we
think
about
the
the
span
of
an
employee
experience?
We
actually
thought
well.
This
is
much
broader
than
just
the
time
that
you
are
actually
working
at
a
place,
so
there's
sort
of
the
pre-employee
experience
the
during
employee
experience
and
the
post-employee
experience.
B
If
you
think
about
the
maturity
model,
a
lot
of
my
I
would
posit
that
the
lower
maturity
levels
you're
mostly
focused
if,
if
you're
focused
on
employee
experience
at
all
you're
focused
on
it
during
the
time
that
someone
is
an
employee
in
in
employment
right,
while
they're
working
at
your
organization
at
higher
levels
of
maturity,
I
would
say
that
you're
probably
paying
more
attention
to
what
what's
the
what's
the
process
of
coming
in
as
an
employee
like
and
what
is
it
like
after
you
leave,
and
can
you
maintain
a
high
quality
of
employment
experience
even
at
those
levels,
and
it
probably
extends
all
the
way
back
to?
B
How
does
the
company
Market
itself
to
potential
employees,
then?
How
do
you
recruit
them?
How
do
you
hire
them?
The
onboarding
process,
which
in
a
lot
of
organizations,
is
actually
not
all
that
great
so
that
you
know,
if
you
don't
have
a
good
onboarding
process,
then
you
don't
probably
have
a
very
high
level
of
maturity
from
from
an
employee
experience
perspective.
B
Also,
understanding
in
that
that
green
thing,
that
green
box
with
the
arrow
is
something
I
added,
because
I
think
it's
something
that
a
lot
of
organizations
forget
about
when
they're
building
systems
or
they're
building
an
intranet
is
not.
Everybody
knows.
Oh,
so
everyone
knows
where
that
thing
is.
Oh,
everyone
knows
how
to
do
this
particular
thing
that
new
employ
those
new
employee
user
stories.
B
You
have
to
sort
of
manifest
them
in
everything
that
you
do
in
the
organization
if
you've
never
been
to
the
cafeteria
before.
What's
that
experience,
like
I
mean
it
comes
down
to
a
lot
of
very
simple
stuff,
that
everyone
assumes
that
oh
well
you've
been
here
a
long
time.
You
have
to
know
how
everything
works,
so
onboarding
is
very
important
in
having
that
new
employee
user
story
mindset,
there's
management
and
growth
during
the
time
that
you're
an
employee.
How
do
you
rise
up
through
the
ranks?
B
If
that's
what
you
want
to
do,
or
how
do
you
go
deeper
into
the
discipline
that
that
is?
Is
yours
to
focus
on
and
can
you
can
you
succeed
in
in
both
different
ways,
sometimes
going
up
the
ladder?
Isn't
the
right
answer
for
particular
people?
It's,
let
me
be
better
at
what
I
do
and
stay
at
the
level
of
of
sort
of
function
that
that
I
have
today,
so
how
to
how
to
promotion
and
reassignment
work.
How
does
that?
B
You
know
that
whole
sort
of
employee
h
our
kind
of
churn
work
and
then
and-
and
this
is
where
most
of
the
viva
viva
modules
are
going
to
focus
right,
because,
if
you're
not
part
of
the
organization
beforehand
or
after
hand
afterwards,
you
don't
have
access
to
Viva
anymore.
So
they
by
their
very
nature,
only
cover
that
that
during
employee
space
and
then
post
employee,
there's
there's
some
things
that
some
organizations
do
very
well.
B
But
most
don't
do
it
all
some
sort
of
off-board
off-boarding
function
so
that
you
understand
you
learn
from
why
people
are
leaving
the
organization
and
what
what
they're,
what
they're
leaving
for
and
what
feedback
they
have
for
the
organization
that
is
positive
or
negative
so
that
you
can
learn
and
grow
and
then
some
organizations
even
go
so
far
as
to
have
an
alumni
relations
function.
You
know
we
they
stay
in
touch
with
their
old
employees.
B
I
I
used
to
work
at
bainin
company
and
they
still
reach
out
to
me
as
an
ex-employee,
25
or
30
years
later,
and
and
invite
me
to
things
and
you
know,
sort
of
they.
They
have
an
office
that
I
could
reach
out
to
and
and
ask
for
help
with
with
my
career,
and
things
like
that.
C
Yes,
this
Simon,
so
here's
the
thing
we're
sort
of
working
our
way
through
how
to
write
this
competency
right
now.
There's
a
couple
of
things
that
we're
sort
of
grappling
with,
but
one
is
the
interaction
between
this
employee
experience
and
the
all
the
existing
staff
and
training
competency.
We're
pretty
sure
that
they're
different
we're
pretty
sure
that
lots
of
the
staff
and
training
is
a
subset
of
employee
experience,
I'm
going
to
delve
into
that
a
little
bit
more
detail
in
a
minute.
C
But
what
we're
trying
to
do
to
get
the
handle
on
this,
and
this
is
where
we'd
like
your
help,
is
what
are
the
sub
categories?
The
subcharacteristics
within
the
employee
experience
competency,
we've
put
some
some
suggestions
up
here.
You
know
we.
We
could
make
an
argument
that
we
can
split
employee
experience
into
support
and
knowledge
transfer.
You
know
Skilling
people
up
and
giving
them
tools
and
knowledge.
C
They
need
giving
them
a
good
working
environment
or
that
employee
Excel
that
work
experience
looks
like
what
that
culture
that
we've
already
talked
a
little
bit
about,
might
feel
like
to
be
in
it
and
what
are
the
things
that
happened
to
make
sure
that
staff,
well-being
in
inclusion
and
belonging
all
those
sort
of
soft
things
are
well
looked
after
and
for
a
couple
of
these,
you
can
see
we've
put
out
just
some
ideas
of
what
the
sort
of
not
very
good
at
100
level
is
through
to
you
know,
decent
300
level
and
pretty
good
500
level.
C
But
what
we're
looking
for
is!
Is
this
set
of
sub-characteristics
enough
or
we
missed
something.
What
are
the
other
things
that
we
should
be
putting
in
into
the
levels
for
each
of
these
different
headings,
so
we're
going
to
actively
request
that
if
you've
got
an
idea
right
now,
please
put
it
in
the
chat
or
send
us
an
email
or
put
it
on
Twitter.
Any
damn
way.
C
We'll
do
because
we're
in
the
process
of
trying
to
write
this
document
up,
and
we
would
love
some
view
because
all
of
you
are
operating
in
different
organizations
and
we're
not
so
economical
that
we
think
that
we
have
the
only
view
on
what
it
feels
like
to
be
an
organization.
So
I
would
really
appreciate
your
feedback
on
the
headings
and
what
these
individual
characteristics
might
be
like.
B
Maybe
maybe
pause
here
and
see
if
anybody
has
anything
they
want
to
come
off,
mute
and
say
about
this
one.
E
E
Yeah
I
think
it's
just
support.
Knowledge
transfer
seems
problematic
to
me
because
I'm
thinking
of
people
and
communities
a
lot
for
that,
because
I
was
considering,
people
in
communities
is
around
how
people
interact
with
each
other
in
teams
and
communicate,
and
a
lot
of
that
relates
to
transferring
knowledge
amongst
themselves.
Peer-To-Peer.
E
C
Okay,
I
think
that's
a
terrific
point
mark.
We
again
we're
battling
to
try
and
make
sure
that
we've
got
some
edges
around
this
competency
compared
to
some
of
the
others.
But
let
me
let
me
just
ask
the
question
back
to
you.
If
I
may
so,
I
completely
agree
about
that
sort
of
spontaneous
peer-to-peer
and
Community
to
community
interaction.
What
about
the
stuff
that
the
organization
needs
you
to
know
where?
E
I
I
I
think
that's
in
the
communications
competency,
because,
if
I
recall,
that's
more
org
wide,
and
so
that
might
be
say
how
you
use
SharePoint
communication
sites
save
from
HR
to
communicate
these
things
and
I'm
doing
a
project
at
the
moment
with
an
non-profit
where
I
kind
of
thought,
the
some
aspects
of
communication,
the
org
wide
side,
fell
into
that
side
of
things
with
what
HR
might
need
to
communicate.
E
I
I
get
with
the
onboarding
side
of
things,
but
that's
more
structured
knowledge
than
then
experience
like
there
may
be
an
aspect
of
that
which
relates
to
how
good
the
experience
is
like
how
many
modes
do
you
have
for
learning,
but
in
itself
I.
Don't
think
it's
it's
exactly
about
knowledge
transfer.
C
Okay,
cracking
points,
no
I,
think
it's
absolutely
right:
I'm,
hoping
that
somebody's
captured
all
that,
if
not
we're
gonna,
have
to
go
back
and
watch
the
recording
but
I
think
you're.
Absolutely
right.
I
think
that
whole
section
can
be
covered
under
people
and
communities
and
the
communication
competencies.
We
may
need
to
just
tweak
those
two
documents
to
make
them
explicitly
doing
that.
So
that's
great
terrific!
This
is
a
kind
of
contribution
we
want.
Has
anybody
got
any
other
suggestions
or
thoughts.
F
Yet
my
name
is
Sanjeev.
I
have
a
question
here.
So
when
you
talk
about
knowledge
sharing,
you
are
talking
about
the
ongoing
work.
You
know
that
employees
are
doing
on
the
technology
side
and
sharing
that
information
across
you
know
the
team
is
that
what
we
are
referring
to
here?
F
A
That's
that's
an
aspect
of
it.
Isn't
it,
but
it's
it's
it's
it's
a
sub,
it's
part
of
it
it's
you
know
it
might
be
more
formal.
You
know
this
is
you
know
these
are
the
business
processes
which
this
team
runs.
It
also
may
be.
You
know,
yeah
how
you
escape
from
the
building
when
the
fire
alarm
goes
off,
so
you
there's
yeah,
but
that's
that's,
definitely
part
of
it,
but
it's
also
a
broader
knowledge
transfer
as
well.
What
are
the
things
when
you
start
an
organization?
B
Yeah
yeah
a
lot
of
a
lot
of
what
people
spend
their
days
doing
are
not
Technology
based,
but
the
Technologies
within
Microsoft
365
are
often
the
way
we
deliver
that
information
to
people.
So
yes,
we
need
them
to
be
good
at.
You
know
looking
at
the
intranet,
but
we
also
have
to
make
sure
that
the
content
that
they
need
in
order
to
be
a
good
employee
exists
somewhere
that
they
can
access.
F
F
F
A
F
Know
yeah,
we
have
like
say
we
usually
set
up
one
meeting
a
week
between
teams
where
they
are
sharing
each
other.
You
know
work,
we
spend
you
know
sometimes
even
half
a
day
on
that.
B
Yeah
I
worked
with
I
worked
for
a
company
years
ago,
where
every
Friday
was
learning
day
and
we
would
schedule
multiple
topics
and
meetings
for
you
know
back,
then
we
had
to
go
into
rooms
to
see
each
other
and
and
we
would
have
multiple
learning
opportunities
on
Fridays.
It
was
a
consulting
company,
so
Monday
through
Thursday,
we
might
be
traveling,
but
Friday
was
sort
of
sacrosanct
and
we
would
be
in
the
office
and
we
would
learn
things.
That
was
an
unusual
thing,
especially
in
a
Consulting
organization,
because
that
was
unbillable
time
on
purpose.
B
You
know
so
so
I
think
I
think
that
investment
that
you're
talking
about
is
it's
a
more
mature
level.
You
know
it's
it's
it's
saying
you
know
somebody
is
saying:
okay,
bringing
people's
skills
up
is
you
know
from
a
Knowledge
Management
perspective
from
a
customer
satisfaction
perspective
really
important.
That
then
makes
employees
happier
with
what
they
do,
because
they're
supported
they're
they're
learning
on
the
job.
That's
a
that's
a
great
point.
E
Sorry
I
was
I
was
just
going
to
come
in
on
something
else,
but
around
the
work
experience
where
you're
talking
about
the
the
content
like
safety,
environment
and
things
like
that
and
I
think
to
maybe
on
picks
on
the
confusion
like
there's
the
content,
that's
there
like
on
their
work
experience,
but
then
there's
like
how
well
is
this
delivered
to
people?
Does
everyone
know
of
these
things
as
opposed
to
the
content
themselves?
E
If
that
makes
sense,
so
I
think
there's
something
maybe
to
look
at
in
that
sense
to
avoid
some
of
the
confusion,
if
that
makes
any
sense,
so
you
know
you
could
you
could
see
some
of
this
as
yes,
you
know
everybody
needs
to
know
about
safety,
environment
and
so
on,
and
that's
going
to
be
part
of
the
communication
to
some
degree,
because
that's
content
that
needs
to
get
across,
but
on
another
level.
E
How
well
is
this
received?
Do
people
are,
are
people
able
to
access
this
content
very
easily
and
be
knowledgeable
about
it,
or
is
there
a
lot
of
work
to
be
done
in
in
that
people
are,
are
confused
by
it
or
not
aware
of
it
or
something,
so
it
may
be
on
a
more
qualitative
basis
than
a
Content
basis.
If
that
makes
sense,
some
of
this
yeah.
A
B
Does
it
does
make
sense?
It's
almost
like
the
information
architecture
for
the
organization
itself,
I
think
that's
what
I
hear
you
saying
it's.
How
do
I
know
that
something
even
exists
or
how
do
I
get
to
it?
The
the
experience
of
you
know
it's
it's.
It
said
that
that
experience
of
walking
into
an
office
building
and
not
seeing
any
signs
that
tell
you
which
direction
to
go
for
various
functions.
Yeah.
E
E
You
know,
and
you
know,
do
they
feel
comfortable
about
or
confident
that
they
know
these
things,
so
you
know
it's
how
they
feel
about
these
things.
Do
they
feel
confident?
Do
they
feel
knowledgeable
or
are
they
confused
by
it?
And
you
know
that
indicates
something
needs
to
be
added
to
the
experience
of
knowing
these
topics.
It's
not
the
topics
themselves
as
such.
B
Yeah,
it's
a
I
mean
it's.
Some
of
that.
You
could
certainly
cover
with
the
onboarding
experience
right.
You
know
here
are
the
places
that
you
can
get
information
about
all
of
the
stuff
you
need
to
know,
but
it's
almost
like
you
need
to
revisit
that
every
once
in
a
while,
you
know
every
six
months
we
have
the
you're
you're
you're
you're,
a
new
you're
new,
again
meeting
right
sort
of
a
a
refresher
because
things
change
all
the
time
right.
E
Yeah,
yeah
and
and
then
what
about
Performance
Management,
so
you
know,
do
you
feel
you
know
where
you're
going
in
your
career
within
that
you
know
company
it?
You
know,
and,
and
you
know
it's
that's
in
fact
you
have
Performance.
Management
should
probably
be
on
there.
But
it's
you
know
again
it's
more
around
how
yeah?
How
well
do
people
feel
in
control
of
their
career
paths,
or
you
know
they
know
where
they're
going
Etc
and
you
know
in
that
sense.
E
You
know
that
qualitative
sense
is
sort
of
what
I
was
getting
across
yeah.
So.
B
Yeah,
that's
pretty
great
I.
You've
got
some
great
ideas
here,
I'm
wondering
if
you'd
be
interested
in
helping
us
flesh
this
out
some
more
after
the
call
I
mean
not
right
after,
but
you
know,
yeah.
Could
we
reach
out
to
you
or.
D
B
E
Yeah
well
I'm
trying
to
work
through
all
the
competencies
with
a
client.
You
know
and
I
see
how
there
are
different
interpretations
to
these
things.
You
know
and
also
there's
a
need
to
clarify
the
so
you
know
you're
properly,
reviewing
them
in
their
appropriate
boxes.
You
know
so.
Yeah
I
was
just
trying
to
figure
out
an
approach
to
it,
but
yeah
I
I
happen
to
be
sort
of
in
this
area
and
a
couple
of
others
so
yeah
we
can
always
some
email
offline
and
get
get
some
way
to
extreme.
A
Just
on
on
that,
you
know
the
work
experience
with
the
safety
environment,
I
guess
another
part
of
that
is
being
able
to
influence
that
as
well
to
make
it
more
safe
to
be
able
to
improve
environment
and
and
feel
that
that
you're
being
listened
to
I.
Guess
too
yeah
yeah.
E
Sorry,
one
last
thing
is
obviously
inclusivity,
so
you
know
I
mean
I
would
have
imagined
people
who
might
need
adaptations
in
the
workplace
also
and
the
fact
that
they
could
maybe
have
some
means
of
being
able
to
specify
if
they
have
any
special
requirements
to
support
them
in
the
workplace.
You
know,
for
instance,.
B
A
Right:
okay,
yeah-
that
was
really
really
great
stuff,
thanks
Mark,
so
yeah,
you
know
we
were,
you
know
the
kind
of
what
started
this
all
off.
Was
you
know
this
staff
and
training
versus
employee
experience
and-
and
we
wanted
to
talk
about
about
the
differences
really
so
this
what
you
know,
staff
and
training.
Really
when
we
were
thinking
about
the
competency,
was
around
system
adoption
and
so
we're
starting
training.
We
had
these
different
levels.
A
You
know
that
the
system
you
know
level
100
is
you
know
it's
launched
and
there's
no
there's,
no
training,
there's
no
guidance.
You
know,
people
just
have
to
kind
of
you
know
just
make
it
up
as
they
go
along
and
you
know
and
and
try
to
try
their
best,
and
you
know
generally
that
that
system
doesn't
really
go
very
very
far.
A
A
A
You
know,
and
they
are
not
the
help
desk
they're,
not
I.T.
They
they
are.
You
know,
maybe
another
department,
the
IT
Help
Desk
functionality,
they
just
they're
purely
you
know.
If
it's
they
just
fix
it,
they
reboot
the
servers,
they
reset
applications
and
then
they
just
provide
that
break
fix.
A
So
in
level
200,
it's
okay!
You
know
we're
starting
to
get
some
sort
of
support
capability.
We're
gonna,
move
on
to
300
the
it
resource
there.
Is
it
resource,
they're,
knowledgeable
about
the
system
they're
available?
They
can
provide
some
guidance
and
strategic
guidance
on
where
that
resource
is
and
how
it
can
be
used
within
the
organization.
It's
again,
it's
a
typical
level.
300!
It's
it's
well
thought
out.
It's
proactive
from
from
there
we've
got
moving
to
level
400.
A
You
know
we're
starting
to
kind
of
look
at
how
you
know
how
what
effect
is
this
system
having
on
the
organization
and
to
do
that
we
need
to
put
metrics
in
place.
We
need
to
be
able
to
report
on
on
on,
what's
being
used
and
how
often
it's
being
used.
So
we
can
sort
of
show
the
organization
the
Senior
Management.
You
know
this,
this
system
is
having
an
impact.
A
This
is,
this
is
how
it's
benefiting
us
and
then
from
Level
400
level,
500
this
again
building
this
community,
this
a
a
community
centers
of
excellence
around
that
that
system,
so
that
there
is
a
user
Community
which
can
help
others
get
up
to
speed
and
solve
the
problems.
A
And
you
know
a
lot
of
you
know
if
you
think
about
the
Power
Platform,
all
the
work
that's
been
going
on
in
with
powerapps
and
and
creating
a
center
of
excellence
around
there
with
the
center-backs
and
starter
kit,
so
creating
that
Community
around
it
to
really
help
drive
and
transform
how
that
that
solution
or
that
system
helps
the
business,
do
more
and
achieve
more
yeah.
B
So
I
mean
I
I.
Think
you
you,
you
know
you
made
the
point
that
it's,
we
really
were
focusing
a
lot
on
sort
of
system,
adoption
with
staff
in
training,
as
opposed
to
the
the
breadth
of
employee
experience,
I'm
wondering
if
we
should
sort
of
skip
through
these
next
five
slides
and
just
have
a
more
open
conversation.
Does
that
sound
good
to
everybody?
B
Those
kids
make
great
I,
think
I
think
we
probably
would
get
more
value
out
of
sort
of
going
back
to
our
goals
and
asking
everybody
on
the
call.
You
know
again
more
thoughts.
You
know.
B
One
of
the
things
we
were
trying
to
do
in
in
in
in
this
is
identify
people
like
Mark
and
don't
be
intimidated
if
you
haven't
said
anything
yet,
but
somebody
who's
interested
in
helping
us
put
together
this
employee
experience
competency
talk
about
what
organ,
what
what
benefits
the
organization
gets
out
of
a
good
employee
experience,
and
if
you
have
specific
examples
that
we
might
be
able
to
turn
into
a
practical
scenario,
that
would
be
awesome,
but
any
other
thoughts.
B
C
Okay,
you
know,
you've
got
your
hand
up.
Do
you
want
to
tell
us
what
you're
thinking.
G
Hello,
everyone
I
have
one
point
to
make
here
regarding
the
onboarding:
I
am
working
for
the
organization
where,
in
fact,
the
client
where
they
need
to
hire
the
people
every
week
and
where
I
feel
that
there
is
the
onboarding
process
which
is
already
there,
but
which
is
lacking
employee
experience
when
new
hires
join
the
organization
and
whatever
the
experience
we
should
give
them
from
the
beginning,
which
is
missing
there
and
I
feel
we
kind
of
make
a
process
for
those
new
hires
people
where
we
can
involve
everything
whatever
is
expected
from
the
beginning,
or
they
should
feel
comfortable
once
they
join
the
organization.
G
What
is
their
role?
What
is
their
responsibility
for
what
they
are
working
and
what
is
their
competency,
so
I
think
that
would
be
beneficial
for
an
organization
where
those
are
hiring
every
week
and
now
and
then
and
it's
kind
of
easy
experience
for
the
new
hires.
B
Yeah
I
think
the
organizations
that
have
a
high
turnover
like
that
need
to
think
about
things
in
a
slightly
different
way
than
an
organization
that
has
very
low
turnover
same
same
concerns,
but
at
different
rates
at
different
frequencies.
Probably.
G
C
A
You
know
to
find
that
scope,
isn't
it.
You
know,
maybe
that's
a
part
of
its
to
site
to
find
the
scope
of
the
employee
on
boarding,
I,
guess,
yeah.
G
Okay,
yes,
yep
yeah,
the
merger
major
challenge.
We
see
that
once
the
new
hires
join
the
organization,
they
feel
that
or
they
are
not
able
to
identify
their
roles.
Even
everything
has
been
provided
them.
That
hey
look.
This
is
your
team
that
you
are
going
to
join.
You
will
be
working
with
the
these
many
people
that
they're
expert
on
different
things.
G
B
I'd
be
interested
for
the
folks
on
the
call
and
I
I
was
going
to
do
a
poll,
but
I
don't
think
I
can
do
it
because
I'm
not
in
the
right
tenant.
How
long
does
it
take
in
your
organization
before
somebody
feels
like
they're?
You
know
sort
of
up
to
speed
you
know
in
in,
especially
if
you're
you
know
maybe
you're
putting
people
on
the
job
right
away,
but
but
how
long
does
it
take
my
my
experiences?
It's
about
three
months
in
a
lot
of
sort
of
knowledge
worker
roles?
B
G
G
What
is
expected
from
the
role
and
the
project
and
the
delicate
activities
and
functions
that
they
should
perform
on
the
role,
but
the
people
which
are
kind
of
junior
or
less
than
five
years
of
experience,
I
would
say
they
are
not
much
competence
or
they
are
lacking
in
these
process.
A
We
sort
of
work
with
with
with
Juniors
and
we
sort
of
say
six
months,
yeah
and
I.
Think
Market.
You
know
I'd
agree
with
you
three
months
for
for
more
senior
yeah.
Well,
maybe
middle
yeah.
F
Actually,
in
my
company
this
is
Sanjeev
in
my
company.
You
know
when
we
had
senior
people.
That
means
you
know
for
me
more
than
10,
and
in
that
case
you
know
maybe
15-20
days,
people
get
the
things
going
and
Junior
people.
You
know
again
in
three
months.
D
D
One
thing
I'm
thinking
about
one
thing
is
how
long
time
from
like
the
day
they
start
until
they
kind
of
run
on
their
own,
but
then
I'm
with
curious.
How
many?
How
much
time
do
the
company
use
on
that
person
in
the
onboarding?
If
you
have
like
a
half
a
day
or
just
a
day,
this
is
the
company
you're
welcome.
That
might
not
be
enough.
What
I've,
seen
and
also
I
experienced
myself
is
to
have
like
a
three-day
onboarding
where
you,
it
all
divided
up
in
into
meeting
different
parts
of
the
organization.
D
Have
some
team
building
within
the
Newbie
group
like
do
you
are
like
10
or
more
starting
at
the
same
time,
and
then
you
kind
of
have
your
own
break
the
ice
exercises
and
explain
yourself,
and
so
you
kind
of
become
like
a
class
that
you
know
this
is
this.
D
Is
my
group
that
I
started
with
and
then
we
kind
of
become
friends
supporting
each
other
along
the
way,
so
actually
investing
a
few
days
in
the
first
time,
not
just
that
one
day,
good
luck,
kind
of
thing,
but
you
actually
have
at
least
three
working
full
working
days
and
and
spend
some
time
because
you
need.
Sometimes
that
is
one
key
I
think
is
a
plus
that
you
can
take
with
you.
B
This
is
this
has
been
great
love
to
have
the
conversation
like
this
I'd
speak
for
all
of
us,
in
that
it's
it's
much
more
fun
to
get
your
perspectives
and
and
valuable
than
just
to
have
us
talking.
He
says
as
he
talks,
so
it
is
10.
It
is,
is
one
minute
before
the
hour,
so
you
know.
Thank
you
very
much
for
joining
us.
You
know
a
bunch
of
links
here
that
can
help
you
can
get
it
get
engaged
more
with
the
maturity
model.
B
If
you'd
like
to
our
next
call
will
be
March
21st,
where
we'll
be
talking
about
artificial
intelligence
in
the
maturity
model,
I'm
sure
there
will
be
a
lot
of
opinions
on
that
one
and
and
something
will
have
changed
between
now
and
then,
because
it's
a
very
fast
moving
topic
and
I.
Think
with
that
one
that
one
we're
hoping
will
also
be
very
much
a
conversation,
because
you
know
the
paint's
still
wet
on
all
of
that
we'd
love
to
get
your
thoughts,
we
will
absolutely
give
you
the
presentation.
B
We
we
put
it
into
the
this,
see
the
the
link
there
that
says
slide
decks.
It
will
be
there
right
after
the
call,
and
then
we
also
post
the
videos
on
YouTube
That's,
the
YouTube
link-
that's
right
above
it,
so
you
should
have
access
to
everything
and
I
will
make
sure
that
these
links
on
that
slide
go
into
the
chat
as
well.