- Knowledge sharing. Offering repositories for case studies, samples, and other existing information can help people with similar problems avoid having to start building their solutions from scratch. Examples range from Habitat for Humanity’s fundraising templates to Bennett Jones’ Share Your Work widget. Sometimes, knowledge sharing can be as simple as a Q&A tool to connect employees with questions to colleagues with answers.
- Innovation management. Companies managed and encouraged innovation by offering users tools for taking ideas and improvements from conception to completion. Indeed, this is the sole purpose of Mota-Engil’s winning InnovCenter. Verizon offers a mobile version to capture ideas as they occur, which is often on outside jobs, far from any old-fashioned suggestion box.
- Comments. The simplest way to inspire user-contributed intranet content is to let employees comment on existing information, ranging from news stories to knowledge bank resources. Commenting features reduce the fear of the blank screen; systems that force people to create content from scratch every time inhibit user participation.
- Ratings. Giving a grade requires even less work than writing a comment, and thus rating systems can further broaden user participation. Sites that use ratings can list top-rated resources first in menus or give them added weight in search listings. Mota-Engil and Verizon offered an even simpler approach by noting how many users had previously accessed a resource (even if they had not rated it). Sometimes, bad content gets substantial use simply because it addressees a key need; on average, however, better stuff gets used more, so a usage count is a reasonable proxy for quality — and has the huge benefit of requiring no extra effort from users.
- Participation rewards. We know from research on social features that user participation increases when contributors are visibly rewarded, such as by adding points or badges to their profiles. Many winning intranets did exactly that. Because there’s real business value to features like knowledge sharing and innovation management within an enterprise, some intranets went beyond the symbolic value of visible recognition and offered real prizes to employees who gathered sufficient participation points.
- Customized collections. The default intranet information architecture (IA) must be based on the average employee’s tasks and usage patterns, but can never predict any individual user’s information needs with 100% accuracy. To contend with this fact, designers often allowed users to customize content collections.
From Jakob Nielsen’s Alertbox