Unleashing the Power of Internal Social Media Within Your Organization
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Transcript of Unleashing the Power of Internal Social Media Within Your Organization
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What do social media users want from a company?
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Ensures that all of its content is accurate and reliable
Ensures its Intranet and its social media integrations are easy-to-use
Posts content that is interesting and valuable to the user
Ensures content is readily accessible and easy to find
Develops visually appealing online designs
Consistently updates and keeps content fresh on all social media platforms
Offers content that is easily shareable
Provides its users with access to exclusive content or information online
Establishes open dialogues with employees
Regularly solicits feedback and criticism from employees Invites employees to interact with each other
Encourages employee participation on the social networks it operates
Uses social media to mobilize its employees to engage in offline activities
Has a visible and active CEO or senior leadership presence online
Uses a targeted social media approach to reach different types of people
Makes use of the most relevant, popular and trend-setting social media platforms
Has links to each of its social media platforms on the home page of its Intranet
Actively engages users through the use of several social media or interactive platforms
Integrates its content throughout all of its social media platforms
Is willing to take risks to try new and innovative social media strategies that enhance the user experience
Has a committed team of company ambassadors that participate online and act as the face of the company
When it comes to internalsocial media,what do employees really want from a company?
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If you provide the right tools, can Internal Social Media
initiatives
Engage and motivate employees?
Create brand ambassadors?
Bolster reputation internally and externally?
Help employees contribute to bottom-line business results?
So what? The business case for ISM
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Internal Social Media effectively engages employees
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Uses a targeted social media approach to reach different types of people
Consistently updates and keeps content fresh on all social media platforms
Develops visually appealing online designs
Makes use of the most relevant, popular and trend-setting social media
platforms Integrates its content throughout all of its social media platforms
Actively engages users through the use of several social media or interactive
platforms
Uses social media to mobilize its employees to engage in offline activities
Ensures content is readily accessible and easy to find
Has a committed team of company ambassadors that participate online and
act as the face of the company
Offers content that is easily shareable
Encourages employee participation on the social networks it operates
Is willing to take risks to try new and innovative social media strategies that
enhance the user experience
Invites employees to interact with each other
Ensures its Intranet and its social media integrations are easy-to-use Provides its users with access to exclusive content or information online
Establishes open dialogues with employees
Posts content that is interesting and valuable to the user
Ensures that all of its content is accurate and reliable
Regularly solicits feedback and criticism from employees
Has links to each of its social media platforms on the home page of its
Intranet
Has a visible and active CEO or senior leadership presence online
The executive team in my company supports and lives our values My companys values are clearly aligned with our business strategy
My companys executive team clearly explains the direction the company is
heading
My company has a set of clearly defined values that drives all of our behavior
My companys executive team shares positive and negative news openly
My companys executive team exemplifies authentic, open and honestcommunications
The executive team in my company communicates regularly about our
company values
My companys executive team clearly explains the reasons behind decisions
I receive consistent information from all the leaders in my company
My supervisor takes the time to listen to the opinions and ideas of others
My supervisor responds to my feedback
My supervisor provides clear direction and priorities for our work group My colleagues are comfortable sharing information and ideas with peers
In my company, I am comfortable sharing information and ideas
I have all the information thats necessary for me to do my job
Information and ideas flow freely within my organization
ISM is one tool among many
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APCO Worldwide and Gagen MacDonald jointlysponsored an online survey among U.S. adults who have
been employed full-time at least one yearat a company with at least 500 employees.
The purpose of the study is to determine the state of the
U.S. workplace as viewed by Americas workforce.
This years study explored employment-related issuesand how companies communicate with their employees,
with a particular focus on the use and prevalence of
internal social media (ISM)in the workplace.
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The investigation
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How are companies using social media?
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The studys top insights
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Insight 1: Employee retention & recruitment
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Social media is a job search fact of life
Considerations for retention and recruitment
1 Source: Study by Jobvite, as reported at mbaonline.com2 Source: 2011 Cisco Connected World Technology Report, www.cisco.com/go/connectedreport
ISM can empower employees to become better brand ambassadors
your stealth recruiting team
ask about social media policies during job interviews2
at a company that bans social media or they will circumvent the policy2
credit Facebook with helping find their jobs1
and promising candidates bringhighISM expectations:
18.4 million Americans
2/3 of college students
56% claim theyll forego a job
http://www.cisco.com/go/connectedreporthttp://www.cisco.com/go/connectedreport -
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Insight 2: ISM demonstrates & supports innovation
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ISM can help drive new discoveries, but alone is not
a panacea for innovation
Tailor innovation tools to your innovators the way employeesengage ISM depends on industry, function and demographics
Considerations for innovation
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Intuits Innovation Management
Created Intuit Brainstorm to launch an innovation initiative
Broke down barriers for communication between silos
Innovation development timeline decreased by 60% (from 13
months to 5 months)
Idea creation increased a reported 1,000%
Participation in idea creation increased 500%
More than 3,800 ideas were generated
Considerations for innovation
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Insight 3: ISM supports collaboration
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Considerations for collaboration
To foster collaboration, you need to balance fears with
potential opportunities
The enterprise cost ofnotfinding information is extremely high
Fostering a culture ofreciprocal trustis essential
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Considerations for collaboration
Wells Fargo taps into the Wisdom of Crowds
Only pilots ISM tools after business lines identify a specific need
ISM tools have helped break down hierarchical, organizational and
geographic boundaries
Employees report ISM tools eliminate duplicate efforts and make meetings
shorter and the company feel smaller
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Insight 4: ISM supports active employee advocacy to uphold brand & reputation
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Considerations for employee advocacy
Just like other employee engagement channels, ISM must
support employee buy-in and effective communication flow
Leaders need to know the role of ISM in company advocacy
and how to use it
ISM should reinforce dialogue up, down, and across thecompany
Employees should consider ISM an open and honest arena
Employees should consider themselves ISM co-creators
ISM strategy and Social EQ: social media cascades from internal
to external channels
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Ensures that all of its content is accurate and reliable
Ensures its Intranet and its social media integrations are easy-to-use
Posts content that is interesting and valuable to the user
Ensures content is readily accessible and easy to find Develops visually appealing online designs
Consistently updates and keeps content fresh on all social media platforms
Offers content that is easily shareable
Provides its users with access to exclusive content or information online
Establishes open dialogues with employees
Regularly solicits feedback and criticism from employees Invites employees to interact with each other
Encourages employee participation on the social networks it operates
Uses social media to mobilize its employees to engage in offline activities
Has a visible and active CEO or senior leadership presence online
Uses a targeted social media approach to reach different types of people
Makes use of the most relevant, popular and trend-setting social media platforms
Has links to each of its social media platforms on the home page of its Intranet
Actively engages users through the use of several social media or interactive platforms
Integrates its content throughout all of its social media platforms
Is willing to take risks to try new and innovative social media strategies that enhance the user experience
Has a committed team of company ambassadors that participate online and act as the face of the company
The Internal Social Media Model
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Quality content is king but varies by audience
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ISM is nice, but leadership matters more
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Unisys: A 138-year old tech firm goes social1
Understanding its culture, Unisys determined:
1. The why not the what should come first2. Employees value most what they help to build
3. Executives must lead by example
4. ISM must be embedded in the culture
1Source: Meister, Jeanne C., Increase Your Company's Productivity With SocialMedia, Harvard Business Review Blog Network
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Unisys: ISM investments support business goals
Inside Unisys fosters collaboration and productivity
Fosters broad array of well-read executive and employee postings
Has become a crucial sales tool to share wins and learn from losses
My Site spurs innovation with Ask Me About feature
In 18 months, 15,000 Unisys employees world-wide (out of 23,000)
built profiles and created hashtags
Tool quickly matches expertise with cross-functional challenges
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Three key lessons
1. An ISM strategy should be built from within
informed by its culture, driven by distinct business
needs, and embraced by early adopters
2. Executives and leaders should not only align around
strategy, but embody the change they envision
3. Social media guidelines are good, but training for
social media literacymakes them sustainable
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What steps should you take next?
1. Diagnose
What business dilemma youre solving for
How employees currently engage social media and your Intranet
2. Mindset for Design
Understand allyour fears and limitations: cultural, psychological, legal,financial and technical
Align leaders around business goals and practical limits
3. Establish Guiding Principles
Determine cultural stance
Develop social media guidelines and metrics for success
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What steps should you take next?
4. Implement Sustainably
Choose onlythe ISM tools (wikis, chat, blogs, microblogs, etc.) that are
relevant to your culture and business challenge
Train for across-the-enterprise social media literacy
5. Measure and Adjust Use surveys, ISM diagnostics and agreed-to metrics to determine use
patterns and enterprise value
Keep what works, tweak what doesnt
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Todays presenters
Evan Kraus
Evan Kraus is senior vice president of APCOOnline, a service group that deliverspowerful, results-focused onlinecommunication strategies for APCOWorldwides clients around the world.Under his leadership, APCO Online hasemerged as a recognized leader in helpingclients leverage the online channel toshape their reputation and influence issue
environments.Mr. Kraus has served as a senior strategiccounselor for many of the worlds largestbusinesses helping them optimize theirWeb presence, tell a better corporatestory, push their messages out to targetaudiences, shape online issue debates,identify, attract and mobilize supportersand endorsers, conduct outreach tobloggers and other new media channels
and analyze the online environment toform strategy.
Maril MacDonald
Maril pioneered a discipline that initiatescollaboration with corporate leaders tooptimize business performance byengaging and mobilizing stakeholdersbehind a companys strategic goals, itsculture and its brand. Maril founded GagenMacDonald in 1998 and serves as thefirms CEO. The firms clients include someof the most recognized brands in theworld. From 1993 to 1997, Maril served asvice president, corporate communications,and was a member of the executivemanagement committee for Navistarwhere she directed the companys highlysuccessful turnaround. She also heldleadership positions with Pitman-MooreInc., Bayer USA Inc. and The Standard OilCompany/British Petroleum. Maril is pastpresident of the board of directors of theArthur W. Page Society and a trustee ofboth the Institute for Public Relations andthe Arthur W. Page Center. Maril is alsothe founder of Let Go & Lead(letgoandlead.com), an online communitydedicated to leadership in the 21st century.
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Research methodology
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Employees represent a cross-section with respect to company size, industry, job responsibility, tenure, gender, and age.
Data were analyzed using crosstabulations and advanced analytical techniques to understand theunderlying relationships within the data set.
Survey Population: U.S. full-time employees
Sample Design: Online panel screened
Eligibility Criteria: Employed full-time at least one year ata company with at least 500 employees
Sample Size: n = 1000
Margin of Error: 3.1% (at 95 percent confidence level)
Data Collection Methodology: Online
Field Dates: October 7-11, 2011