Using Social Media to Empower Employees: Confernce Board Workshop

9,079 views
8,465 views

Published on

Published in: Business, Technology
2 Comments
26 Likes
Statistics
Notes
  • Hi

    Congratulations for yor presentation, its really good!

    I ’d like to share with you the version 0.1 of my e-book “Internal Communication 2.0: A Cultural Challenge”, where I talk about some of my work experiences, my ideas and thoughts regarding this topic.

    You can download it for free and I look forward to your comments and ideas to go on enriching this book. As I already told you, this is the version 0.1 so I hope we can improve it togheter:

    The book its here, in slide share:

    .http://www.slideshare.net/formanchuk/internal-communication-20-a-cultural-challenge

    Thanks!!!
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Nice job on the webinar - very informative and valuable!
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total views
9,079
On SlideShare
0
From Embeds
0
Number of Embeds
6
Actions
Shares
0
Downloads
544
Comments
2
Likes
26
Embeds 0
No embeds

No notes for slide

Using Social Media to Empower Employees: Confernce Board Workshop

  1. Extending
Brand
to
Employees The
power
of
social
media:
empowering
employees
to
put
it
to
work Conference
Board 11.17.08
  2. AGENDA •
INTRODUCTIONS •
CONTEXT:
WHAT’S
THE
BIG
DEAL? •
WHAT
EMPLOYEES
WANT •
DESIGNING
A
PROFESSIONAL
“SOCIAL”
NETWORK •
ANCHORS
&
OBSTACLES •

RECESSION
ISSUES •
TOOLS
&
RESOURCES
  3. COMMUNITY
YOU
LOVED….WHAT
MADE
IT
GREAT?
  4. What
Employees
Want|What
Companies
Want
  5. What’s
the
same IdenYfy
with
‐‐
and
believe
in
‐‐
company. My
work
ma]ers. Help
and
get
help. Be
heard,
have
a
say.
  6. What’s
different Trust. Access
to
informaYon. Empowerment
(with
or
without
company) Influence.
  7. People are changing faster than companies.
  8. Profiles: Not
just
among
digital
naYves 61%
are
30
years+;
 
40%
earn
$90k+ Blogads study: 17,169 blog site visitors; May 2008
  9. According
to
a
Forrester
Research
poll,
U.S.
consumers
are
flocking to
parYcipatory
venues
to
the
extent
that
it
is
now
mainstream. •

A
majority
of
Internet
users
(75%)
parYcipate
in
some
sort
of
social media,
up
from
56%
in
2007. •

“Spectatorquot;
rates
jumped
from
48%
to
69%. •
Those
wriYng
reviews
increased
from
25%
to
37%.
  10. “Social
networks
will
be
be
common
in
workplace, 
like
it
or
not.” Economist Intelligence Unit: The digital company 2013: Freedom to collaborate “Social
networks
will
transform
the
nature of
work:
social
networks provide
context
to
to
content.” Forrester Research, November 2008 “From
an
enterprise
perspecYve,
it
is
becoming increasingly
important
for
companies
to
provide internal
social
sooware
tools.” Motivations for Social Networking at Work, IBM Research, November 2008
  11. Employee
2.0 PlaOorms
of
parQcipaQon New
culture
of
sharing,
one
in
which
content
is freely
shared
and
where
it
is
easy
for
people
to collaborate,
solve
problems,
and
connect
with people
and
social
intelligence. Common
Employee
2.0
concepts
include
web‐based wikis,
communiYes,
social‐networking
sites,
video sharing
sites,
wikis,
blogs,
forums
  12. 75 percent of Fortune 1000 companies are eager to get involved in social-networking initiatives for marketing or customer relations purposes, but 50 percent will fail. Gartner Group
  13. Business
drivers  Faster
response
to
customer
facing
issues Improved
ef;iciency  Reduced
training
costs And
effectiveness  Faster,
less
costly
access
to
critical
information,
experts  
Faster
time
to
market  Problems
surface
faster Faster
problem  
Diverse
perspectives
=
faster
innovation solving  
Flat
vs..
hierarchal
cuts
time
to
solution  Collaboration
speeds
problem
solving  
Unexpected
innovation  Stronger
connection
with
others,
organization More
engaged  Able
to
campaign
for
projects employees  Career
boosting:
expertise
more
visible  
Ability
to
attract
top
talent Greater
ability
to •
Early
warning:
emerging
issues manage
reputation •
Faster
response
to
potential
issues,
problems •
Reduced
bias,
costs
via
direct
communications •
Greater
trust
through
networked
relationships •
Greater
in;luence,
trust
via
word‐of‐mouth
  14. IBM social software benefits acknowledged by % of survey respondents Improved customer satisfaction 42% Increased sales 60% Increased sense of belonging 65% Improved personal reputation 65% Increased productivity 74% Reused assets 77% Shared know ledge w ith others 84% Accessed experts quicker 84% Increased skills 87% 0% 20% 40% 60% 80% 100% *Source:
IBM
Global
Technical
Services
Knowledge
Community
of
Practice
Business
Impact
Survey
2007 completed
by
approximately
2,300
respondents.
  15. Value
of
engaged
employees •Most
statistically
valid
measures:
higher
productivity,
 lower
turnover •Improved
customer
service •Outperform
competitors
8:1:
revenue,
pro;itability* •
Grow
earnings
2.6X
faster** *Firms
of
Endearment:
How
World­Class
Companies
Pro9it
from
Passion
and
Purpose **
Gallup
Research
  16. Framework
for
getting
started:
VOICE V
=
vision,
why
business
matters O
=
openness
of
communications I
=

insight
from
what’s
being
talked
about C
=
connecting,campaigning,
career
advancing E

=
empowering
ambassadors
  17. Vision 81%
of
engaged
employees
strongly
agreed That
they
knew
what
their
company
stands
for And
what
makes
them
different. Just
11%
of
actively
disengaged Employees
felt
the
same
way. Source:
Gallup
  18. “Leadership
comes
when
your
hope
and
your optimism
are
matched
with
a
concrete
vision
of the
future
and
a
way
to
get
there.” “People
eagerly
engage
when
they
want something
to
improve.” Seth
Godin,
Tribes
  19. Openness
of
communications •
Feedback
from
the
160K
employees in
the
;ield
who
are
quot;breathing
the same
air
as
the
customers” •
Social
culture
of
company:
25,000 employees
in
community •
401k
plan
enrollment
up
30% •
Micro‐lending:
new
business
ideas •
Improved
communication:
stores
= HQ Blue Shirt Nation: Business Innovation Factory http://www.businessinnovationfactory.com/innovationstorystudio/bif4_koellingbendt.php
  20. Openness: Addressing
how
issues Affecting
company
  21. Insights:
what’s
being
talked
about By
bringing
the
social
tool
inside
the
enterprise,
the
 associated
data
relating
to
the
connections,
interests,
 and
activities
are
suddenly
available
and
archivable
by the
company,
providing
new
information
sources
and new
possibilities
for
understanding
the
workforce. “Motivations
for
Social
Networking
at
Work,”
IBM
Research,
November
2008
  22. Deloitte Film Festival Deloitte Film Festival http://www.youtube.com/watch?v=Wfx6-5aDaUE Deloitte Iron Man http://www.youtube.com/watch?v=PId0rzQPvFQ
  23. “What
if
HP
knew
what
HP
knows?” The
Social
Life
of
Information
  24. Connecting,
Campaigning,
Climbing IBM’s
Beehive
  25. Connecting,
Campaigning,
Climbing Caring Climbing Campaigning Lists Hobbies,
outside Skills,
background Professional
advice, interests quesYons Photos Personal Work
related Related
to
project
or campaign About Hobbies,
outside ProjecYng
experience, Project
descripYon, You’s interests resume goals,
links Status AcYviYes,
state
of Emphasis
on
current
work Goals
and
opinion mind oriented
  26. Connecting,
Campaigning,
Climbing
  27. EXERCISE: Designing
an
employee
community
  28. CreaQng
a
highly
effecQve
culture:
 1. Respect
for
individuals:
whole
person,
parYcipate
in
decisions 2. Transparency:
access
to
same
info,
exposure
to
execs 3. Empowerment:
sense
of
purpose
authority
to
please
customers,
 4. Teambuilding:
sense
of
idenYty,
culture
and
values,
feeling
of
equality Firms of Endearment Wharton School Publishing
  29. Emerging
Best
PracQces
  30. EMERGING
COMMUNITY
BEST
‐‐
AND
WORST
PRACTICES TECHNOLOGY
  31. WHAT
CONTRIBUTES
MOST
TO
COMMUNITY
SUCCESS 2008
TribalizaQon
of
Business
Study:
Beeline
Labs,
Deloi_e,
SNCR
  32. GREATEST
OBSTACLES
TO
SUCCESS
  33. 8
EMERGING
BEST
PRACTICES 1. Start
with
the
end
in
mind: 

















what
is
the
purpose
of
the
community?
  34. What’s the purpose? Collaborating


 Connecting Training Sharing
knowledge Solving
a
problem Brainstorming Supporting Organizing
an
event 


 
Keeping
people
informed CEO
connection Providing
ideas Complaining Introducing
a
program Recruiting
  35. 2.
What
is
the
promise
of
the
community: What
value
will
people
experience? “It
must
offer
some
value
higher
than
something
else She
already
does,
or
she
won’t
free
up
the
Yme…you
need
to convince
individuals
not
just
that
they
will
find
the
group
saYsfying and
effecYve
but
hat
others
will
find
it
so
as
well.” Clay Shirky, NYU, Here Comes Everybody
  36. CommuniQes
grow
if
enough
people
care
about
them, and
die
if
they
don’t. So start small and inexpensive. Don’t overcomplicate.
  37. 3.
Don’t
start
with
the
technology: Purpose
&
promise
define
tech
needs
  38. Questions
about
tools,
technology •

Are
people
already
using
a
tool
or
technology
plauorm
that
they
like, and
we
can
leverage,
e.g.,
Facebook?
Intranet? •

Is
it
easy
to
join?
(RegistraYon,
simple
profiles) •

Do
the
tools
support
how
the
group
wants
to
interact?
 •

Do
tools
help
people
do
what
they
actually
want
to
do? •

Can
people
easily
create
sub‐groups? •

Are
the
tools
familiar? •
Are
the
tools
social
‐‐
or
merely
content
management? •Can
you
“Webify”
exisYng,
e.g.,
add
blogs,
comments
to
Intranet?
  39. 4.
Have
a
plan
for
great
content,
ongoing acQviQes
‐‐
especially
at
the
start
  40. THE
MORE
CONTENT
YOU
HAVE,

THE
MORE
MEMBERS
YOU
WILL
GET. THE
MORE
MEMBERS
YOU
HAVE,

THE
MORE
CONTENT
YOU
WILL
GET. THE
BETTER
YOU
MATCH
CONTENT
AND
MEMBERS

TO
MEMBER
PROFILES THE
MORE
MEMBERS
AND
CONTENT
YOU
WILL
GET.
  41. “The
number
of
people
willing
to start
something
is
smaller,
much smaller
than
the
number
of
people who
are
willing
to
contribute
once someone
starts
something.”
  42. 5.
Have
dynamic
community
leaders: Welcome,
parQcipate,
connect
‐‐
but
not
control
  43. Community
managers: people
that
people
in
community
idenQfy
with
  44. 6.
Get
passionate
core
of
parQcipants
before
launching: Creates
culture,
“there
there”

  45. Goal:

 250
members
in
6
months Reality: 250
within
48
hours;
5,000
w/n
18
months
  46. 7.
Have
governance
and
guidelines
  47. What
should
guidelines
cover? • Spamming • Styles
of
communicaYons • Copyright • Illegal
acYviYes “Managing
Online
Forums • Privacy &
Communities” • Name
or
anonymous By
Patrick
O’Keefe • SensiYve
issues • Respect • Signatures
and
email
address • Who
has
final
say • Consequences • Help
  48. Draw
on
other companies’
policies, lessons
  49. Collaborate
with
the
attorneys: Bring
in
social
media
legal
expertise
  50. 8.
Learn
from
other
industries,
innovators
  51. 8.
Learn
from
other
industries,
innovators: Brand
culture‐company
culture:
social
media Experience/advance
culture
  52. Employees
and
the
Recession 8
communicaQons
strategies
  53. 1.
Create

online
alumni
communities
ASAP
–
a
place to
help
;ind
new
jobs,

provide
encouragement
and
support, get
;inancial
advice
on
how
to
keep
life
together,
etc. You
can
be
up
and
running
with

Ning
community
in
less than
30
minutes
for
less
than
$30
a
month.
  54. 2.
Don’t
paint
a
rosy
picture
on
a
bleak
landscape: People
know
things
are
bad,
don’t
pretend
they
are
not.

Be clear
about
your
business
situation
and
what
you
believe
the company
needs
to
do
to
survive
and
come
out
stronger. For
every
action,
help
people
understand
the
why
behind
it. You’ll
earn
more
trust
by
being
real
vs.
trying
to
put
a
“good spin”
on
a
dif;icult
situation.
  55. 3.
It’s
not
about
transparency,
it’s
about
fairness
&
caring: 
Employees
must
feel
that
you
care
about
their
personal
well‐ being.
A
recent
Harvard
study
found
that
“even
well‐meaning organizations
can
destroy
trust
if
they
are
perceived
as
being fair
but
callous.”
  56. 4.
Tie
every
decision
to
your
corporate
values: Take
out
those
values
and
use
them
as
the
guide
for
making decisions
and
communicating.

If
you
really
believe
the values,
they
will
guide
executive
decisions
in
a
way
that
will resonate
with
all
your
stakeholders,
particularly
employees. In
making
announcements,
explain
to
people
how
the decision
supports
the
organization’s
values.
  57. 5.
Start
with
managerial
incompetence: The
largest
driver
of
employee
trust,
according
to
the Harvard
study,
is
managerial
competence. In
looking
where
to
reduce
staff,
don’t
simply
cut
by
salary range
or
management
level.
Make
sure
you
keep
the
A players,
and
excuse
the
mediocre.
This
will
earn
trust
and motivate
employees.
  58. 6.
Get
Enterprise
2.0
tools
to
make
it
easier
to
work: With
fewer
people
needing
to
do
more
work,
make
it
a
priority to
provide
company‐wide
2.0
tools
(wikis,
blogs,
communities, forums)
that
make
it
easier
for
people
to
;ind
help
and resources
within
the
company,
collaborate,
solve
problems small
and
large,
and
connect
as
people
with
other
people. Most
of
these
tools
are
inexpensive,
easy
to
install
and
require little
training.
  59. 7.
Sit
in
the
chair: Last
year
a
communications
manager
of
a
large
retailer
put two
chairs
in
the
company
lobby
and
made
herself available
to
employees
who
wanted
to
sit
and
talk.
The response
was
overwhelming.
Sometimes
small
gestures
go a
long
way,
especially
in
such
stressful
times.
  60. 8.
One
point
at
a
time: My
tennis
partner,
a
;inancial
CEO,

and
I
were
recently getting
crushed
in
a
match.
He
came
over
and
gave
me
this advice:
“Take
it
one
point
at
a
time.”
We
did,
and
we
came back
and
won.

In
such
stressful,
uncertain
periods
this
same advice
may
be
good
for
business
as
well.
  61. Tools
&
resources
  62. www.radian6.com
  63. Ning.com
  64. Social
network/community
software: Jive Lithium Crowdvine Sharepoint
(with
caution) IBM
(caveat)
  65. Wordle.net
  66. Let’s
keep
talking Blog:
www.foghound.com Site:
www.beelinelabs.com Email:
lkelly@beelinelabs.com

×