Social Media Skills: Community Roundtable discussion


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a look at organizations, change, concerns about skills for effective social and community programs and how to approach a business-wide assessment to move forward.

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Social Media Skills: Community Roundtable discussion

  1. 1. Binhammer Social Business Social Business & Communications Consulting How to Find Community & Social Talent Using an Assessment Model: A Review and Discussion April 2, 2014 The Community Roundtable – “the network of the smartest social business leaders”
  2. 2. 2Binhammer Social Business Social Business & Communications Consulting Skills: Important to what people do & how business succeeds Always changing
  3. 3. Skills Change. Business Organizations? Organizations do not change. People do. Your Boss Colleague 1 Colleague 2 Colleague 3 Boss Assistant 3 The Networked Community of Business
  4. 4. 4Binhammer Social Business Social Business & Communications Consulting Change has come fast Still the early phase of adoption & integration Source: Altimeter State of Social Business, 2013 Company size (5,000+ employees) = 19 to 50 full time staff working in social media
  5. 5. Binhammer Social Business Social Business & Communications Consulting Talent Gaps Across the Board Source: Online Marketing Institute, Digital Talent Marketing Study, Nov 2013 5
  6. 6. Binhammer Social Business Social Business & Communications Consulting Rapid Change & Adoption: Pressure Points On Skills, Impacting Business and Success • 74% of business executives say their company has a digital strategy, but only 15% believe that their company has the skills and capabilities to execute on that strategy. • 68% of business-unit leaders believe the functional teams in their companies act as barriers to effective coordination. “The need to think of your company as part of a dynamic ecosystem of value that connects digital resources inside and outside the company” Forrester, Future of Business as Digital, March 2014 • 66% of marketers feel digital is critical to their company’s success and yet less than half feel highly proficient in digital marketing. Most digital marketers don’t have formal training; 82% learn on the job. Adobe, Digital Distress Study, Sept 2013 • Executives cite overall organization shortcomings, including: new approach to managing talent by applying flexible team structures, engaging outside collaborations…and building and acquiring the skills necessary to carry out a digital business agenda….companies need to be resourceful in developing homegrown skills. McKinsey 2012, Digital and Executive Challenges • The top 3 executive concerns related to social adoption: 1) IT security 2) skills 3) compliance Hootsuite IDG white paper, March 2014 • CEOs indicate concerns about finding and keeping the talent their companies need to realize their digital goals. McKinsey August 2013, Bullish On Digital • 65% percent of social media staffers juggle other responsibilities, while only 27 percent focus exclusively on the emerging platform. Ragan Survey, December 2012 • By 2018 the US is predicted to lack around 1.5 million managers and analysts with sufficient technical and digital know-how to make effective decisions. • Over 90% of the companies stated that they did not have necessary skills in the areas of social media, mobile, internal social networks, process automation and performance monitoring and analysis • Despite the skills shortage, only 46% of companies are investing in developing digital skills. Only 4% of companies interviewed are aligning their training efforts with their digital strategy. Cap Gemini, The Digital Talent Gap, 2013 • 64% of marketers expect their role to change in the next year and 81% believe their role will change in the next three years. • The path to reinvention remains a challenge. Respondents cited lack of training in new marketing skills (30%) and organizational inability to adapt (30%) among the top obstacles to becoming the marketers they aspire to be. Adobe, Digital Roadblocks, March 2014 6
  7. 7. 7Binhammer Social Business Social Business & Communications Consulting Why Skills Matter Community Managers see implications of skill gaps across departments
  8. 8. 8Binhammer Social Business Social Business & Communications Consulting Why Skills Matter Behind every social strategy & use of social platforms by business The need for professionals with increasingly deeper and sophisticated skills
  9. 9. 9Binhammer Social Business Social Business & Communications Consulting The Idea: Delivering Social Media Excellence Talent and skills across diverse functions + Breadth of expertise across departments
  10. 10. 10Binhammer Social Business Social Business & Communications Consulting The Framework Talent Assessment Across Organization Mapped to Strategy Requirements Content Production Project Management Skills particular to Social Media Social Specific Skills Social Media Center of Excellence Leadership Skills 30+ competencies. Basic, Intermediate & Strategic Levels Processes, Internal & External Tools, Governance Resources The Social Strategy for Business
  11. 11. 11Binhammer Social Business Social Business & Communications Consulting How it Works Focused on social skills across business departments Integration of social skills into various business functions 1. Identify ideal skills inventory to deliver the Social Strategy. Do you have them? Alter Strategy/Expectations Professional skills development Hire staff with required Skills Utilize agency resources Redefine Business-Agency Mix 2. Identify skills inventory in place. Determine how to proceed with the Social Strategy.
  12. 12. Binhammer Social Business Social Business & Communications Consulting Putting the Picture Together
  13. 13. 13Binhammer Social Business Social Business & Communications Consulting By the way, on a personal note another real value that I believe in (hope you might also agree) PEOPLE Graphic Credit: Gapingvoid
  14. 14. Amazing Partners Mark Dollins, North Star Communications Consulting offers core capabilities in marketing and communications talent development Shel Holtz, Holtz Communications + Technology offers content, digital and social media strategies, internal communications consulting, speaking and training. SME² is focused on defining social media competencies, assessing talent, enhancing capabilities, leveraging current staff levels and recommending changes that can improve work flow.
  15. 15. Binhammer Social Business Social Business & Communications Consulting Example from each category, re:slide 10 Sample skills and levels defined
  16. 16. Binhammer Social Business Social Business & Communications Consulting Content Production: Blogging Minimal/Foundational Exposure: Demonstrates ability to post relevant and timely content and consistently delivers well-written, length-appropriate copy with an authentic personal voice with editing. Shows ability to connect content consistently to the business/brand. Posts routinely deliver value to readers/audience beyond a company news release and link to credible third parties. Blog posts often generate comments from readers and/or are shared on the Web or other channels through links back to the blog posts. Responds to comments in a timely manner and in a way that extends the “conversation.” Capable/mid-level: Strategically drives content in ways that position the blog/blogger as a knowledgeable source and industry leader with little to no editing or direction. Uses social media tools to further refine and define timely content that drives increasingly stronger readerships and increasingly higher levels of engagement/comments and responses. Advanced/Mastery: Successfully coaches others to blog with increasingly stronger levels of success. Extends blog reach and credibility using third parties/guest bloggers. Strengthens blog readership and presence through integrating other tools (video or podcasting) and utilizing other social channels. Routinely brings emerging best practices in blogging to company/brand blogging efforts, while creatively exploring new/organic practices that drive blog success. Blogging: A discussion or informational site published on the World Wide Web consisting of discrete entries ("posts") typically displayed in reverse chronological order (the most recent post appears first) and with links to other blogs and sources. A blog consists1616 primarily of text-based commentary and personal opinions – but may also feature video, graphics, and other digital media -- resulting in comments and interaction that distinguish blogs from other static web sites. 16
  17. 17. Binhammer Social Business Social Business & Communications Consulting Project Management/Social: Social Visual Communications Minimal/Foundational Exposure: Consistently identifies appropriate social sites with little to no direction and matches to company visual assets in order to garner attention and traffic, reshares/likes/favorites/repins etc. Capable/mid-level: With no direction, proactively tells the business story in a strategic way on the Web using visual communications, integrating on- and off-domain, as well as with text and other tools. Deploys solid measurement capabilities across all platforms and collects and analyzes data in timely ways to drive actionable decisions. Advanced/Mastery: Demonstrates capacity to integrate Visual formats across all on-domain social platforms and build an effective proactive visual story telling strategy. Deploys that strategy across various social visual sites. Provides strategic counsel to business segments and products seeking constant guidance on best visuals and sites to maximize connection with customers. Social Visual Communication: Understanding the shift from text to the use of visuals as a primary communication tool and how to make business use of visual social platforms, such as Flickr, Instagram, Pinterest, Tumblr and Vine, to drive a business result. Credit: Hugh Mcleod, GapingVoid visual 17
  18. 18. Binhammer Social Business Social Business & Communications Consulting Social Specific Skill: Internal Social Media Minimal/Foundational Exposure: Understands tactical use of social media tools for internal applications (wikis, blogs, IM platforms, etc.) and is active in that space; can deploy tactical use of platforms like Yammer, Sharepoint, and Bright Idea to drive awareness and understanding of organization/brand priorities and uses them to drive dialogue, feedback and engagement. Capable/mid-level: Uses social media platforms strategically to drive short and longer-term business priorities, and enable collaboration on most critical of business growth drivers. Drives not only the deployment of social media platforms, but change management strategies to ensure that employees adopt new behaviors that drive use of social media platforms and tools. Defines and uses metrics and analytics that drive actionable decision-making for the business and for social media platforms and tools. Innovates to drive new uses of social media platforms, and effectively partners with Legal, HR, IT and business/brand priorities and social media policy development for internal stakeholders. Links internal to external social media strategies, and actively seeks solutions for the mobile employee. Advanced/Mastery: Actively seeks and deploys cutting- edge social media capabilities and drives internal social media competency development in others. Drives clear, compelling social media strategies, and influences internal brand and global reputation priorities. Drives policy decisions to optimize social media. Internal Social Media: Collaboration, innovation and productivity are the key benefits of using social media internally. Deploying these platforms behind the firewall, organizations not only must help employees understand what the tools are; they must deploy change management discipline to ensure employee behaviors and attitudes support the adoption of these tools. 18
  19. 19. Binhammer Social Business Social Business & Communications Consulting Center of Excellence: Digital & Social Project Planning Minimal/Foundational Exposure: Consistently demonstrates tactical planning expertise that delivers measureable outcomes with social media efforts, such as increased traffic, brand awareness or affinity, or product sales. Demonstrates consistently effective use of planning tools, and with some direction, can produce a plan that shows clear strategic concepts, a well articulated goal, achievable milestones and reporting capabilities. Capable/mid-level: With little to no direction, integrates social project plans with more comprehensive business programs to drive business results. Can drive multiple social media efforts using integrated planning, platforms and effectively sells-in plans to P&L owners. Consistently demonstrates capacity for not only designing plans, but flawlessly implementing them. Effectively anticipates roadblocks and works proactively to mitigate/remove them without having to compromise on expected deliverables from the plan. Advanced/Mastery: Coaches and develops business project managers on how to include social business planning as part of their projects. Drives increasingly stronger planning capabilities (including new/evolving tools and processes) that deliver on expected results for the business and from the team. Provides counsel on actions, social platforms, digital assets to be deployed, timing, plans for engagement with key audiences and engages senior executives in their roles or as supporters of the plan, and drives that capability in others. Digital/Social Project Planning: Effective social media efforts don’t happen by accident. They come from identifying strategic courses of action in the digital and social field (programs of actions, social platforms and digital assets to be deployed, timing, plans for engagement with key audiences). They demand a thoughtful allocation of business resources (budget and people) to achieve a specific business result – which can, and should, be measured. 19Graphic Source: Center of Excellence Models, Altimeter
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