What do social media users want from a company?                                              2
When it comes to internal social media,what do employees really want from a company?           •   Ensures that all of its...
So what? The business case for ISMIf you provide the right tools, can Internal Social Mediainitiatives…    Engage and mot...
Internal Social Media effectively engages employees                                                      5
ISM is one tool among many      •   My supervisor takes the time to listen to the opinions and ideas of others      • In m...
The investigation       APCO Worldwide and Gagen MacDonald jointly   sponsored an online survey among U.S. adults who have...
How are companies using social media?                                        8
The study’s top insights                           9
Insight 1: Employee retention & recruitment                                              10
Considerations for retention and recruitment                   Social media is a job search fact of life …                ...
Insight 2: ISM demonstrates & supports innovation                                                    12
Considerations for innovation• ISM can help drive new discoveries, but alone is not  a panacea for innovation• Tailor inno...
Considerations for innovationIntuit’s Innovation Management• Created Intuit Brainstorm to launch an innovation initiative•...
Insight 3: ISM supports collaboration                                        15
Considerations for collaborationTo foster collaboration, you need to balance fears withpotential opportunities• The enterp...
Considerations for collaborationWells Fargo taps into the “Wisdom of Crowds”• Only pilots ISM tools after business lines i...
Insight 4: ISM supports active employee advocacy to uphold brand & reputation                                             ...
Considerations for employee advocacyJust like other employee engagement channels, ISM mustsupport employee buy-in and effe...
The Internal Social Media Model           •   Ensures that all of its content is accurate and reliable           •   Ensur...
Quality content is king – but varies by audience                                                   21
ISM is nice, but leadership matters more                                           22
Unisys: A 138-year old tech firm “goes social”1Understanding its culture, Unisys determined:1.            The why — not th...
Unisys: ISM investments support business goals“Inside Unisys” fosters collaboration and productivity• Fosters broad array ...
Three key lessons1. An ISM strategy should be built from within —   informed by its culture, driven by distinct business  ...
What steps should you take next?1. Diagnose   – What business dilemma you’re solving for   – How employees currently engag...
What steps should you take next?4. Implement Sustainably  – Choose only the ISM tools (wikis, chat, blogs, microblogs, etc...
Today’s presenters                                                     Evan Kraus      Maril MacDonald                    ...
Research methodologySurvey Population:                                    U.S. full-time employeesSample Design:          ...
Unleashing the Power of Internal Social Media
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Unleashing the Power of Internal Social Media

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The use of internal social media within organizations is significantly increasing as C-level executives are recognizing the power internal social media can bring to their bottom line.

To better understand the value of social media in the workplace, APCO Worldwide and Gagen MacDonald recently surveyed 1,000 U.S. employees, and built a model that quantifies the factors that characterize effective programs and the impact those programs have on the bottom line.

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Unleashing the Power of Internal Social Media

  1. 1. What do social media users want from a company? 2
  2. 2. When it comes to internal social media,what do employees really want from a company? • 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 3
  3. 3. So what? The business case for ISMIf you provide the right tools, can Internal Social Mediainitiatives…  Engage and motivate employees?  Create brand ambassadors?  Bolster reputation internally and externally?  Help employees contribute to bottom-line business results? 4
  4. 4. Internal Social Media effectively engages employees 5
  5. 5. ISM is one tool among many • My supervisor takes the time to listen to the opinions and ideas of others • In my company, I am comfortable sharing information and ideas • My supervisor responds to my feedback • I have all the information that’s necessary for me to do my job • My supervisor provides clear direction and priorities for our work group • Information and ideas flow freely within my organization • My colleagues are comfortable sharing information and ideas with peers • Uses a targeted social media approach to reach different types of people • Encourages employee participation on the social networks it operates • Consistently updates and keeps content fresh on all social media platforms • Is willing to take risks to try new and innovative social media strategies that • Develops visually appealing online designs enhance the user experience • Makes use of the most relevant, popular and trend-setting social media • Invites employees to interact with each other platforms • Ensures its Intranet and its social media integrations are easy-to-use • Integrates its content throughout all of its social media platforms • Provides its users with access to exclusive content or information online • Actively engages users through the use of several social media or interactive • Establishes open dialogues with employees platforms • Posts content that is interesting and valuable to the user • Uses social media to mobilize its employees to engage in offline activities • Ensures that all of its content is accurate and reliable • Ensures content is readily accessible and easy to find • Regularly solicits feedback and criticism from employees • Has a committed team of company ambassadors that participate online and • Has links to each of its social media platforms on the home page of its act as the face of the company Intranet • Offers content that is easily shareable • Has a visible and active CEO or senior leadership presence online • The executive team in my company supports and lives our values • My company’s executive team exemplifies authentic, open and honest • My company’s values are clearly aligned with our business strategy communications • My company’s executive team clearly explains the direction the company is • The executive team in my company communicates regularly about our heading company values • My company has a set of clearly defined values that drives all of our behavior • My company’s executive team clearly explains the reasons behind decisions • My company’s executive team shares positive and negative news openly • I receive consistent information from all the leaders in my company 6
  6. 6. The investigation APCO Worldwide and Gagen MacDonald jointly sponsored an online survey among U.S. adults who have been employed full-time at least one year at 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 America’s workforce. This year’s study explored employment-related issues and how companies communicate with their employees, with a particular focus on the use and prevalence of internal social media (ISM) in the workplace. 7
  7. 7. How are companies using social media? 8
  8. 8. The study’s top insights 9
  9. 9. Insight 1: Employee retention & recruitment 10
  10. 10. Considerations for retention and recruitment Social media is a job search fact of life … 18.4 million Americans credit Facebook with helping find their jobs1 … and promising candidates bring high ISM expectations: 2/3 of college students ask about social media policies during job interviews2 56% claim they’ll forego a job at a company that bans social media — or they will circumvent the policy2 ISM can empower employees to become better brand ambassadors — your stealth recruiting team1 Source: Study by Jobvite, as reported at mbaonline.com2 Source: 2011 Cisco Connected World Technology Report, www.cisco.com/go/connectedreport 11
  11. 11. Insight 2: ISM demonstrates & supports innovation 12
  12. 12. Considerations for innovation• ISM can help drive new discoveries, but alone is not a panacea for innovation• Tailor innovation tools to your innovators – the way employees engage ISM depends on industry, function and demographics 13
  13. 13. Considerations for innovationIntuit’s 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 14
  14. 14. Insight 3: ISM supports collaboration 15
  15. 15. Considerations for collaborationTo foster collaboration, you need to balance fears withpotential opportunities• The enterprise cost of not finding information is extremely high• Fostering a culture of reciprocal trust is essential 16
  16. 16. Considerations for collaborationWells 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 17
  17. 17. Insight 4: ISM supports active employee advocacy to uphold brand & reputation 18
  18. 18. Considerations for employee advocacyJust like other employee engagement channels, ISM mustsupport 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 the company• Employees should consider ISM an open and honest arena• Employees should consider themselves ISM co-creatorsISM strategy and Social EQ: social media cascades from internalto external channels 19
  19. 19. The Internal Social Media Model • 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 20
  20. 20. Quality content is king – but varies by audience 21
  21. 21. ISM is nice, but leadership matters more 22
  22. 22. Unisys: A 138-year old tech firm “goes social”1Understanding its culture, Unisys determined:1. The why — not the what — should come first2. Employees value most what they help to build3. Executives must lead by example4. ISM must be embedded in the culture1 Source: Meister, Jeanne C., “Increase Your Companys Productivity With Social Media,” Harvard Business Review Blog Network 23
  23. 23. 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 24
  24. 24. Three key lessons1. An ISM strategy should be built from within — informed by its culture, driven by distinct business needs, and embraced by early adopters2. Executives and leaders should not only align around strategy, but embody the change they envision3. Social media guidelines are good, but training for social media literacy makes them sustainable 25
  25. 25. What steps should you take next?1. Diagnose – What business dilemma you’re solving for – How employees currently engage social media and your Intranet2. Mindset for Design – Understand all your fears and limitations: cultural, psychological, legal, financial and technical – Align leaders around business goals and practical limits3. Establish Guiding Principles – Determine cultural stance – Develop social media guidelines and metrics for success 26
  26. 26. What steps should you take next?4. Implement Sustainably – Choose only the ISM tools (wikis, chat, blogs, microblogs, etc.) that are relevant to your culture and business challenge – Train for across-the-enterprise social media literacy5. Measure and Adjust – Use surveys, ISM diagnostics and agreed-to metrics to determine use patterns and enterprise value – Keep what works, tweak what doesn’t 27
  27. 27. Today’s presenters Evan Kraus Maril MacDonald Evan Kraus is senior vice president of APCO Maril pioneered a discipline that initiates Online®, a service group that delivers collaboration with corporate leaders to powerful, results-focused online optimize business performance by communication strategies for APCO engaging and mobilizing stakeholders Worldwide’s clients around the world. behind a company’s strategic goals, its Under his leadership, APCO Online has culture and its brand. Maril founded Gagen emerged as a recognized leader in helping MacDonald in 1998 and serves as the clients leverage the online channel to firm’s CEO. The firm’s clients include some shape their reputation and influence issue of the most recognized brands in the environments. world. From 1993 to 1997, Maril served as vice president, corporate communications, Mr. Kraus has served as a senior strategic and was a member of the executive counselor for many of the world’s largest management committee for Navistar businesses – helping them optimize their where she directed the company’s highly Web presence, tell a better corporate successful turnaround. She also held story, “push” their messages out to target leadership positions with Pitman-Moore audiences, shape online issue debates, Inc., Bayer USA Inc. and The Standard Oil identify, attract and mobilize supporters Company/British Petroleum. Maril is past and endorsers, conduct outreach to president of the board of directors of the bloggers and other new media channels Arthur W. Page Society and a trustee of and analyze the online environment to both the Institute for Public Relations and form strategy. the Arthur W. Page Center. Maril is also the founder of Let Go & Lead (letgoandlead.com), an online community dedicated to leadership in the 21st century. 28
  28. 28. Research methodologySurvey Population: U.S. full-time employeesSample Design: Online panel screenedEligibility Criteria: Employed full-time at least one year at a company with at least 500 employeesSample Size: n = 1000Margin of Error: ± 3.1% (at 95 percent confidence level)Data Collection Methodology: OnlineField Dates: October 7-11, 2011 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 the underlying relationships within the data set. 29

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