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Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
Social Media & Employee Engagement
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Social Media & Employee Engagement

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The slides of a talk I gave for the Australian Metals & Mining Association in May 2010. Looking at home social media/enterprise 2.0 can help drive an engaged workforce.

The slides of a talk I gave for the Australian Metals & Mining Association in May 2010. Looking at home social media/enterprise 2.0 can help drive an engaged workforce.

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  • Transcript

    • 1. Social Media and Employee Engagement The Secret Weapon
    • 2. Who Am I?
    • 3.  
    • 4. <ul><li>Assumptions: </li></ul><ul><li>You know engagement is important </li></ul><ul><li>You know engagement is driven by employees feeling valued &amp; involved </li></ul><ul><li>You know how to make employees feel valued &amp; involved </li></ul>
    • 5. <ul><li>Involved in decision making </li></ul><ul><li>Feel they are able to voice their ideas, &amp; managers listen to these views </li></ul><ul><li>Have line of sight between employee performance &amp; company performance </li></ul>Employees feel valued when:
    • 6. <ul><li>They have career development </li></ul><ul><li>When the organisation is concerned for employees’ health &amp; wellbeing </li></ul>Employees feel valued when:
    • 7. <ul><li>Four attributes of engagement: </li></ul><ul><li>Collaboration </li></ul><ul><li>Transparency </li></ul><ul><li>Trust </li></ul><ul><li>Authenticity </li></ul>
    • 8. WHAT IS SOCIAL MEDIA <ul><li>In ethical, psychological, and aesthetic matters, to give a clear reason for one&apos;s judgement is universally recognised as a mark of rare genius – William James in The Principles of Psychology in 1890 </li></ul>
    • 9. Conversations
    • 10. Relationships
    • 11. &nbsp;
    • 12. Social media is more a state of mind than a technology
    • 13. <ul><li>Four attributes of Social Media: </li></ul><ul><li>Collaboration </li></ul><ul><li>Transparency </li></ul><ul><li>Trust </li></ul><ul><li>Authenticity </li></ul>
    • 14. Enterprise 2.0 is social media inside the firewall
    • 15. Companies have secrets
    • 16. But employees should not have secrets
    • 17. Mr Enterprise 2.0
    • 18. S earch L inks A uthorship T agging E xtensions S ignals
    • 19. Enterprise 2.0 <ul><li>Uses the tools of Web 2.0 </li></ul><ul><li>Puts people at the center </li></ul><ul><li>Increases productivity &amp; innovation </li></ul><ul><li>Increases knowledge retention </li></ul><ul><li>Transparent activities across the organisation </li></ul>
    • 20. <ul><li>Four attributes of </li></ul><ul><li>Collaboration </li></ul><ul><li>Transparency </li></ul><ul><li>Trust </li></ul><ul><li>Authenticity </li></ul>Social Media:
    • 21. <ul><li>Four attributes of Enterprise 2.0 </li></ul><ul><li>Collaboration </li></ul><ul><li>Transparency </li></ul><ul><li>Trust </li></ul><ul><li>Authenticity </li></ul>
    • 22. <ul><li>Four attributes of engagement: </li></ul><ul><li>Collaboration </li></ul><ul><li>Transparency </li></ul><ul><li>Trust </li></ul><ul><li>Authenticity </li></ul>
    • 23. Now for the bad news Not automatically, it is harder than that!
    • 24. But worth the effort 14% 6% Source : “ Does the Stock Market Fully Value Intangible? Employee Satisfaction and Equity Prices”, Alex Edmans Wharton School December 2007 vs
    • 25. IMPLEMENTATION <ul><li>“ I have not failed. I&apos;ve just found 10,000 ways that won&apos;t work.” </li></ul><ul><li>Thomas A. Edison </li></ul>
    • 26. Who Drives Enterprise 2.0 The 2.0 Adoption Council Survey 2009
    • 27. How does this fit together? Collaboration Transparency Trust Authenticity Blogs X X X Wikis X X Tagging X X Social networks X X X X Bookmarking X Microblogging X X X X Video &amp; Audio X X X X
    • 28. Implementation Steps <ul><li>Create a Strategy </li></ul><ul><li>Create and Communication the Vision </li></ul><ul><li>Design for Business Outcomes, not Tools </li></ul><ul><li>Tap Enthusiasm </li></ul><ul><li>Use a Phased Approach </li></ul><ul><li>Use Enterprise Grade Software </li></ul><ul><li>Support Organic Growth </li></ul><ul><li>Trust Your Employees </li></ul>
    • 29. Key Challenges <ul><li>Delivering Business Value </li></ul><ul><li>Overcoming Cultural Barriers </li></ul><ul><li>Ensuring Privacy </li></ul><ul><li>Governing Participant Behaviours </li></ul><ul><li>Managing Personal and Professional Time </li></ul>Source: 5 Major Challenges Organizations Face Regarding Social Software , Gartner, 2008
    • 30. Cultural Change
    • 31. Social Media Policy <ul><ul><li>Stop &amp; Think </li></ul></ul><ul><ul><li>Use your loaf </li></ul></ul><ul><ul><li>Disclaim, but can’t hide </li></ul></ul><ul><ul><li>Keep it real </li></ul></ul><ul><ul><li>Respect the channels </li></ul></ul>
    • 32. CASE STUDIES <ul><li>“ Few things are harder to put up with than the annoyance of a good example. ” </li></ul><ul><li>Mark Twain </li></ul>
    • 33. Graduate Programs <ul><li>Whirlpool Forums; BHP Billiton, Energy Australia, Xstrata, Rio Tinto </li></ul><ul><li>Graduates discussing your programs </li></ul>
    • 34. Oil &amp; Gas Industry <ul><li>75% of oil and gas professionals see value in using social media </li></ul><ul><li>Driving Forces </li></ul><ul><ul><li>37% Productivity gains </li></ul></ul><ul><ul><li>95% Work flexibility </li></ul></ul><ul><li>11% of social media adoption is driven by the executive suite </li></ul><ul><li>50% of companies prohibit or restrict social media usage </li></ul><ul><li>39% of executives concerned around a “limited ability to control or provide a secure environment” </li></ul>Source: Microsoft and Accenture Oil &amp; Gas Collaboration Survey 2010
    • 35. Big Pond <ul><li>In September 2008 Big Pond started using Twitter for customer service </li></ul><ul><li>Six months afterwards: </li></ul>From an employees point of view, Jase, Steph &amp; myself do feel more engaged. We are giving the ‘faceless corporation’, a face and are showing that we do care about what people say and think about us. Its not always an easy task, but it is one that we enjoy. Honestly, I look forward to coming into work and interacting with the twitterverse. We can only get bigger and better!
    • 36. In Summary <ul><li>Enterprise 2.0 is about transparency, relationships and community </li></ul><ul><li>There are lots of tools but the principles are the same </li></ul><ul><li>Enterprise 2.0 is the tool for driving employee engagement </li></ul>
    • 37. [email_address] Twitter: mspecht

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