1. Engaging The Social CultureTaking Stakeholder Management To The Next Level Peter Wilkinson Peter Wilkinson
2. Social media and HRSocial media has an impact on all of the following: - – Internal communications and culture. – Employer branding. – Recruitment. – Team work. – Training. – Learning.
3. Society for human resource management 2012survey Responsible for leading social media - Marketing (35%), IT (17%), HR (14%) or senior management (14%). 12% of organisations identify at least one full-time employee to manage social media efforts. 28% have a social media strategy. 21% of organisations measure return on investment (ROI).
4. Society for human resource management 2012survey 39% of organisations monitor employees’ social media activities on company-owned devices. 20% of organisations use social media for internal communications. The most common internal uses of social media are information sharing and group discussion.
5. Society for human resource management 2012survey 40% of organisations have a formal social media policy. Of the organisations with formal social media policies, HR is most often responsible for creating (43%) and enforcing (44%) these policies. 33% of organisations with a social media policy report taking disciplinary action against employees who violated their policy in the past year.
6. The way we communicate has changed
7. Your social media brand – Risks and rewardsYour organisation has two brands! You have an employerbrand and a consumer brand. With the rise of socialnetworking, you, your company and how you run it isunder the microscope. Your culture has become a fishbowl— everything you do can be seen by everybody. Youremployees have many channels for broadcasting theiropinions — both negative and positive.
8. Which factors drive the creation of energy? Leadership quality A vision should not be summed up in a few words. It will lose its power & meaning. You Strategic direction need to continuously recharge people’s Confidence understanding so the energy level of the people is high enough to perform. This is done through Commitment communication, communication and more communication. Using social media allows us to Teamwork change the energy level, and its networks similarly can channel the flow.
9. What is social media | external & internal?
10. How social media fits into the business atBT Mark Morrell has been BT’s intranet manager for over seven years and in that time this 100,000 employee organisation has implemented a wide range of social media tools and platforms including a business wide blogging platform, a wiki called BTpedia, a media platform for audio and video podcasts and more, while the CEO hosts online chats with employees across the business.
11. BT’S MY PAGES BT wanted every employee to have a place of their own on the intranet, where they could… •Create web pages and allow others to edit them (wikis) •Share photos and files •Create as many blogs as they wished •Connect themselves with other people in their organisation “The fact that individuals could manage all this functionality through a single ‘portal’ was incredibly powerful and sent adoption rates through the roof.” Richard Dennison, Senior Manager Social Media, BT
12. Generation Y will be expecting that social media tools are available “The face of our workforce is dramatically changing. We have the four generations here, and they’re very different in how they use technology to connect in their everyday environment. The younger generation is expecting that social media tools are available to them. They don’t know any other world; they are totally wired in multiple fashions at the same time. They expect to find this in the work environment, and if we don’t provide that for them here, they very quickly disengage and leave for other companies that are providing that robust connection.” Laurie Buczek, Intel’s social computing manager
13. ASDA’S Green Room “Trust and transparency are key to earning real customer loyalty… …My ambition for Asda is to actively involve customers in every aspect of the business, to lift the lid on how we do things, and enable our customers to help make decisions that have an impact on what we sell and how we
14. Change is neededOrganisational change management is requiredPeople interact with the system and people deliver thesocial media service.Give them structure and incentive so they engage with thesocial media system.Ensure that the HR department, corporate internalcommunications and governance are leading the change.
15. Social media aids and needs transformationalchange
16. Social media in organisations is an evolution Companies don’t do social media, people do. Ownership should belong to the stakeholders who are going to make this work. You need someone who has enthusiasm, passion and the right emotions to drive social media. They need the passion to push back all the barriers that people will throw in their way.
17. Social media in organisations is an evolution Who are the people using and implementing social media in organisations? Who takes responsibility within the programme? Is it the PM through the communication plan or perhaps others? Are employees and project teams bypassing the organisational channels and using collaboration spaces, blogs, micro-blogging services, all in front of the firewall? In reality, they probably are... it is already happening, you may not be aware!
18. It requires a behavioural shift sotrack outcomes through behaviours Once a small number of people begin to change their behaviours, ask them to what extent different types of their behaviours change. This will help you to see what role the new media played in comparison to more traditional information sources. Use a pilot or control group approach where you promote the new media channel more heavily in some locations than in others. Then measure the difference in behaviour change and business outcomes between the control groups and the pilot groups.
19. It requires a behavioural shift sotrack outcomes through behaviours If you tried to take email away from your organisation today, people simply wouldn’t know what to do. Social media is an evolution of communication.
20. It requires a behavioural shift sotrack outcomes through behaviours Within a broader change management survey ask additional questions about exposure to, and usage of, various communication channels. Using the answers to these questions, you can see if people who frequently visited a blog had more favourable answers to the other survey questions than those who didn’t. Once you quantify the percentage impact a particular communication approach has had on behaviour change, you can calculate the return on investment. The survey questions or differential outcomes of the pilot study will tell you what percentage of the credit social media can take for the financial value of overall behaviour change. Then simply compare that value against the cost of providing electronic channels.
21. Where do we start? Find & speak to stakeholders early. Work out what makes them tick. Identify blockers – and ways to overcome those. Find allies and friends in high places. Establish guidelines.
22. Where do we start? Start your social media in a small way. Aim to develop a blended solution. Base the blend on specific uses and ties. Focus on the human, and emotional not the technological. Get very comfortable with ambiguity and lack of control.
23. Where do we start?• Be tenacious and never give up.• There’s no one solution, try and experiment.• Tie everything to the programme management - objectives and align.• Craft strategies and implement the plan.• Measure impact and quantify ROI.
24. Where do we start? Share the vision and begin the conversation. Repeat, repeat, repeat. Make it fun and be social and engage their emotions. Be patient – it can take time.
25. Where do we start? You have to TRUST the employees, stakeholders and users to use the social media networks as they were intended. You need to stand back and keep control through listening and engaging.
26. Where do we start? We need to consider governance. How will the organisation be managing and mitigating the risks and fears social media has brought along?
27. Governance – What should it cover? Spamming. Styles of communications – tone of voice? Copyright. Legal, privacy, signatures and email addresses. Use of name or anonymous. ‘Do’s’ and ‘don’ts’ of sensitive issues. Respect. Who has final say and consequences. Processes and help.
28. Solve problems with social mediaThere are three core areas for success in a socialservice help desk:Ensure you are an effective curator.Have effective social search.Organisational change management .
29. Solve problems with social mediaEnsure you are an effective curatorHave a curator strategy and approach.Choose the best items from the collections to display.Experts need to be the curators of their material.
30. Solve problems with social mediaHave effective social searchSearch is a hard and evolving problem.Natural language and text processing should be consideredas a strategy.Social service desk operations should be expert on socialsearch across all their social assets such as forums and wikkietc.
31. The strategic paradox The paradox of the social network, that no one wants to admit, is that as the size of the network increases our ability to be social decreases. The paradox of social media, may cause readers to narrow to only selected news feeds depending on their interests which creates opportunities and threats. On the flip side social media is addictive and employees will push to engage as management needs to harness its power – The fallout and impact on the internal and external brand is potentially dangerous. Social media speaks globally and instantly without control – cultures and communications need to be localised with control.
32. Questions and debate
33. Peter Wilkinson 07930330125 Peter @socialmediastrategy.org.ukwww.socialmediastrategy.org.uk/blog