Leveraging social media in employee engagement


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Social media tools have added more visibility to your brand, providing a channel for anyone’s unique thoughts, opinions and experiences to be distributed to the world almost instantaneously. Given this new reality, what do you do? Do you become the online police of your brand? Instead, let's consider a different approach.

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  • We help companies make shifts in their business strategies, people and communications so they can live up to what they promise
  • Add more technology companies
  • The relationship between companies and their customers is no longer about information driven from the top of an organization, out to the customer. A relationship controlled in large part by the company. That relationship is looking more like a dialog. Like the customer owns a huge stake. Like shared decision-making . Your brand is looking more and more like a community.
  • The hallmarks of a social brand are alignment of values, transparency and a conversation. The online experience, particularly social media, turns out to be the ideal tool for cultivating a social brand because of its innate ability to create community—whether it’s around Boston terriers, kickball or your product/service.
  • [Insert pictures]
  • Think about finding these conversations and harnessing them to build relationships with your customers.
  • Best Buy’s social media strategy is all about linking disbursed team members for collaboration and to promote individual contributions. Their strategies really put employees in the driver’s seat. http://www.youtube.com/watch?v=H_jhLGxH-m4 [Need to download this and edit it down]
  • Mayo Clinic’s Facebook page is I think the best example of using social media to connect with employees, patients and the larger community. It’s an understated page—and by that I mean that they really let the fans contribute to the page. There aren’t a lot of posts by staff—other than individuals who want to comment or tell a story. It doesn’t feel like a marketing venue, it really does feel like a place where people can connect about this truly one-of-a-kind experience Brand promise=it’s all about the patient. Facebook gives them a venue to celebrate that aspect of their brand.
  • In addition to the obvious examples of collaboration across departments by using intranets or Wikis to share information (remember the Best Buy examples), there are also some interesting ways to further incent and encourage that collaboration. This example from Starbucks is not only breaking down traditional silos between customers and the company, but any idea picked up by Starbucks receives the attention of a cross functional team to make it happen. So it encourages collaboration across departments with the customer. This is a great example of the company extending the third place concept on to the web.
  • Comcast monitors Twitter for customer concerns and uses that information to advance product development efforts and problem solve. They’ve also taken monitoring to another level by responding to customer problems when identified in Twitter. Comcast brand promise=innovation and reliability. By monitoring Twitter, this allows them to be highly responsive to customer service issues like downtime (thereby improving reliability) while demonstrating their tech savvy. http://mashable.com/2009/05/09/twitter-customer-service/
  • Zappos brand promise=fun culture and unique relationships with customers. Zappos does a very good job of humanizing their brand by giving us a window into their corporate culture. Employees from all over the company are encouraged to Twitter with a few simple rules in mind like be authentic and be reasonable. Jo Casey, the Help Desk Coordinator emphasized the importance of the freedom to be themselves, saying, “Anyone can do what we do, but nobody can be who we are.” This is particularly important for a website that sells shoes. They sell a lot of shoes. But anybody call sell shoes online and does. Zappos’ strategy is brilliant because it clearly sets them apart from their competitors by building a personal relationship with customers. This is also particularly brilliant because they have no physical retail location—normally thought of as the best way to develop a personal relationship. http://mashable.com/2009/04/26/zappos/
  • http://www.aon.com/attachments/Social_Media_and_Employee_Communication.pdf Let’s also hyperlink here to the portion of the Best Buy video that shows the productivity increase they’ve achieved through their social media useage
  • SAP has encouraged all employees to blog, tweet ect. because this demonstrates their commitment to individual contributions. As a result they have 1500 employee bloggers and 400 employees actively publishing content in other forms. By encouraging employees to publish their thoughts on such concepts as cloud computing and timeless software, they have demonstrated their prowess as a team of innovators and they have a culture that appreciates and values this support, creating thousands of internal champions.
  • [Example of a company who’s brand is clearly reinforced through their social media strategy]
  • Mountain Dew’s brand is all about the “extreme” and individualism. So this customer driven video campaign is the perfect example of how to celebrate the individual and to give them a venue for proving just how extreme they are. People submitted videos demonstrating why they love Mountain Dew to YouTube, Mountain Dew selected their favorites, and then 50 of them were sent boxes from DewLabs—with 7 potential new MountainDew flavors. The recipients then get to vote on the new flavor. In the box was commemorative artwork, cool swag and a flip camera to record their votes.
  • Most social media guidelines are a ‘vanilla’ list of “do’s” and “don’ts”
  • Leveraging social media in employee engagement

    1. 1. <ul><li>August 2, 2009 </li></ul>THE ROLE OF SOCIAL MEDIA: How to strengthen your brand through employee and customer engagement
    2. 2. WHO WE ARE
    3. 3. <ul><li>OUR LATEST ADDITION </li></ul>Brand strategies and execution that bring your entire online presence into alignment with your brand.
    4. 4. WHO WE WORK WITH
    5. 5. <ul><li>WORKSHOP OVERVIEW </li></ul><ul><li>The threat and the opportunity </li></ul><ul><li>The role of social media in your brand strategy </li></ul><ul><li>The advantages of using social media for employee engagement and the bottom line </li></ul><ul><li>Practical how-to’s for creating and executing your own social media brand strategy </li></ul>
    6. 6. <ul><li>YOUR BRAND IS UNDER THREAT </li></ul><ul><li>The number and velocity of marketing messages has increased exponentially </li></ul><ul><li>Central authority figures are no longer authoritative </li></ul><ul><li>Brand relationships are based more on cultural phenomena than quality or reliability </li></ul>
    7. 7. <ul><li>GENERATIONAL DIFFERENCES ARE A CONTRIBUTOR </li></ul>“ Decoding Generational Differences: Fact, Fiction or Should we Just go Back to Work?” Deloitte Development 2008 Social influences Characteristics Greatest generation Direct me Great Depression Recovery through public works World War II and Korean War Pearl Harbor and Hiroshima Loyal Patriotic Faith in institutions Baby boomers Engage me Economic prosperity Vietnam War Civil rights movement Sexual revolution Protest marches and sit-ins Idealistic Competitive Question authority Workaholic Gen Xers Educate me Watergate Corporate raiders Fall of the Berlin Wall Gulf War/high tech warfare PC boom Environmentalism Self-reliant Skeptical/distrust institutions Adaptive Millennials Connect with me Terrorist attacks (Oklahoma City, 9/11, Columbine) Internet boom World without boundaries Tolerant Cyber-literate Social Confident
    9. 10. <ul><li>OLD BRAND MODEL </li></ul>brand messaging
    10. 11. <ul><li>Rather than a monologue to the masses, it’s engagement among managers, employees and customers </li></ul><ul><li>That seeks to build sustainable relationships with all brand stakeholders in part by energizing employees </li></ul><ul><li>THE NEW BRAND MODEL </li></ul>
    11. 12. <ul><li>Deeper brand-based relationships </li></ul><ul><li>Based on connected and shared employee/customer experiences </li></ul><ul><li>TODAY’S BRANDS ARE COMMUNITIES </li></ul>
    12. 13. <ul><li>BRAND COMMUNITY MODEL </li></ul>Management Staff Customers Branded events Branded social media Branded website Branded product experience Branded customer service Branded advertising
    13. 14. <ul><li>Defining your brand promise </li></ul><ul><li>Developing company-wide strategies that deliver on that promise </li></ul><ul><li>Integrating brand-driven messages into all communications </li></ul><ul><li>BUILDING YOUR BRAND </li></ul>
    14. 17. <ul><li>ONE TOOL FOR CREATING </li></ul><ul><li>A BRAND COMMUNITY </li></ul>Management Staff Customers Branded events Branded social media Branded website Branded product experience Branded customer service Branded advertising
    15. 18. <ul><li>THE MORE YOU ENGAGE, </li></ul><ul><li>THE STRONGER YOUR BRAND </li></ul><ul><li>Companies that were deeply and broadly engaged in social media last year recognized an 18% growth in revenue </li></ul><ul><li>Those who sat by the sidelines saw a 6% decline </li></ul>– Engagement db’s ranking of the top 100 Global Brands, July 2009
    17. 21. <ul><li>Direct </li></ul><ul><li>Instant </li></ul><ul><li>Expressive </li></ul><ul><li>Democratic/equalizes individual voices </li></ul><ul><li>Easy </li></ul><ul><li>Dialogue based </li></ul><ul><li>Occurs throughout our lives, anywhere, anytime </li></ul><ul><li>WHAT MAKES SOCIAL MEDIA AN IDEAL TOOL? </li></ul>
    18. 22. <ul><li>Social media has seeped into the broader culture, not just with tweens and not just with consumers </li></ul>
    20. 24. <ul><li>AND SO IS EVERYONE ELSE </li></ul><ul><li>60% of Americans use social media </li></ul><ul><li>85% of users believe a company should not only be present but also interact with its consumers via social media </li></ul><ul><li>56% of users feel they have a stronger connection with and are better served by companies when they can interact with them in a social media environment </li></ul><ul><li>93% of social media users believe a company should have a presence in social media </li></ul>The 2008 Cone Business in Social Media Study
    21. 25. <ul><li>ADVANTAGES OF BRAND-BASED SOCIAL MEDIA </li></ul>
    22. 26. <ul><li>EMPOWERS WORKFORCE </li></ul>
    23. 27. <ul><li>PROMOTES CONNECTEDNESS </li></ul>
    24. 28. <ul><li>BREAKS DOWN SILOS </li></ul>
    25. 29. <ul><li>FACILITATES INNOVATION </li></ul>
    26. 30. <ul><li>BUILDS COMPANY CULTURE </li></ul>
    27. 31. <ul><li>INCREASES STAFF PRODUCTIVITY </li></ul>Use of social media to do one’s job Aon Consulting Web 2.0 and Employee Communications Survey March 2009 Non-Millenials Millenials Intranet 65% 72% Text messaging 25% 38% Instant messaging 46% 48% Social network sites 13% 20% Blogs 8% 13%
    28. 32. <ul><li>CREATES CHAMPIONS </li></ul>
    29. 33. <ul><li>DEVELOPING YOUR </li></ul><ul><li>SOCIAL MEDIA BRAND STRATEGY </li></ul>
    30. 34. <ul><li>T rack </li></ul><ul><li>L isten </li></ul><ul><li>C hange </li></ul><ul><li>YOUR PLAN TAKES TLC </li></ul>
    31. 35. <ul><li>Work with departments like marketing, product development, account management to determine shared company goals </li></ul><ul><li>Prioritize goals for those most easily achieved through the medium </li></ul><ul><li>Work with senior leadership to ensure goals reinforce strategic objectives </li></ul><ul><li>Include goals around building community, communicating your message and getting feedback from customers </li></ul><ul><li>To track, you must first identify your goals </li></ul>Community Communication Feedback
    32. 36. <ul><li>What are you currently using to engage customers and employees? </li></ul><ul><li>What tools are out there that might improve upon these methods? </li></ul><ul><li>What problem have you always wanted to solve that you haven’t been able to so far? </li></ul><ul><li>TRACKING IS ALSO ABOUT INVENTORY </li></ul>
    33. 37. <ul><li>Identify, if you can, who in your company is already using social media </li></ul><ul><li>What are they saying? </li></ul><ul><li>What are your customers saying? </li></ul><ul><li>What are your competitor’s customers saying? </li></ul><ul><li>THEN, LISTEN </li></ul>
    34. 38. <ul><li>TO CHANGE, LET YOUR BRAND BE YOUR GUIDE </li></ul><ul><li>Use your brand promise </li></ul><ul><li>Identify the cultural norms and other aspects of your brand that will either inhibit or promote your objectives </li></ul><ul><li>Ask yourself, “how does a company who promises x communicate with employees and customers? </li></ul>
    35. 39. <ul><li>BUILDING THEIR BRAND COMMUNITY </li></ul>
    36. 40. <ul><li>TIPS FOR CHANGE </li></ul><ul><li>Start small and focused </li></ul><ul><li>Act with purpose </li></ul><ul><li>Be transparent </li></ul><ul><li>Let the community moderate itself first </li></ul><ul><li>Monitor heavily </li></ul><ul><li>Leverage your Gen X and Millennial employees </li></ul>
    39. 43. <ul><li>Brand-based social-media strategy use is in its infancy. One of the best examples out there is Zappos.com whose primary strategy is: </li></ul><ul><li>Training employees on and using Twitter to demonstrate transparency, happiness and passion for customer service . (Bethsblog) </li></ul><ul><li>CREATE BRAND-BASED SOCIAL MEDIA STRATEGIES </li></ul>
    40. 44. <ul><li>Will you allow employees to be socially online at work? </li></ul><ul><li>Will you let them speak on behalf of the company? </li></ul><ul><li>Will you train them? </li></ul><ul><li>Will you establish guidelines? At what level? </li></ul><ul><li>Will you make clear what are career damaging actions? </li></ul><ul><li>ESTABLISH BASIC POLICIES </li></ul>
    41. 45. <ul><li>Don’t: Use objectionable language; demonstrate a disrespect of an employee, employee group or customer; or threaten violence </li></ul><ul><li>--Best Buy intranet guidelines </li></ul><ul><li>EMPOWERING GUIDELINES ARE SIMPLE </li></ul>
    42. 46. <ul><li>We don’t believe there is a conflict between authenticity, employee expression and brand guidelines </li></ul><ul><li>The idea that culture should only grow from the bottom up ignores the importance of leadership and management—brand is both bottom up and top down </li></ul><ul><li>A little brand leavening is a very good thing—because employees are your core brand champions whether online or out in the world </li></ul><ul><li>BRAND IS OFTEN MISSING IN SOCIAL MEDIA </li></ul>
    43. 47. <ul><li>“ Zappos has a customer obsession which is so easy for me to admire. It is the starting point for Zappos. It is the place where Zappos begins and ends. And that is a very key factor for me. I get all weak-kneed when I see a customer-obsessed company, and Zappos certainly is that. Zappos also has a totally unique culture. I’ve seen a lot of companies, and I have never seen a company with a culture like Zappos’. And I think that kind of unique culture is a very significant asset.” </li></ul><ul><li>--Mashable’s Ben Parr </li></ul><ul><li>“ Here’s Why Amazon Bought Zappos,” 7/22/09 </li></ul><ul><li>AND YET BUILDING YOUR BRAND IS THE ULTIMATE GOAL </li></ul>
    44. 48. <ul><li>“ Create some excitement . As a business and as a corporate citizen, Intel is making important contributions to the world, to the future of technolo gy, and to public dialogue on a broad range of issues. Our business activities are increasingly focused on high-value innovation . Let's share with the world the exciting things we're learning and doing—and open up the channels to learn from others.” </li></ul><ul><li>--Intel corporate blog guidelines </li></ul><ul><li>INTEL ENCOURAGES BRAND DISCUSSION </li></ul>
    45. 49. <ul><li>“ One of IBMers' core values is ‘trust and personal responsibility in all relationships.’ As a company, IBM trusts—and expects—IBMers to exercise personal responsibility whenever they participate in social media. This includes not violating the trust of those with whom they are engaging. IBMers should not use these media for covert marketing or public relations. What does an IBMer's personal responsibility mean in online social media activities? Online social media enables individuals to share their insights, express their opinions and share information within the context of a globally distributed conversation .” </li></ul><ul><li>--IBM corporate social media guidelines </li></ul><ul><li>AN IBM GUIDELINE </li></ul>
    46. 50. <ul><li>What will you do to encourage </li></ul><ul><li>brand-based social media? </li></ul><ul><li>??? </li></ul>
    47. 51. <ul><li>Take 15 minutes and create a strategy or strategies that would help employees, customers or other audiences through social media </li></ul><ul><li>Extra credit: Build brand into your existing social media policies </li></ul><ul><li>EXERCISE </li></ul>