How to Measure and Benchmark your Enterprise Social Network
•
2 likes•1,721 views
This document discusses how to measure and benchmark an enterprise social network. It outlines several key areas to benchmark, including community management, member behavior, and results/ROI. For each area, it recommends defining metrics, collecting a baseline of data, comparing metrics over time and against peers, and using the findings to improve community management and drive greater value from the social network. Benchmarking provides an objective way to evaluate performance, focus strategic conversations, and make confident decisions about strengthening the community.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Similar to How to Measure and Benchmark your Enterprise Social Network
Similar to How to Measure and Benchmark your Enterprise Social Network (20)
Recently uploaded
Recently uploaded (20)
How to Measure and Benchmark your Enterprise Social Network
- 1. How to Measure and Benchmark your Enterprise Social Network Rachel Happe Principal & Co-Founder
- 2. Research Advisory Training Benchmarking 2! The Community Roundtable www.communityroundtable.com TheCR Network
- 4. The Value of Benchmarking www.communityroundtable.com 1. Focuses the Conversation Benchmarking provides concrete and actionable guidance that helps translate your strategic ambition into strategic reality. 2. Injects Unbiased Perspective Data-driven analysis removes personal or political bias, providing and objective look at performance. 3. Enables Confident Community Decision-Making Benchmarking tells you where you are and provides the data to make confident decisions about your community’s future.
- 5. What Do You Benchmark? www.communityroundtable.com Management The approach to building successful communities Behavior How individual communication behavior is changing Results The value produced by the community; benefits including ROI
- 6. How do you benchmark? • What’s important? • How will you track it? Define • What’s the current state? • What interval will you track? Baseline • Against yourself? • Against other internal communiFes? • Against peers/idustry? Compare • Educate & sell execuFves • Planning and budgeFng • PrioriFzing resource uliFzaFon Use
- 7. Limits of Benchmarking www.communityroundtable.com 1. Benchmarking is ‘dumb’ to your strategy Benchmarking provides a objective comparison, which is what makes it valuable, but because of thatit cannot indicate/evaluate where performance differences are intentional based on your unique context and strategy 2. Trends, not specifics The best use of benchmarking is to see trends and use those to trigger deeper discussions about your approach – but it cannot define priorities unique to your organization. It is one of many great inputs to a strategic conversation.
- 9. The Value of Community Management www.communityroundtable.com “Goals are for Losers” – Scott Adams
- 10. The Value of Community Management www.communityroundtable.com Building Processes for Repeatable Results While you may be able to generate results without a well constructed management approach, it is difficult to maintain performance without a consistent, documented approach Can measure value Gap between vision and ability to execute
- 11. www.communityroundtable.com Define: The Community Maturity Management
- 12. www.communityroundtable.com Baseline: Document the current state
- 13. www.communityroundtable.com Compare: Benchmark competencies ✔ ✔ ✔ ✔ ✔ ✔ ✔ ✔
- 14. www.communityroundtable.com Use: Define where you want to be
- 15. www.communityroundtable.com Use: Build a roadmap
- 17. Impact! Phase 1 Hierarchy! Phase 2 Emergent Community! Phase 3 Community! Phase 4 Networke d! Pull! Grow! Transform! Behavior Change! Time! 17! Behavior change drives ROI
- 18. • Information Seeking • Content Management • Collaborative Analysis and Decision-Making • Co-creation of content • Work Synchronization • Stakeholder review • Communication of decisions or outputs When a member wants to ___________________________ they will use the community to __________________________, instead of doing _____________ __________________________. Define: What is the existing and new behavior?
- 19. Baseline: What percent of the old behavior has been replaced? Old Behavior New Behavior % %
- 20. Compare: Gauge your inflection points Behavior! Time!
- 21. Use: Adjust community management approach Impact! Phase 1 Hierarchy • Find an internal owner! • Identify executive sponsor! • Align goals and capabilities! Phase 2 Emergent Community • Identify advocates ! • Align goals and capabilities! • Formalize governance! Phase 3 Community • Document processes! • Training! • Evolve metrics & reporting! • Creating new roles! ! Phase 4 Networked • Change HR processes! • Adapt corporate strategy! • Phase out older tools ! ! ! Pull! Grow! Transform! Behavior Change! Time! 21!
- 23. Define: When a member wants to ___________________________ they will use the community to __________________________, instead of doing _____________ __________________________ __________________________. resolve an issue ask a question emailing a ticket system (CRM, bug tracking tool, etc. Answered Questions Report • Total Questions • Questions with Responses • Time to First Response • Questions with Helpful Answers • Time to First Helpful Answer • Questions with Correct Answers • Time to Correct Answer • Total Views
- 24. Baseline: Gather Data Metric Baseline Current System Baseline Jive/Community Total Questions # Percent of Total Questions % 100% 0% With Responses % Time to first response hrs With Helpful Answers % Time to First Helpful Answer hrs With Correct Answers % Time to Correct Answer hrs Total Views for All Questions
- 25. Compare: Assess Progress Metric Baseline Current System Baseline Jive/ Community Q2 Current System Q2 Jive/ Community Other Communi:es Total Questions # Percent of all questions % 100% 0% With Responses % Time to first response hrs With Helpful Answers % Time to First Helpful Answer hrs With Correct Answers % Time to Correct Answer hrs Total Views for All Questions #
- 26. Use: Communicate 0% 20% 40% 60% 80% 100% August September October Responses Helpful Response Correct Responses 0 1 2 3 4 5 August September October Time to Respond Time to Helpful Response Time to Correct Response Rate No Response Response Helpful Correct Response Rate Trend, by Month Time to Response, by Month 670 680 690 700 710 720 730 740 Views August September October Views Per Ques:on, by Month
- 27. Use: Potential Management Adjustments 1. Engagement Approach: Close Response Gap Create a way to regularly highlight open questions like a Friday blog post or a bigger advocate initiative that encourage them to backchannel to prompt responses. 2. Content Management Resourcing Allocating time to mark responses as helpful or correct so that reporting is more accurate. 3. Tool Integration Consider integrating email distribution addresses to publish into the community, increasing question capture
- 28. Use: Constructing ROI Traditional Response Process Question -> Ticket System -> Resource time to respond Cost Per Answer = FTE / time to respond Community Response Process Question -> Community -> Percent requiring employee response * Resource time to respond Cost Per Answer =(FTE / (Percent of questions requiring employee response * time to respond)) Answers Avoided (Opportunity Cost) Per Answer: ((Views * multiplier/ confidence factor)*(FTE / (Percent requiring employee response * time to respond)))
- 30. 30! State of Community Management Developing the methodology www.communityroundtable.com 2010
- 31. Community Performance Benchmark www.communityroundtable.com The Community Performance Benchmark Service Includes: • Online survey for one community or network • Report • Overall maturity score, compared to survey average and best-in-class • Maturity score by competency, compared to survey average and best-in-class • High level findings and recommendations • Recommendations by competency • One review cycle • Webinar presentation Additional Options: • More than one community • Comparison to a different survey segment (use cases, industry, company size, etc) • In-person presentation
- 32. 8| Key Observations Content & Programming Your community offers a variety of programs, including those for new members. You have an editorial calendar, and one way to increase the effectiveness of that calendar is to offer recurring programming, like a weekly Ask Me Anything chat, for example. Regular programming has a positive impact on member engagement. Leadership As your community matures, one area that you can spend time growing is your advocate program. Community leadership and advocacy programs are one way you can boost member participation in your community. Your response did not indicate many executives are participating in the community. Spending time helping them understand the value of the community and how to participate will help the community mature. This Community Performance Benchmark will cover your community’s performance in the eight competencies of the Community Maturity Model. We observed three key areas of opportunity for your community from your survey response: Community Management Your community has one full-time community manager – fewer resources than the survey average, but not uncommon. The number of responsibilities assigned to your community manager is closer to the responsibility profile of the most mature communities surveyed, which have more than five full-time resources to execute on those responsibilities. Key Observations
- 34. Thank you! Rachel Happe Principal & Co-‐Founder The Community Roundtable rachel@communityroundtable.com 617-‐271-‐4574 @rhappe www.communityroundtable.com