Half day interactive open workshop on social media held in Toronto.

1. Making social media work for you by Toronto Training and HR February 2011

2. Contents 3-4 Introduction to Toronto Training and HR 5-10 Fad or here to stay? 11-12 Age differences 13-14 Links with employee engagement 15-17 Social learning 18-22 Developing an acceptable use policy 23-24 Safeguarding the brand from criticism online 25-29 Great brands 30-33 Who’s using social media 34-40 Tips for success 41-44 Trends for 2011 45-50 Case studies 51-52 Conclusion and questions Page 2

3. Page 3 Introduction

6. Improving employee engagement & morale

9. Fad or here to stay? 2 of 5 Blog Readership More than 133,000,000 blogs have been indexed since 2002 77% read blogs 1 in 5 report blogging daily 2/3 of bloggers are male 72% of bloggers are hobbyists 58% say they are better-known in their industry because of their blog Sources: 2009 State of the Blogosphere by Technorati.

10. Fad or here to stay? 3 of 5

12. ½ the traffic comes from outside the US

13. Executives from all Fortune 500 companies are on LinkedIn

14. LinkedIn adds a new member every secondSources: LinkedIn Web site, LinkedIn Blog

16. Every minute, 24 hours of video is uploaded

18. 84% of the U.S. Internet audience has watched a video

20. Page 12 Age differences Get more work done Get better work done Learn truly useful things Learn more in less time

21. Page 13 Links with employee engagement

22. Page 14 Links with employee engagement Why is engagement important? Key factors in employee engagement How can social media enhance employee engagement? Social media tools How are social media tools being used? Challenges to adopting social media tools Corporate culture is key Explore social media tools to increase employee engagement

23. Page 15 Social learning

24. Page 16 Social learning 1 of 2 QUESTIONS TO ASK How can we support those who are already working and learning collaboratively? How can we build on what is already happening? How can we encourage those who are not already working and learning collaboratively to do so? How can we provide services to individuals and teams to help them address their learning and performance problems using collaborative approaches?

25. Page 17 Social learning 2 of 2 A SUPPORTIVE BOTTOM-UP APPROACH Learning & development does not own social learning Autonomy is a powerful motivator Better results come from ‘getting out the way’

26. Page 18 Developing an acceptable use policy

27. Page 19 Developing an acceptable use policy 1 of 4 Start by expanding your company's existing acceptable use policies governing email and web communications. Clearly specify what is acceptable and what is inappropriate to post to social media sites. State what can be posted during business hours and outside of business hours (if indeed there is any difference). Where there is no differentiation, clearly state this in the policy. Let employees know that messages posted to social media sites will be monitored-this is vital.

28. Page 20 Developing an acceptable use policy 2 of 4 Review all privacy settings on social media sites that contain your corporate profile. Educate staff about privacy settings too. Opting for minimal settings can expose your network to malware directed at popular social media sites. Consider developing multiple Acceptable Use Policies (AUPs) for globally distributed staff, to cater for the laws of different countries. Once you have taken these first steps, technology then can be used to remind employees of their responsibilities to protect company reputation and information. Rulesets within your email and web content management can then be used to enforce the social media AUPs.

29. Page 21 Developing an acceptable use policy 3 of 4 CONTENT FILTERS Preventing the posting of inappropriate language or brand names to social media sites. Preventing inappropriate images from being posted Blocking of incoming or outgoing file types over social media (e.g. Excel spreadsheets and databases). Blocking access to dangerous websites, such as gambling sites, that are known to be hosting malware. Dividing websites into work-related and non work-related sites, to track usage. Dividing social media access by job description, to manage non work-related usage.

30. Page 22 Developing an acceptable use policy 4 of 4 CONTENT FILTERS Applying granular social media controls, such as read only rules on the corporate Facebook account, depending on employees' roles. Look for granular social network controls that can be set by network. Enforce AUP by allowing timed access to social media sites during working hours to maintain productivity and to non-work related sites and webmail during lunch breaks, before 9am and after 5pm. Limit the installation of plug-ins such as games on social network sites, as these can impact productivity and network security.

31. Page 23 Safeguarding the brand from criticism online

32. Page 24 Safeguarding the brand from criticism online Your brand and good name are precious, so make time to monitor what is being said online Consider whether any detractor’s criticism is valid and, if it is, take appropriate action to remedy it Let your employees know that their feedback is welcomes and will be acted on Establish a policy on social media usage to guide employees Be prepared to intervene immediately to quash any falsehoods about your company Use social networking to proactively promote your brand

33. Page 25 Great brands

34. Page 26 Great brands 1 of 4 FUNDAMENTAL QUALITIES They offer and communicate a clear, relevant customer promise They build trust by delivering on that promise They drive the market by continually improving the promise They seek further advantage by innovating beyond the familiar

35. Page 27 Great brands 2 of 4 KEEP YOUR EYE ON THE BALL Don’t throw out your playbook Use social media primarily for insight Strive to go viral but protect the brand Engage, but follow the social rules

36. Page 28 Great brands 3 of 4 REPUTATION WARFARE Avoid disproportionate shows of force Don’t let bureaucracy get in the way-respond at high speed. Empower your team to help tell your organization’s side of the story Go rogue: new media can be your friend Find sympathetic third parties to serve as “force multipliers” Stockpile credentials now for use in battles ahead

37. Page 29 Great brands 4 of 4 SPENDING MONEY IN THE RIGHT PLACES Then-the funnel metaphor Now-the consumer decision journey Block that metaphor The journey in practice Launching a pilot Taking action A customer experience plan New roles for marketing Starting the journey

38. Page 30 Who’s using social media?

39. Page 31 Who’s using social media? 1 of 3 INDUSTRIES Search engines Advertising and marketing Banking Traditional media (Publishing, TV & radio) Toys and games

40. Page 32 Who’s using social media? 2 of 3 JOB TITLES Marketing/Chief Marketing Officer Human Resources and recruiting Communications and public relations IT Sales

41. Page 33 Who’s using social media? 3 of 3 COMPANIES Google Microsoft Amazon Juniper Networks Adobe

42. Page 34 Tips for success

43. Page 35 Tips for success 1 of 6 Define your goals Listen Draft a simple social media policy Start conversations Humanize your organization Establish your identity Know your customers Reward true fans Acknowledge screw-ups From online to offline

44. Page 36 Tips for success 2 of 6 MONITOR AND OPTIMIZE For ROI, your social-media efforts must either earn or save you money. Determine which actions leading to sales have a financial impact on your business, and decide which baseline metrics you’ll use for comparison. Monitor for patterns that correlate your social-media interactions to such metrics as:

45. Page 37 Tips for success 3 of 6 MONITOR AND OPTIMIZE Sales revenue Number of transactions Number of customers Per-order expenditure In-store traffic

46. Page 38 Tips for success 4 of 6 MONITOR AND OPTIMIZE If sales or savings aren’t your main goals, then monitor: Awareness: numbers of fans or followers, mentions or incoming links Non-financial conversions: numbers of downloads, newsletter sign-ups or forwards to friends Relationships: numbers of interactions or types and quality of initiations Engagement: presence of unique visitors, repeat visits or durations of time on site

47. Page 39 Tips for success 5 of 6 MONITOR AND OPTIMIZE Plan so you can measure, and measure so you can improve. The web isn’t static, so your campaigns must evolve and improve constantly to meet your business objectives and your audience’s needs.

48. Page 40 Tips for success 6 of 6 AVOID COMMON MISTAKES Lack of a specific and human-sounding tone Mistakes with the frequency of delivery Mix of the content is wrong

49. Page 41 Trends for 2011

50. Page 42 Trends for 2011 1 of 3 Gen Y women are far more cautious then Gen Y men when it comes to social media and work-related issues. Overall, only 31% of Canadian 15-34 year olds believe companies should allow employees to use social media at work. However, far more men support the idea than women. While only 26% of women agree companies should allow their employees to use social media at work, 36% of men agree. The figures for the UK are exactly the same as Canada for men and women. Despite there being greater support overall, almost the same pattern emerges in the USA, with men agreeing with the statement 8% more than women.

51. Page 43 Trends for 2011 2 of 3 Women are using their offline support networks far more to discuss career matters than men. Young couples talk most about their work and careers both online (30%) and offline (63%). In contrast young parents talk least about their work both online (22%) and offline (51%). Gen Y singles, couples and young parents have on average around one quarter of their online social network made up of people from their workplace. In fact, the older end of Gen Y displayed attitudes that were far more open to mixing work and social media than their younger Gen Y counterparts.

52. Page 44 Trends for 2011 3 of 3 Generation Y are not half as supportive of social media as you might expect. High school students in Canada, the USA and the UK are the least supportive of allowing social media in the workplace –45% don’t think it should be allowed in Canada, 40% in the UK and 37% in the USA. Young parents in the three countries are far less dismissive - only 30% don’t think it should be allowed in the workplace in Canada, 28% in the UK and only 22% in the USA.

53. Page 45 Case study A

54. Page 46 Case study A

55. Page 47 Case study B

56. Page 48 Case study B

57. Page 49 Case study C

58. Page 50 Case study C

59. Page 51 Conclusion & Questions

60. Page 52 Conclusion Summary Questions