On 6 December 2016, the SRA got togther with ten other regulators to talk about social media, our uses, successes, evaluation, measurement and challenges we all face.

1. #socialregulators
London – 6th
December 2016

2. Today’s Agenda
• 10.00: Introduction and outline
• 10:15: Social challenges for regulators: Review of survey findings
• 11:00: Getting employees involved
• 11:30: BREAK
• 11:45: Securing management and board-level buy-in
• 12.30: LUNCH
• 13:15: Open discussion
– social media and customer service
– evaluating and measuring social media results
– corporate tone of voice and social media
– corporate social media policy
• 14.45: Closing remarks
• 15:00: CLOSE

3. Introductions
• John Rieger, Head of Digital Comms SRA
• Chris Taylor, Managing Director DTW
• Jess Volpe, Social Media Strategist DTW
• Steven Parker, Managing Director Digital Allies

4. Introduction
• Today is the first roundtable
• Open forum to discuss Social Media challenges
faced by regulators
• Sharing with each other is the key to today

5. Introduction
Paul Philip
Chief Executive
Solicitors Regulation Authority
Jane Malcolm
Executive Director, External Affairs
Solicitors Regulation Authority

6. Survey findings

7. Survey findings
• Conducted a comparator survey in
December 2015
• To benchmark SRA’s current activities
against peers
• 7 respondents in total
• Most of whom are in the room…

8. Survey findings
• Do you use an official social media
strategy?
• Yes 6 (86%)
• No 1 (14%)

9. Survey findings
• Which areas does it cover?
• Organisational/goal mapping 1 (17%)
• Social media’s role in wider comms strategy 6 (100%)
• Individuals or team’s roles and responsibilities 4 (67%)
• Analytics and evaluation 3 (50%)
• Emergency responses/crisis communications 3 (50%)

10. Survey findings
• Briefly outline the make-up of the social
media team at your organisation
• No specific social media team. I sit in the digital
team and one of my main roles is running the
social channels. I have a secondee who helps and
then a few others from the digital team and wider
Communications division help out.

11. Survey findings
• Briefly outline the make-up of the social
media team at your organisation
• One full time social media officer oversees social
media. Every team in the organisation has their own
Twitter feed, LinkedIn group or Facebook group or
page. This comprises about 30 individuals whose daily
duties include managing these channels.

12. Survey findings
• How many people are directly involved in
producing or using social media on
behalf of the organisation?
• Two to three 2 (29%)
• Four to five 1 (14%)
• Six to ten 3 (43%)
• More than ten 1 (14%)
• For all of these people it is part of their other duties

13. Survey findings
• In the past 12 months has this number:
• Increased 4 (57%)
• Decreased 0 (0%)
• Remained the same 3 (43%)
• In the next 12 months, do you see this number:
• Increasing 1 (13%)
• Decreasing 3 (43%)
• Remaining the same 3 (43%)

14. Survey findings
• How has the content you create/publish on
social changed over the past 12 months?
• More visual. Our most popular posts are infographics
• We’ve gone from very serious, mainly broadcast to a hugely
expanded presence using innovative tools such as
Thunderclap, Twitter chats, live video streaming such as
Periscope, all resulting in a lot more engagement. We
intend to focus on engagement and content amplification
more in 2016

15. Survey findings
• How has the content you create/publish on social
changed over the past 12 months?
• There is more of it. We have introduced the use of images
and video over the past 12 months
• Greater use of images and infographics. Some more active
use of discussion topics and stand-alone content
• We are beginning to look at creating more infographics and
to increase the number of videos that we create and publish

16. Survey findings
• How has the content you create/publish on social
changed over the past 12 months?
• Richer media – increasing experimentation with Twitter
cards, embedded videos, polls and imagery. Planning and
evaluation work – we have focused on improving the way
we plan and evaluate campaigns and events using citation
analysis (Onalytica) to better understand our audience. As a
result, we are aiming to produce campaign scripts that are
timed and aimed to reach key influencers

17. Survey findings
• If you could make one change to the organisation’s
social media approach, what would it be?
• Great engagement and less fear of digital
• More resource to enable us to post more regularly
• Streamline channels
• To throw more resource at it and increase engagement with
our target audiences
• More resource

18. Getting employees involved

19. Getting employees involved
• Are employees allowed to post on their personal
profiles about organisational news/stories etc. on
social media? Are there any caveats/safeguards?
• Yes 7 (100%)
• Yes, we have guidelines for engagement that cover tone of voice, what
not to reveal etc.
• Yes, as long as it is in line with behaviour in the wider employee
guidelines
• Yes, but with a common sense approach

20. Getting employees involved
• Are employees allowed to post on their personal
profiles about organisational news/stories etc. on
social media? Are there any caveats/safeguards?
• Yes, but we are developing a policy for staff to ensure they are clear on
the dos and don’ts
• Yes. We are developing social media guidance for staff
• There are caveats
• Yes, and this is encouraged on LinkedIn and in a professional capacity
on Twitter. It is covered by quite general rules relating to bringing the
organisation into disrepute

21. Getting employees involved
• Is this covered as part of the social media strategy?
• Yes 5 (83%)
• No 1 (17%)
• Does your organisation offer any specific social media
training to staff?
• Yes 4 (57%)
• No 3 (43%)

22. Getting employees involved
• Employee Advocacy programme rolled out
• Identified suitable candidates
• Invited onto the programme
• Training took place July and August 2016
• Employees Advocates live September 2016

23. Things to consider
• Buy-in from senior management
• Buy-in from line managers
• A solid cohort of volunteers
• Time to consider, train and implement
• Generating the right content
• Software to bring it all together
• Incentives to keep momentum

24. Getting employees involved

25. Getting employees involved

26. Employee advocate
Zoe Allen-Robinson
Ethics Adviser
Solicitors Regulation Authority

27. This is social

28. Break

29. Getting SMT and Board buy-in
• Which staff have direct input into social media strategy
creation?
• Chief Executive 2 (33%)
• Senior Management Team 4 (67%)
• Departmental managers 4 (67%)
• Junior managers 4 (67%)
• Officer/executives 3 (50%)
• Practitioners 4 (67%)

30. Getting SMT and Board buy-in
• Why do you want SMT and Board buy-in?
• What do you want them to do?
• How engaged are your SMT?
– Superficially?
– Moderately?
– Too often!

31. Getting SMT and Board buy-in
• How do you engage with SMT and
Board?
– Focus on outcomes
– Support delivery of organisational goals /
objectives
– Understand SMT motivations
– Personal profile and development
– Research based engagement

32. Lunch

33. Social media and customer service

34. Social media and customer service
• Why is the organisation on social media?
• Communicate with/promote organisation to the public 5 (71%)
• Communicate with/promote organisation to members 7 (100%)
• Promote accomplishments & achievements 4 (57%)
• Respond to public queries 4 (57%)
• Communicate with staff 1 (14%)
• E-commerce 1 (14%)
• Sentiment analysis/public monitoring 1 (14%)

35. Social media and customer service
• Do you have pre-approved/pre-cleared social media
responses to FAQs?
• Yes 2 (28.6%)
• No 5 (71.4%)

36. Social media and customer service
• What level of approval is required to respond to real-
time social media enquiries?
• Everything has to be cleared by line management 1 (14%)
• No immediate approval required if covered
by policy, otherwise approval sought 1 (14%)
• No immediate approval required –
response at discretion of responder 4 (57%)
• Other – Frustratingly inconsistent, often referred
to senior management 1 (14%)

37. Evaluation and measurement
• How do you judge social media success for the
organisation?
• Social Engagement (likes, clicks, views etc.) 6 (85%)
• Comments & Interactions 6 (85%)
• Link clicks 4 (57%)
• Traffic driven to website 4 (57%)
• Increased audience 4 (57%)
• Influencer mentions 1 (14%)
• Klout score 1 (14%)

38. Evaluation and measurement
• What packages or systems do you use to measure
progress?
• Native analytics packages 6 (86%)
• Dashboard analytics packages 3 (43%)
• Paid analytics packages 2 (29%)
• Web analytics packages 3 (43%)
• Microsoft 1 (14%)
• Onalytica 1 (14%)
• Tweetreach 1 (14%)

39. Evaluation and measurement
• Do you set formal objectives for social media
activities?
• Yes 3 (43%)
• No 4 (57%)

40. Corporate tone of voice
• What social media platforms does your
organisation have an official presence on?
• Facebook 5 (71%)
• Twitter 7 (100%)
• LinkedIn 7 (100%)
• YouTube 6 (85%)
• Pinterest 1 (14%)
• Instagram 1 (14%)

41. Corporate tone of voice
• Are you planning to launch any new platforms
within the next 12 months?
• Yes 1 (14%)
• No 6 (86%)

42. Corporate tone of voice
• What content do you regularly publish on your social
media channels?
• Events 6 (86%)
• Polls 1 (14%)
• Company news 7 (100%)
• Infographics 7 (100%)
• Public discussion topics 4 (57%)
• Images 7 (100%)
• Videos 6 (86%)
• Educational messages 1 (14%)
• Light hearted content 1 (14%)

43. Corporate tone of voice
• Who do you want to talk to?
• Where do you want to talk to them?
• What do you want to talk about?

44. SRA Social media policy
• Be yourself
• Be responsible
• Be discreet
• Be informed
• Be good

45. Social media policy
• Do you have a social media policy?
• What is the purpose of your social media policy?
• How accessible is it to your colleagues?
• Is it fit for purpose?
• Is this an area regulators should be looking at as
part of their wider regulatory duties?

46. Closing remarks

47. Thank you