- The document discusses how organizations can assess their level of socialness through examining leadership actions, management practices, communications protocols, and how well they listen to employees and customers. - It also addresses how the modern workforce values social skills, collaboration, and technological competence, requiring companies to constantly evolve and innovate to engage this new workforce. - The key is for organizations to listen more closely to internal and external conversations to better inform decision-making and bring new perspectives into the process.

1. “How Social Are You?”

2. The Social Organization
• Karen Wickre, Google
• Jennifer Preston, The New York Times
• Frank Eliason, Citi
• Ben Edwards, IBM
• Stefan Stern, Mike Slaby, Michael Wiley, Steve Rubel, David Armano,
Bruce Anderson and Michael Brito
• www.change.edelman.com

3. • Public Engagement:
The Evolution of Public Relations

4. Public Engagement Model
Sphere of Cross - Influence in World of Expression
Top-Down
Media
online Consumers
and offline
Employees
Influencers
Conversation Bottom-Up
Government Investors
Retailers
Academics
Talk

5. Being a Social Organization is More than
Social Media
• Over seventy percent of people on-line blog or network
• Exponential growth of Twitter; 500 million+ active on Facebook
• 370 million unique visitors to Wikipedia each month; 2 + billion views
per day on YouTube
• Diversity continues: Flickr, Digg, Skype, LinkedIn

6. “Defining Social”
• Interactions
• Behaviors
• Intentions
• Involvement
• Attitudes

7. How Social Are You?
• Leadership Actions
• Management Practices
• Communications Protocols
• Frequency
• Feedback
• Transparency
• Accessibility
• Listening
• Integration

8. An Evolving Workforce

9. It’s 2010…do you know your workforce?
• Reengage with your workforce
• Comprehend business strategy and translate it via new language,
mediums
• Upend communications from a strategic and operational
standpoint
• Constantly reassess, experiment, fail

10. Knowing Your Workforce: The Employee Worldview
Communications
Channels & Vehicles
External
Media
Financial
Performance
Rationale
• Clarify employee and manager point-of-
view on the business, leadership,
Leadership
Rewards &
competitive environment, workplace
Visibility and
Credibility
Employees Recognition experience and communication
• Establish qualitative and quantitative
benchmarks for employee engagement,
Current
Relationship
with Manager Business channel and manager communication
Environment
effectiveness
’
Company’s Vision,
Mission and Values
Standard Summary: Employee Profiles:
• Leadership perceptions of • Composite description of employee
communication and support needs worldview (by segment) both today and
• Employee views on: in the future
- Credible information sources • Includes quotes, goals and
- Understanding of business and strategy communication needs by segment
- Information they lack

11. How Smart Do You Want Your
Employees to Be?
• How smart do you want to be about your
employees?

12. Conversations inform decision-making, not vice-versa
• Organizational conversation and information flow used to be linear, in a
controlled environment
• Now, with information ubiquitous, people are talking about your company
24/7, both inside and outside
• What you stand for, who you are, supported by clearly defined goals and
actions – i.e., organizational clarity – is more critical than ever
Organizations must listen more closely
and bring new points of view into the
decision making process

13. Rise of the “social” enterprise develops a differentiated
workforce
Increasing pressures on organizations to be more
competitive, agile and “lean” result in a workforce
that is more:
• Cognitively complex
• Team-based and collaborative
• Dependent on social skills
• Dependent on technological competence
• Time pressured

14. To be successful, companies need to evolve constantly
• Innovation no longer crucial simply for business success, but for
business survival
• Need for innovation, self-assessment and re-invention are not
novel
• Main difference today is rapid pace of change
• Sustainable competitive advantage no longer exists
• Success today is based on creating a flow of temporary
advantages, which requires innovation and agility

15. In summary…
• How social are you? is an individual analysis
• It starts with leadership actions and management practices
• It impacts every facet of the enterprise
• Being Social is more about how employees and customers
“experiences” the organization
• Organizational Communications has a unique role to engage
people by providing context and relevance, helping to
“connect the dots”, listening to and acting upon the voices
and conversations internally

16. “How Social Are You?”