Managing Risk and Opportunity: Volunteers and Social Media


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Managing Risk and Opportunity: Volunteers and Social Media

  1. 1. Volunteers on Social Media:Managing Risk and Opportunity <br />February 3rd, 2011<br />Presented by Jessica Reynolds, <br />Director of Communications, Volunteer Toronto<br />
  2. 2. Introduction<br />Whether managing risk or managing<br />volunteers online, organizations must<br />engage in strategic planning in order to<br />leverage the opportunity social<br />media presents. <br />
  3. 3. Contents<br /><ul><li>Social Media: Operational Imperative
  4. 4. Risk and Opportunity Management: Policies and Procedures
  5. 5. Volunteer Recruitment and Management
  6. 6. Discussion / Scenarios</li></li></ul><li>Social Media is not a CHOICE<br />It is an IMPERATIVE<br />
  7. 7. <ul><li>Canada ranks 12th overall for internet penetration worldwide
  8. 8. Roughly 84% of Canadians use the internet
  9. 9. 70% of Canadians say they use social media </li></ul>Source: Internet Global Rankings, 6S media, StatsCan<br />
  10. 10. Contents<br />Your organization & brand <br />are being talked about<br />
  11. 11. Contents<br />Whether you join in…<br />
  12. 12. …or not.<br />
  13. 13. Top-down, broadcast <br />style communication<br /> is not enough <br />
  14. 14. Non Profits have <br />a choice to make <br />
  15. 15. Learn to <br />adapt current communications<br />
  16. 16. To engage the community<br />
  17. 17. and join the <br />conversation<br />
  18. 18. Or be left behind.<br />
  19. 19. ?<br />
  20. 20. Social media is not just<br />a set of tools<br />
  21. 21. flash<br />Real Time Search<br />hashtags<br />Click-throughs<br />Fans<br />Podcasts<br />APIs<br />2.0 functionality<br />Posts<br />Admins<br />viral videos<br />handles<br />Likes<br />Keywords<br />Track Backs<br />Sites<br />Subscribers<br />FOLLOWERS<br />Links<br />Feeds<br />apps<br />Photos<br />Wikis<br />Tweets<br />Users<br />Blogs<br />Diggs<br />vlogs<br />Tags<br />Groups<br />Metrics<br />Friends<br />Bookmarks<br />UGC<br />Comments<br />Streaming<br />flags<br />Actions<br />Contacts<br />Unique visitors<br />Retweets<br />
  22. 22. Used to broadcast your message <br />
  23. 23. @THEWORLD I <br />love #Volunteer #Toronto because Volunteering = good<br />Pls RT<br />
  24. 24. But a way to develop<br />your brand<br />
  25. 25. From a two-dimensional logo<br />
  26. 26. To a three-dimensional avatar<br />
  27. 27. Reflecting your organization`s: <br /><ul><li>Mission
  28. 28. Goals
  29. 29. Value</li></li></ul><li>Does this mean organizations have complete control of their brand online?<br />
  30. 30. Complete online brand control is a myth. <br />
  31. 31. But sticking one’s head in the sandis not an option.<br />
  32. 32. Social media is about managingrisk and leveraging opportunity.<br />
  33. 33.
  34. 34. How does this impact your Non Profit?<br />
  35. 35. <ul><li>34% of Non Profit employees will increase technology contributions in the next year
  36. 36. 52% will increase leadership</li></ul>NTEN 2010 Social Benchmarking Survey <br />
  37. 37. Whether increasing usage or leadership, social media can easily eat up staff time and expose an organization to risk<br />
  38. 38. Lack of:<br /><ul><li>Planning
  39. 39. Training
  40. 40. Collaboration</li></li></ul><li>Poor:<br /><ul><li>Risk Management
  41. 41. Strategic Planning
  42. 42. Implementation</li></li></ul><li>Both issues of risk and staff time can be dealt with through proper planning and the engagement of unpaid staff / volunteers<br />
  43. 43. Before you get started…<br />Do you have what you need?<br />
  44. 44.
  45. 45. Policy Determination<br /><ul><li>Assess the landscape</li></li></ul><li>What are the potential risks for organizations engaging in social media?<br />
  46. 46. Legal:<br /><ul><li>Torts
  47. 47. misappropriation of personality
  48. 48. Defamation
  49. 49. libel and slander</li></li></ul><li>Legal:<br /><ul><li>Privacy & confidentiality
  50. 50. organizational or personal information
  51. 51. Electronic records
  52. 52. Violation of Non Disclosure agreements</li></li></ul><li>Legal:<br /><ul><li>Ownership
  53. 53. Trademark (Accounts), Copyright (Content) </li></li></ul><li>Brand:<br /><ul><li>Inappropriate Content
  54. 54. Culturally incompetent or discriminatory postings
  55. 55. Off-brand messages
  56. 56. Inappropriate comments</li></li></ul><li>Brand:<br /><ul><li>Blurring of work & home
  57. 57. Personal use of accounts
  58. 58. Personal promotion
  59. 59. Off-brand messages
  60. 60. Inappropriate content on personal accounts </li></li></ul><li>Brand:<br /><ul><li>Inappropriate Channel
  61. 61. Media requests
  62. 62. Organizational contacts, partnerships</li></li></ul><li>Brand:<br /><ul><li>Inappropriate Channel
  63. 63. Media requests
  64. 64. Organizational contacts, partnerships</li></li></ul><li>
  65. 65. Policy Determination<br /><ul><li>Evaluate current resources</li></li></ul><li>Evaluate:<br />Which of these concerns applies to you?<br />Are there additional issues that have not been addressed?<br />
  66. 66. Evaluate:<br />What policiesor procedures are already in place?<br />E.G. Privacy Policy, Marketing Plan, Confidentiality Contract<br />
  67. 67. Evaluate:<br />What policiesor procedures are needed?<br />E.G. Social media policy, social media strategy, brand guidelines<br />
  68. 68. Evaluate:<br />Who needs to be included in the discussion and who will manage it?<br />
  69. 69.
  70. 70. Policy Formulation<br /><ul><li>Manage development or adjustment of existing policies</li></li></ul><li>What policies,<br />Procedures and strategies need <br />to be in place?<br />
  71. 71. Minimum:<br /><ul><li>Staff/Volunteer Social Media Policy
  72. 72. Social Media Strategy</li></ul>Suggested:<br /><ul><li>Branding Guidelines
  73. 73. Ethics Policy and / or Privacy Policy</li></li></ul><li>Social Media Policy<br /> … what does it do?<br />
  74. 74. Social Media Policies:<br /><ul><li>outline the organization’s expectations
  75. 75. best practices
  76. 76. minimum standards for participation</li></li></ul><li>A social media policy is not only an HR tool but a model of practice that can aid in managing behaviour and <br />perception in crisis situations.<br />
  77. 77. Jeremiah Owyang of the Altimeter Group<br />
  78. 78. Social Media Policies are inoculations against crisis.<br />They guide behaviour in the best of times, police it in the worst and allow formeasured response. <br />
  79. 79. For example:<br /><ul><li>Paid/Unpaid staff post defamatory comments about the organization (grounds for dismissal, statement of violation for media)</li></li></ul><li>For example:<br /><ul><li>Individuals post attacks targeting the organization – internal staff response is charged, external response is moderated</li></li></ul><li>
  80. 80. A Social Media <br />Policy Should…<br />
  81. 81. <ul><li>Be formally integrated as a part of staff and volunteer manuals</li></li></ul><li><ul><li>Cover the basics of social media interaction for staff and volunteers</li></li></ul><li><ul><li>Set out rules / expectations around fair use of social media sites and company information, trademarks</li></li></ul><li>Social Media <br />Policy Tips<br />
  82. 82. <ul><li>Start with why the policy is important to your organization – why shouldthey care?</li></li></ul><li><ul><li>Emphasize what staff and volunteers can do – use “do” more often than “don’t” to encourage use </li></li></ul><li><ul><li>Include best practices and minimum standards for participating </li></li></ul><li><ul><li>Provide common sense tips, examples and context – everyone should understand </li></li></ul><li><ul><li>Link to other existing policies, i.e. a privacy policy</li></li></ul><li>Social Media PolicyRecommendations<br />
  83. 83. <ul><li>To balance risk and opportunity, try the Coordinated Model</li></li></ul><li><ul><li>Provide definitions at the start of the document, such as a one for“Personal Information”</li></li></ul><li><ul><li>Ensure that the procedures for creating and deactivating accounts are detailed</li></li></ul><li><ul><li>Highlight the connection between unacceptable behaviour in other policiesE.G. Discriminatory comments</li></li></ul><li><ul><li>Make the ramifications of failure to abide by the policy clear</li></li></ul><li><ul><li>Set expectations for use of social media off company time</li></li></ul><li><ul><li>If staff or volunteers are required to contact or consult, i.e. Media request, ensure procedure is detailed clearly</li></li></ul><li>
  84. 84. Social Media Strategy<br />
  85. 85. A Social Media Strategy is an <br />Internal marketing plan toguide a social media campaign in conjunction with other marketing or communications efforts.<br />
  86. 86. Before you start, answer:<br /><ul><li>Why social media?
  87. 87. Who will do it?
  88. 88. What is our capacity limit?
  89. 89. How do we currently measure our online marketing efforts?</li></li></ul><li>1. Objective / Engagement Model:<br /><ul><li>What do we want?
  90. 90. How is success defined?
  91. 91. What is the timeline for achievement?</li></li></ul><li>2. Audience:<br /><ul><li>Who do we need to engage?
  92. 92. What are the demographic and psychographic qualities of this group?</li></li></ul><li>3. Placement:<br /><ul><li>Where are they?
  93. 93. What are they doing online?</li></li></ul><li>4. Content / Key Message:<br /><ul><li>What are our key messages?
  94. 94. How do we communicatethese?</li></li></ul><li>5. ROI:<br /><ul><li>How will success be measured?</li></ul> E.g. Funds raised online, visits to website, “likes”, volunteers recruited<br />
  95. 95. Social Media Strategies fit within a broader communications strategy – they are not standalone.<br />
  96. 96. Social media strategy<br />
  97. 97.
  98. 98.
  99. 99. Policy Realization<br /><ul><li>Manage implementation</li></li></ul><li>To turn a strategy into a campaign you must:<br />
  100. 100. 1. Acquire and/or allocate necessary time and resources<br />
  101. 101. Social Media takes up a lot of time most Non Profit staff don’t have to spare. <br />
  102. 102. Utilizing Volunteers can be an effective means of online outreach<br />
  103. 103. But its no panacea.<br />
  104. 104. Recruiting and managing Social Media Volunteers requires a different approach.<br />
  105. 105. SM = game<br />Players gain and lose social capital in proportion to their perceived value and output<br />
  106. 106. Volunteers will be looking for more than the standard<br /><ul><li> “Giving Back”
  107. 107. Job Experience</li></li></ul><li>They’re more interested in:<br /><ul><li> Reciprocity
  108. 108. Social Capital</li></li></ul><li>You need someone who is:<br /><ul><li> A good communicator
  109. 109. Positive, enthusiastic
  110. 110. A Problem solver
  111. 111. Good at listening
  112. 112. Professional</li></li></ul><li>They’re also:<br /><ul><li> Social Media Savvy
  113. 113. A multi-tasker
  114. 114. Familiar with online marketing</li></li></ul><li>But above all:<br />They are engaged in what you do and they reflect the audience you are seeking.<br />
  115. 115. Just because..<br /><ul><li> They have a Facebook profile or Twitter account
  116. 116. They’re a digital native
  117. 117. They say they want to</li></li></ul><li>Doesn’t mean they are the right fit. <br />Tacit experience and active desire does not an expert make.<br />
  118. 118. SM is difficult, exhausting, socially isolating and mostly thankless.<br />
  119. 119. Good SM Volunteers are hard to recruit and easy to lose.<br />
  120. 120. Consider hiring not one volunteer, but a team<br />
  121. 121. SM Volunteer Teams can be structured like an online community moderator group<br />
  122. 122. 1. Staff Supervisor<br /> 2. Volunteer admin<br />3.A. Animator<br /> 3.B. Animator<br />
  123. 123. SM Volunteers should be:<br /><ul><li>Assigned tasks as if Micro-Volunteers </li></ul>I.e. short duration assignments / small chunks of bigger projects with weekly check in<br />
  124. 124. SM Volunteers should be:<br /><ul><li> A formal part of the communications chain to ensure accurate information</li></li></ul><li><ul><li> Given clear expectations of desired results, including # of posts, metrics </li></li></ul><li><ul><li> Met with in person on a regular basis and recognized more frequently for their contributions</li></li></ul><li><ul><li> Expected to report frequently on progress, perceptions</li></li></ul><li>Success in managing a social media campaign is a balancing act of demand and capacity<br />
  125. 125. Campaigns are hard to start and easy to kill.<br />
  126. 126. <ul><li> Lack of use or engagement
  127. 127. Lack of internal support
  128. 128. Unrealistic goals
  129. 129. Broadcasting instead of conversing
  130. 130. Failing to provide value</li></li></ul><li>Limiting risk of failure includes setting expectations around management as well<br />
  131. 131. <ul><li> Assign roles and responsibilities aligned to strengths</li></li></ul><li><ul><li> Ensure there are multiple admins for all accounts</li></li></ul><li><ul><li> Give specific, time sensitive goals</li></li></ul><li><ul><li> Provide and take feedback</li></li></ul><li><ul><li> Watch for burnout</li></li></ul><li>
  132. 132. 2. Develop an editorial calendar<br /> and work plan<br />
  133. 133. Work with all team members (Buy in) to complete the schedule and disseminate it <br />
  134. 134. Include project information:<br /><ul><li> When does it start / end
  135. 135. Tasks during campaign (date, medium, task owner, content)</li></li></ul><li>As the campaign progresses, add:<br /><ul><li> Unexpected events, interruptions
  136. 136. Metrics gathered </li></li></ul><li>
  137. 137. Policy Learning<br /><ul><li>Measure
  138. 138. Restart process</li></li></ul><li>Crisis Scenarios<br />The Rogue Staff Member<br /><ul><li>A staff member bad mouths the company online, attacking a recent management decision on a personal blog</li></li></ul><li>Crisis Scenarios<br />Rogue - Notes<br /><ul><li>Personal communication of this type is not protected
  139. 139. To be fired for this offense is known as being “Dooced”
  140. 140. Ensure that more than the account holder (i.e. IT) has passwords and access to all accounts</li></li></ul><li>Crisis Scenarios<br />Negative Press / Public Outcry<br /><ul><li>Your organization receives negative press and/or negative public reaction and is attacked vehemently online</li></li></ul><li>Crisis Scenarios<br />Negative - Notes<br /><ul><li>Silence equals more than acquiescence online – it is much worse
  141. 141. Step out in front of the issue to stay in control of your message the minute it breaks
  142. 142. Keep updating to show commitment to the issue </li></li></ul><li>Crisis Scenarios<br />Cultural Incompetence<br /><ul><li>A staff member is discriminatory, e.g. uses hate speech while using their own account</li></li></ul><li>Crisis Scenarios<br />Cultural, Personal - Notes<br /><ul><li>SM policies should be linked company policy concerning discrimination
  143. 143. Employees should be aware work rules no longer stop at the office door / 5pm</li></li></ul><li>Crisis Scenarios<br />Cultural Incompetence<br /><ul><li>A staff member is discriminatory, e.g. uses hate speech while using a company account, though it is registered under their name</li></li></ul><li>Crisis Scenarios<br />Cultural, Work - Notes<br /><ul><li>SM policies should be linked company policy concerning discrimination
  144. 144. The same as if it had happened in person, though org could be liable
  145. 145. Account access is key</li></li></ul><li>Crisis Scenarios<br />Defenders of Virtue<br /><ul><li>Volunteers not associated with communications find a rant or negative public opinion piece and respond, identifying themselves as working for the organization</li></li></ul><li>Crisis Scenarios<br />Virtue - Notes<br /><ul><li>SM Policy would prevent this
  146. 146. Assess situation to see whether removal would improve situation
  147. 147. Formal response should be immediately forthcoming</li></li></ul><li>Crisis Scenarios<br />Our Bad<br /><ul><li>A client complains online of poor customer service or other legitimate failings of the company</li></li></ul><li>Crisis Scenarios<br />Bad - Notes<br /><ul><li>A reasoned response, fully identifying the respondent could be appropriate
  148. 148. Get in front of the situation before it grows</li></li></ul><li>Crisis Scenarios<br />Our Bad version 2<br /><ul><li>An anonymous party rants strongly about the company</li></li></ul><li>Crisis Scenarios<br />Bad 2 – Notes<br /><ul><li>Rants do not have to be responded to
  149. 149. Responding can create more difficulties than not</li></li></ul><li>Crisis Scenarios<br />Privacy Violation<br /><ul><li>A staff member reveals personal information regarding a client </li></li></ul><li>Crisis Scenarios<br />Privacy - Notes<br /><ul><li>This could be a legal violation
  150. 150. All comments should be immediately removed
  151. 151. The individual should be contacted
  152. 152. Privacy Officer must be informed immediately</li>