Published on November 20, 2008
AGENDA • INTRODUCTIONS • CONTEXT: WHAT’S THE BIG DEAL? • WHAT EMPLOYEES WANT • DESIGNING A PROFESSIONAL “SOCIAL” NETWORK • ANCHORS & OBSTACLES • RECESSION ISSUES • TOOLS & RESOURCES
COMMUNITY YOU LOVED….WHAT MADE IT GREAT?
What Employees Want|What Companies Want
What’s the same IdenYfy with ‐‐ and believe in ‐‐ company. My work ma]ers. Help and get help. Be heard, have a say.
What’s diﬀerent Trust. Access to informaYon. Empowerment (with or without company) Inﬂuence.
People are changing faster than companies.
Proﬁles: Not just among digital naYves 61% are 30 years+; 40% earn $90k+ Blogads study: 17,169 blog site visitors; May 2008
According to a Forrester Research poll, U.S. consumers are ﬂocking to parYcipatory venues to the extent that it is now mainstream. • A majority of Internet users (75%) parYcipate in some sort of social media, up from 56% in 2007. • “Spectatorquot; rates jumped from 48% to 69%. • Those wriYng reviews increased from 25% to 37%.
“Social networks will be be common in workplace, like it or not.” Economist Intelligence Unit: The digital company 2013: Freedom to collaborate “Social networks will transform the nature of work: social networks provide context to to content.” Forrester Research, November 2008 “From an enterprise perspecYve, it is becoming increasingly important for companies to provide internal social sooware tools.” Motivations for Social Networking at Work, IBM Research, November 2008
Employee 2.0 PlaOorms of parQcipaQon New culture of sharing, one in which content is freely shared and where it is easy for people to collaborate, solve problems, and connect with people and social intelligence. Common Employee 2.0 concepts include web‐based wikis, communiYes, social‐networking sites, video sharing sites, wikis, blogs, forums
75 percent of Fortune 1000 companies are eager to get involved in social-networking initiatives for marketing or customer relations purposes, but 50 percent will fail. Gartner Group
Business drivers Faster response to customer facing issues Improved ef;iciency Reduced training costs And effectiveness Faster, less costly access to critical information, experts Faster time to market Problems surface faster Faster problem Diverse perspectives = faster innovation solving Flat vs.. hierarchal cuts time to solution Collaboration speeds problem solving Unexpected innovation Stronger connection with others, organization More engaged Able to campaign for projects employees Career boosting: expertise more visible Ability to attract top talent Greater ability to • Early warning: emerging issues manage reputation • Faster response to potential issues, problems • Reduced bias, costs via direct communications • Greater trust through networked relationships • Greater in;luence, trust via word‐of‐mouth
IBM social software benefits acknowledged by % of survey respondents Improved customer satisfaction 42% Increased sales 60% Increased sense of belonging 65% Improved personal reputation 65% Increased productivity 74% Reused assets 77% Shared know ledge w ith others 84% Accessed experts quicker 84% Increased skills 87% 0% 20% 40% 60% 80% 100% *Source: IBM Global Technical Services Knowledge Community of Practice Business Impact Survey 2007 completed by approximately 2,300 respondents.
Value of engaged employees •Most statistically valid measures: higher productivity, lower turnover •Improved customer service •Outperform competitors 8:1: revenue, pro;itability* • Grow earnings 2.6X faster** *Firms of Endearment: How WorldClass Companies Pro9it from Passion and Purpose ** Gallup Research
Framework for getting started: VOICE V = vision, why business matters O = openness of communications I = insight from what’s being talked about C = connecting,campaigning, career advancing E = empowering ambassadors
Vision 81% of engaged employees strongly agreed That they knew what their company stands for And what makes them different. Just 11% of actively disengaged Employees felt the same way. Source: Gallup
“Leadership comes when your hope and your optimism are matched with a concrete vision of the future and a way to get there.” “People eagerly engage when they want something to improve.” Seth Godin, Tribes
Openness of communications • Feedback from the 160K employees in the ;ield who are quot;breathing the same air as the customers” • Social culture of company: 25,000 employees in community • 401k plan enrollment up 30% • Micro‐lending: new business ideas • Improved communication: stores = HQ Blue Shirt Nation: Business Innovation Factory http://www.businessinnovationfactory.com/innovationstorystudio/bif4_koellingbendt.php
Openness: Addressing how issues Affecting company
Insights: what’s being talked about By bringing the social tool inside the enterprise, the associated data relating to the connections, interests, and activities are suddenly available and archivable by the company, providing new information sources and new possibilities for understanding the workforce. “Motivations for Social Networking at Work,” IBM Research, November 2008
Deloitte Film Festival Deloitte Film Festival http://www.youtube.com/watch?v=Wfx6-5aDaUE Deloitte Iron Man http://www.youtube.com/watch?v=PId0rzQPvFQ
“What if HP knew what HP knows?” The Social Life of Information
Connecting, Campaigning, Climbing IBM’s Beehive
Connecting, Campaigning, Climbing Caring Climbing Campaigning Lists Hobbies, outside Skills, background Professional advice, interests quesYons Photos Personal Work related Related to project or campaign About Hobbies, outside ProjecYng experience, Project descripYon, You’s interests resume goals, links Status AcYviYes, state of Emphasis on current work Goals and opinion mind oriented
Connecting, Campaigning, Climbing
EXERCISE: Designing an employee community
CreaQng a highly eﬀecQve culture: 1. Respect for individuals: whole person, parYcipate in decisions 2. Transparency: access to same info, exposure to execs 3. Empowerment: sense of purpose authority to please customers, 4. Teambuilding: sense of idenYty, culture and values, feeling of equality Firms of Endearment Wharton School Publishing
Emerging Best PracQces
EMERGING COMMUNITY BEST ‐‐ AND WORST PRACTICES TECHNOLOGY
WHAT CONTRIBUTES MOST TO COMMUNITY SUCCESS 2008 TribalizaQon of Business Study: Beeline Labs, Deloi_e, SNCR
GREATEST OBSTACLES TO SUCCESS
8 EMERGING BEST PRACTICES 1. Start with the end in mind: what is the purpose of the community?
What’s the purpose? Collaborating Connecting Training Sharing knowledge Solving a problem Brainstorming Supporting Organizing an event Keeping people informed CEO connection Providing ideas Complaining Introducing a program Recruiting
2. What is the promise of the community: What value will people experience? “It must oﬀer some value higher than something else She already does, or she won’t free up the Yme…you need to convince individuals not just that they will ﬁnd the group saYsfying and eﬀecYve but hat others will ﬁnd it so as well.” Clay Shirky, NYU, Here Comes Everybody
CommuniQes grow if enough people care about them, and die if they don’t. So start small and inexpensive. Don’t overcomplicate.
3. Don’t start with the technology: Purpose & promise deﬁne tech needs
Questions about tools, technology • Are people already using a tool or technology plauorm that they like, and we can leverage, e.g., Facebook? Intranet? • Is it easy to join? (RegistraYon, simple proﬁles) • Do the tools support how the group wants to interact? • Do tools help people do what they actually want to do? • Can people easily create sub‐groups? • Are the tools familiar? • Are the tools social ‐‐ or merely content management? •Can you “Webify” exisYng, e.g., add blogs, comments to Intranet?
4. Have a plan for great content, ongoing acQviQes ‐‐ especially at the start
THE MORE CONTENT YOU HAVE, THE MORE MEMBERS YOU WILL GET. THE MORE MEMBERS YOU HAVE, THE MORE CONTENT YOU WILL GET. THE BETTER YOU MATCH CONTENT AND MEMBERS TO MEMBER PROFILES THE MORE MEMBERS AND CONTENT YOU WILL GET.
“The number of people willing to start something is smaller, much smaller than the number of people who are willing to contribute once someone starts something.”
5. Have dynamic community leaders: Welcome, parQcipate, connect ‐‐ but not control
Community managers: people that people in community idenQfy with
6. Get passionate core of parQcipants before launching: Creates culture, “there there”
Goal: 250 members in 6 months Reality: 250 within 48 hours; 5,000 w/n 18 months
7. Have governance and guidelines
What should guidelines cover? • Spamming • Styles of communicaYons • Copyright • Illegal acYviYes “Managing Online Forums • Privacy & Communities” • Name or anonymous By Patrick O’Keefe • SensiYve issues • Respect • Signatures and email address • Who has ﬁnal say • Consequences • Help
Draw on other companies’ policies, lessons
Collaborate with the attorneys: Bring in social media legal expertise
8. Learn from other industries, innovators
8. Learn from other industries, innovators: Brand culture‐company culture: social media Experience/advance culture
Employees and the Recession 8 communicaQons strategies
1. Create online alumni communities ASAP – a place to help ;ind new jobs, provide encouragement and support, get ;inancial advice on how to keep life together, etc. You can be up and running with Ning community in less than 30 minutes for less than $30 a month.
2. Don’t paint a rosy picture on a bleak landscape: People know things are bad, don’t pretend they are not. Be clear about your business situation and what you believe the company needs to do to survive and come out stronger. For every action, help people understand the why behind it. You’ll earn more trust by being real vs. trying to put a “good spin” on a dif;icult situation.
3. It’s not about transparency, it’s about fairness & caring: Employees must feel that you care about their personal well‐ being. A recent Harvard study found that “even well‐meaning organizations can destroy trust if they are perceived as being fair but callous.”
4. Tie every decision to your corporate values: Take out those values and use them as the guide for making decisions and communicating. If you really believe the values, they will guide executive decisions in a way that will resonate with all your stakeholders, particularly employees. In making announcements, explain to people how the decision supports the organization’s values.
5. Start with managerial incompetence: The largest driver of employee trust, according to the Harvard study, is managerial competence. In looking where to reduce staff, don’t simply cut by salary range or management level. Make sure you keep the A players, and excuse the mediocre. This will earn trust and motivate employees.
6. Get Enterprise 2.0 tools to make it easier to work: With fewer people needing to do more work, make it a priority to provide company‐wide 2.0 tools (wikis, blogs, communities, forums) that make it easier for people to ;ind help and resources within the company, collaborate, solve problems small and large, and connect as people with other people. Most of these tools are inexpensive, easy to install and require little training.
7. Sit in the chair: Last year a communications manager of a large retailer put two chairs in the company lobby and made herself available to employees who wanted to sit and talk. The response was overwhelming. Sometimes small gestures go a long way, especially in such stressful times.
8. One point at a time: My tennis partner, a ;inancial CEO, and I were recently getting crushed in a match. He came over and gave me this advice: “Take it one point at a time.” We did, and we came back and won. In such stressful, uncertain periods this same advice may be good for business as well.
Tools & resources
Social network/community software: Jive Lithium Crowdvine Sharepoint (with caution) IBM (caveat)
Let’s keep talking Blog: www.foghound.com Site: www.beelinelabs.com Email: firstname.lastname@example.org
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