using social media to empower employees: confernce board workshop
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ExtendingBrandtoEmployeesThepowerofsocialmedia:empoweringemployeestoputittowork
ConferenceBoard11.17.08
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AGENDA
•INTRODUCTIONS
•CONTEXT:WHAT’STHEBIGDEAL?
•WHATEMPLOYEESWANT
•DESIGNINGAPROFESSIONAL“SOCIAL”NETWORK
•ANCHORS&OBSTACLES
•RECESSIONISSUES
•TOOLS&RESOURCES
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COMMUNITYYOULOVED….WHATMADEITGREAT?
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WhatEmployeesWant|WhatCompaniesWant
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IdenYfywith‐‐andbelievein‐‐company.Myworkma]ers.Helpandgethelp.Beheard,haveasay.
What’sthesame
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What’sdifferentTrust.AccesstoinformaYon.Empowerment(withorwithoutcompany)Influence.
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People are changing faster than companies.
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Profiles:NotjustamongdigitalnaYves
Blogads study: 17,169 blog site visitors; May 2008
61%are30years+;40%earn$90k+
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AccordingtoaForresterResearchpoll,U.S.consumersareflockingtoparYcipatoryvenuestotheextentthatitisnowmainstream.
•AmajorityofInternetusers(75%)parYcipateinsomesortofsocialmedia,upfrom56%in2007.
•“Spectator"ratesjumpedfrom48%to69%.
•ThosewriYngreviewsincreasedfrom25%to37%.
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“Socialnetworkswillbebecommoninworkplace,likeitornot.”
Economist Intelligence Unit: The digital company 2013: Freedom to collaborate
“Socialnetworkswilltransformthenatureofwork:socialnetworks
providecontexttotocontent.”Forrester Research, November 2008
“FromanenterpriseperspecYve,itisbecomingincreasinglyimportantforcompaniestoprovideinternalsocialsoowaretools.”
Motivations for Social Networking at Work, IBM Research, November 2008
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Employee2.0
PlaOormsofparQcipaQon
Newcultureofsharing,oneinwhichcontentisfreelysharedandwhereitiseasyforpeopletocollaborate,solveproblems,andconnectwithpeopleandsocialintelligence.
CommonEmployee2.0conceptsincludeweb‐basedwikis,communiYes,social‐networkingsites,videosharingsites,wikis,blogs,forums
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75 percent of Fortune 1000 companies areeager to get involved in social-networkinginitiatives for marketing or customerrelations purposes, but 50 percent will fail.
Gartner Group
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FasterresponsetocustomerfacingissuesReducedtrainingcostsFaster,lesscostlyaccesstocriticalinformation,experts Fastertimetomarket
FasterproblemFasterproblemsolvingsolving
Improvedef;iciencyImprovedef;iciencyAndeffectivenessAndeffectiveness
MoreengagedMoreengagedemployeesemployees
Strongerconnectionwithothers,organizationAbletocampaignforprojectsCareerboosting:expertisemorevisible Abilitytoattracttoptalent
Problemssurfacefaster Diverseperspectives=fasterinnovation Flatvs..hierarchalcutstimetosolutionCollaborationspeedsproblemsolving Unexpectedinnovation
Businessdrivers
GreaterabilitytoGreaterabilitytomanagereputationmanagereputation
•Earlywarning:emergingissues•Fasterresponsetopotentialissues,problems•Reducedbias,costsviadirectcommunications•Greatertrustthroughnetworkedrelationships•Greaterin;luence,trustviaword‐of‐mouth
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*Source:IBMGlobalTechnicalServicesKnowledgeCommunityofPracticeBusinessImpactSurvey2007completedbyapproximately2,300respondents.
IBM social software benefits acknowledged by
% of survey respondents
87%
84%
84%
77%
74%
42%
60%
65%
65%
0% 20% 40% 60% 80% 100%
Increased skills
Accessed experts quicker
Shared know ledge w ith others
Reused assets
Increased productivity
Improved personal reputation
Increased sense of belonging
Increased sales
Improved customer satisfaction
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Valueofengagedemployees
•Moststatisticallyvalidmeasures:higherproductivity,lowerturnover
•Improvedcustomerservice
•Outperformcompetitors8:1:revenue,pro;itability*
•Growearnings2.6Xfaster**
*FirmsofEndearment:HowWorldClassCompaniesPro9itfromPassionandPurpose**GallupResearch
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Frameworkforgettingstarted:VOICE
V=vision,whybusinessmatters
O=opennessofcommunications
I=insightfromwhat’sbeingtalkedabout
C=connecting,campaigning,careeradvancing
E=empoweringambassadors
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81%ofengagedemployeesstronglyagreedThattheyknewwhattheircompanystandsforAndwhatmakesthemdifferent.
Just11%ofactivelydisengagedEmployeesfeltthesameway.
Source:Gallup
Vision
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“Peopleeagerlyengagewhentheywantsomethingtoimprove.”
“Leadershipcomeswhenyourhopeandyouroptimismarematchedwithaconcretevisionofthefutureandawaytogetthere.”
SethGodin,Tribes
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Opennessofcommunications
•Feedbackfromthe160Kemployeesinthe;ieldwhoare"breathingthesameairasthecustomers”
•Socialcultureofcompany:25,000employeesincommunity
•401kplanenrollmentup30%
•Micro‐lending:newbusinessideas
•Improvedcommunication:stores=HQ
Blue Shirt Nation: Business Innovation Factoryhttp://www.businessinnovationfactory.com/innovationstorystudio/bif4_koellingbendt.php
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Openness:AddressinghowissuesAffectingcompany
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Insights:what’sbeingtalkedabout
Bybringingthesocialtoolinsidetheenterprise,theassociateddatarelatingtotheconnections,interests,andactivitiesaresuddenlyavailableandarchivablebythecompany,providingnewinformationsourcesandnewpossibilitiesforunderstandingtheworkforce.
“MotivationsforSocialNetworkingatWork,”IBMResearch,November2008
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Deloitte Film Festival
Deloitte Film Festivalhttp://www.youtube.com/watch?v=Wfx6-5aDaUE
Deloitte Iron Manhttp://www.youtube.com/watch?v=PId0rzQPvFQ
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“WhatifHPknewwhatHPknows?”
TheSocialLifeofInformation
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IBM’sBeehive
Connecting,Campaigning,Climbing
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Goalsandopinionoriented
EmphasisoncurrentworkAcYviYes,stateofmind
Status
ProjectdescripYon,goals,links
ProjecYngexperience,resume
Hobbies,outsideinterests
AboutYou’s
Relatedtoprojectorcampaign
WorkrelatedPersonalPhotos
Professionaladvice,quesYons
Skills,backgroundHobbies,outsideinterests
Lists
CampaigningClimbingCaring
Connecting,Campaigning,Climbing
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Connecting,Campaigning,Climbing
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EXERCISE:Designinganemployeecommunity
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CreaQngahighlyeffecQveculture:
1. Respectforindividuals:wholeperson,parYcipateindecisions
2. Transparency:accesstosameinfo,exposuretoexecs
3. Empowerment:senseofpurposeauthoritytopleasecustomers,
4. Teambuilding:senseofidenYty,cultureandvalues,feelingofequality
Firms of EndearmentWharton School Publishing
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EmergingBestPracQces
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EMERGINGCOMMUNITYBEST‐‐ANDWORSTPRACTICES
TECHNOLOGY
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WHATCONTRIBUTESMOSTTOCOMMUNITYSUCCESS2008TribalizaQonofBusinessStudy:BeelineLabs,Deloi_e,SNCR
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GREATESTOBSTACLESTOSUCCESS
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8EMERGINGBESTPRACTICES
1. Startwiththeendinmind:whatisthepurposeofthecommunity?
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What’s the purpose?
Collaborating Connecting Training
SharingknowledgeSolvingaproblem
BrainstormingSupporting
Organizinganevent Keepingpeopleinformed
CEOconnectionProvidingideas Complaining
Introducingaprogram Recruiting
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2.Whatisthepromiseofthecommunity:Whatvaluewillpeopleexperience?
“ItmustoffersomevaluehigherthansomethingelseShealreadydoes,orshewon’tfreeuptheYme…youneedtoconvinceindividualsnotjustthattheywillfindthegroupsaYsfyingandeffecYvebuthatotherswillfinditsoaswell.”
Clay Shirky, NYU, Here Comes Everybody
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CommuniQesgrowifenoughpeoplecareaboutthem,anddieiftheydon’t.
So start small and inexpensive.Don’t overcomplicate.
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3.Don’tstartwiththetechnology:Purpose&promisedefinetechneeds
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Questionsabouttools,technology
•Arepeoplealreadyusingatoolortechnologyplauormthattheylike,andwecanleverage,e.g.,Facebook?Intranet?
•Isiteasytojoin?(RegistraYon,simpleprofiles)
•Dothetoolssupporthowthegroupwantstointeract?
•Dotoolshelppeopledowhattheyactuallywanttodo?
•Canpeopleeasilycreatesub‐groups?
•Arethetoolsfamiliar?
•Arethetoolssocial‐‐ormerelycontentmanagement?
•Canyou“Webify”exisYng,e.g.,addblogs,commentstoIntranet?
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4.Haveaplanforgreatcontent,ongoingacQviQes‐‐especiallyatthestart
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THEMORECONTENTYOUHAVE,THEMOREMEMBERSYOUWILLGET.
THEMOREMEMBERSYOUHAVE,THEMORECONTENTYOUWILLGET.
THEBETTERYOUMATCHCONTENTANDMEMBERSTOMEMBERPROFILESTHEMOREMEMBERSANDCONTENTYOUWILLGET.
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“Thenumberofpeoplewillingtostartsomethingissmaller,muchsmallerthanthenumberofpeoplewhoarewillingtocontributeoncesomeonestartssomething.”
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5.Havedynamiccommunityleaders:Welcome,parQcipate,connect‐‐butnotcontrol
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Communitymanagers:peoplethatpeopleincommunityidenQfywith
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6.GetpassionatecoreofparQcipantsbeforelaunching:Createsculture,“therethere”
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Goal: 250membersin6monthsReality: 250within48hours;5,000w/n18months
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7.Havegovernanceandguidelines
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Whatshouldguidelinescover?
• Spamming• StylesofcommunicaYons• Copyright• IllegalacYviYes• Privacy• Nameoranonymous• SensiYveissues• Respect• Signaturesandemailaddress• Whohasfinalsay• Consequences• Help
“ManagingOnlineForums&Communities”
ByPatrickO’Keefe
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Drawonothercompanies’policies,lessons
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Collaboratewiththeattorneys:Bringinsocialmedialegalexpertise
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8.Learnfromotherindustries,innovators
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8.Learnfromotherindustries,innovators:Brandculture‐companyculture:socialmediaExperience/advanceculture
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EmployeesandtheRecession8communicaQonsstrategies
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1.CreateonlinealumnicommunitiesASAP–aplacetohelp;indnewjobs,provideencouragementandsupport,get;inancialadviceonhowtokeeplifetogether,etc.
YoucanbeupandrunningwithNingcommunityinlessthan30minutesforlessthan$30amonth.
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2.Don’tpaintarosypictureonableaklandscape:
Peopleknowthingsarebad,don’tpretendtheyarenot.Beclearaboutyourbusinesssituationandwhatyoubelievethecompanyneedstodotosurviveandcomeoutstronger.
Foreveryaction,helppeopleunderstandthewhybehindit.You’llearnmoretrustbybeingrealvs.tryingtoputa“goodspin”onadif;icultsituation.
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3.It’snotabouttransparency,it’saboutfairness&caring:
Employeesmustfeelthatyoucareabouttheirpersonalwell‐being.ArecentHarvardstudyfoundthat“evenwell‐meaningorganizationscandestroytrustiftheyareperceivedasbeingfairbutcallous.”
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4.Tieeverydecisiontoyourcorporatevalues:
Takeoutthosevaluesandusethemastheguideformakingdecisionsandcommunicating.Ifyoureallybelievethevalues,theywillguideexecutivedecisionsinawaythatwillresonatewithallyourstakeholders,particularlyemployees.
Inmakingannouncements,explaintopeoplehowthedecisionsupportstheorganization’svalues.
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5.Startwithmanagerialincompetence:
Thelargestdriverofemployeetrust,accordingtotheHarvardstudy,ismanagerialcompetence.
Inlookingwheretoreducestaff,don’tsimplycutbysalaryrangeormanagementlevel.MakesureyoukeeptheAplayers,andexcusethemediocre.Thiswillearntrustandmotivateemployees.
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6.GetEnterprise2.0toolstomakeiteasiertowork:
Withfewerpeopleneedingtodomorework,makeitaprioritytoprovidecompany‐wide2.0tools(wikis,blogs,communities,forums)thatmakeiteasierforpeopleto;indhelpandresourceswithinthecompany,collaborate,solveproblemssmallandlarge,andconnectaspeoplewithotherpeople.
Mostofthesetoolsareinexpensive,easytoinstallandrequirelittletraining.
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7.Sitinthechair:
Lastyearacommunicationsmanagerofalargeretailerputtwochairsinthecompanylobbyandmadeherselfavailabletoemployeeswhowantedtositandtalk.Theresponsewasoverwhelming.Sometimessmallgesturesgoalongway,especiallyinsuchstressfultimes.
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8.Onepointatatime:
Mytennispartner,a;inancialCEO,andIwererecentlygettingcrushedinamatch.Hecameoverandgavemethisadvice:“Takeitonepointatatime.”Wedid,andwecamebackandwon.Insuchstressful,uncertainperiodsthissameadvicemaybegoodforbusinessaswell.
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Tools&resources
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www.radian6.com
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Ning.com
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Socialnetwork/communitysoftware:
Jive
Lithium
Crowdvine
Sharepoint(withcaution)
IBM(caveat)
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Wordle.net
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