unleashing the power of internal social media within your organization

8/3/2019 Unleashing the Power of Internal Social Media Within Your Organization

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What do social media users want from a company?

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Ensures that all of its content is accurate and reliable

Ensures its Intranet and its social media integrations are easy-to-use

Posts content that is interesting and valuable to the user

Ensures content is readily accessible and easy to find

Develops visually appealing online designs

Consistently updates and keeps content fresh on all social media platforms

Offers content that is easily shareable

Provides its users with access to exclusive content or information online

Establishes open dialogues with employees

Regularly solicits feedback and criticism from employees Invites employees to interact with each other

Encourages employee participation on the social networks it operates

Uses social media to mobilize its employees to engage in offline activities

Has a visible and active CEO or senior leadership presence online

Uses a targeted social media approach to reach different types of people

Makes use of the most relevant, popular and trend-setting social media platforms

Has links to each of its social media platforms on the home page of its Intranet

Actively engages users through the use of several social media or interactive platforms

Integrates its content throughout all of its social media platforms

Is willing to take risks to try new and innovative social media strategies that enhance the user experience

Has a committed team of company ambassadors that participate online and act as the face of the company

When it comes to internalsocial media,what do employees really want from a company?


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If you provide the right tools, can Internal Social Media

initiatives

Engage and motivate employees?

Create brand ambassadors?

Bolster reputation internally and externally?

Help employees contribute to bottom-line business results?

So what? The business case for ISM


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Internal Social Media effectively engages employees

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Develops visually appealing online designs

Makes use of the most relevant, popular and trend-setting social media

platforms Integrates its content throughout all of its social media platforms

Actively engages users through the use of several social media or interactive

platforms


Ensures content is readily accessible and easy to find

Has a committed team of company ambassadors that participate online and

act as the face of the company



Is willing to take risks to try new and innovative social media strategies that

enhance the user experience

Invites employees to interact with each other

Ensures its Intranet and its social media integrations are easy-to-use Provides its users with access to exclusive content or information online




Regularly solicits feedback and criticism from employees

Has links to each of its social media platforms on the home page of its

Intranet


The executive team in my company supports and lives our values My companys values are clearly aligned with our business strategy

My companys executive team clearly explains the direction the company is

heading

My company has a set of clearly defined values that drives all of our behavior

My companys executive team shares positive and negative news openly

My companys executive team exemplifies authentic, open and honestcommunications

The executive team in my company communicates regularly about our

company values

My companys executive team clearly explains the reasons behind decisions

I receive consistent information from all the leaders in my company

My supervisor takes the time to listen to the opinions and ideas of others

My supervisor responds to my feedback

My supervisor provides clear direction and priorities for our work group My colleagues are comfortable sharing information and ideas with peers

In my company, I am comfortable sharing information and ideas

I have all the information thats necessary for me to do my job

Information and ideas flow freely within my organization

ISM is one tool among many


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APCO Worldwide and Gagen MacDonald jointlysponsored an online survey among U.S. adults who have

been employed full-time at least one yearat a company with at least 500 employees.

The purpose of the study is to determine the state of the

U.S. workplace as viewed by Americas workforce.

This years study explored employment-related issuesand how companies communicate with their employees,

with a particular focus on the use and prevalence of

internal social media (ISM)in the workplace.

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The investigation


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How are companies using social media?


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The studys top insights


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Insight 1: Employee retention & recruitment


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Social media is a job search fact of life

Considerations for retention and recruitment

1 Source: Study by Jobvite, as reported at mbaonline.com2 Source: 2011 Cisco Connected World Technology Report, www.cisco.com/go/connectedreport

ISM can empower employees to become better brand ambassadors

your stealth recruiting team

ask about social media policies during job interviews2

at a company that bans social media or they will circumvent the policy2

credit Facebook with helping find their jobs1

and promising candidates bringhighISM expectations:

18.4 million Americans

2/3 of college students

56% claim theyll forego a job
http://www.cisco.com/go/connectedreporthttp://www.cisco.com/go/connectedreport


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Insight 2: ISM demonstrates & supports innovation


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ISM can help drive new discoveries, but alone is not

a panacea for innovation

Tailor innovation tools to your innovators the way employeesengage ISM depends on industry, function and demographics

Considerations for innovation


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Intuits Innovation Management

Created Intuit Brainstorm to launch an innovation initiative

Broke down barriers for communication between silos

Innovation development timeline decreased by 60% (from 13

months to 5 months)

Idea creation increased a reported 1,000%

Participation in idea creation increased 500%

More than 3,800 ideas were generated

Considerations for innovation


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Insight 3: ISM supports collaboration


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Considerations for collaboration

To foster collaboration, you need to balance fears with

potential opportunities

The enterprise cost ofnotfinding information is extremely high

Fostering a culture ofreciprocal trustis essential


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Considerations for collaboration

Wells Fargo taps into the Wisdom of Crowds

Only pilots ISM tools after business lines identify a specific need

ISM tools have helped break down hierarchical, organizational and

geographic boundaries

Employees report ISM tools eliminate duplicate efforts and make meetings

shorter and the company feel smaller


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Insight 4: ISM supports active employee advocacy to uphold brand & reputation


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Considerations for employee advocacy

Just like other employee engagement channels, ISM must

support employee buy-in and effective communication flow

Leaders need to know the role of ISM in company advocacy

and how to use it

ISM should reinforce dialogue up, down, and across thecompany

Employees should consider ISM an open and honest arena

Employees should consider themselves ISM co-creators

ISM strategy and Social EQ: social media cascades from internal

to external channels


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Ensures its Intranet and its social media integrations are easy-to-use


Ensures content is readily accessible and easy to find Develops visually appealing online designs



Provides its users with access to exclusive content or information online


Regularly solicits feedback and criticism from employees Invites employees to interact with each other





Makes use of the most relevant, popular and trend-setting social media platforms

Has links to each of its social media platforms on the home page of its Intranet

Actively engages users through the use of several social media or interactive platforms

Integrates its content throughout all of its social media platforms

Is willing to take risks to try new and innovative social media strategies that enhance the user experience

Has a committed team of company ambassadors that participate online and act as the face of the company

The Internal Social Media Model


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Quality content is king but varies by audience


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ISM is nice, but leadership matters more


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Unisys: A 138-year old tech firm goes social1

Understanding its culture, Unisys determined:

1. The why not the what should come first2. Employees value most what they help to build

3. Executives must lead by example

4. ISM must be embedded in the culture

1Source: Meister, Jeanne C., Increase Your Company's Productivity With SocialMedia, Harvard Business Review Blog Network


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Unisys: ISM investments support business goals

Inside Unisys fosters collaboration and productivity

Fosters broad array of well-read executive and employee postings

Has become a crucial sales tool to share wins and learn from losses

My Site spurs innovation with Ask Me About feature

In 18 months, 15,000 Unisys employees world-wide (out of 23,000)

built profiles and created hashtags

Tool quickly matches expertise with cross-functional challenges


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Three key lessons

1. An ISM strategy should be built from within

informed by its culture, driven by distinct business

needs, and embraced by early adopters

2. Executives and leaders should not only align around

strategy, but embody the change they envision

3. Social media guidelines are good, but training for

social media literacymakes them sustainable


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What steps should you take next?

1. Diagnose

What business dilemma youre solving for

How employees currently engage social media and your Intranet

2. Mindset for Design

Understand allyour fears and limitations: cultural, psychological, legal,financial and technical

Align leaders around business goals and practical limits

3. Establish Guiding Principles

Determine cultural stance

Develop social media guidelines and metrics for success


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What steps should you take next?

4. Implement Sustainably

Choose onlythe ISM tools (wikis, chat, blogs, microblogs, etc.) that are

relevant to your culture and business challenge

Train for across-the-enterprise social media literacy

5. Measure and Adjust Use surveys, ISM diagnostics and agreed-to metrics to determine use

patterns and enterprise value

Keep what works, tweak what doesnt


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Todays presenters

Evan Kraus

Evan Kraus is senior vice president of APCOOnline, a service group that deliverspowerful, results-focused onlinecommunication strategies for APCOWorldwides clients around the world.Under his leadership, APCO Online hasemerged as a recognized leader in helpingclients leverage the online channel toshape their reputation and influence issue

environments.Mr. Kraus has served as a senior strategiccounselor for many of the worlds largestbusinesses helping them optimize theirWeb presence, tell a better corporatestory, push their messages out to targetaudiences, shape online issue debates,identify, attract and mobilize supportersand endorsers, conduct outreach tobloggers and other new media channels

and analyze the online environment toform strategy.

Maril MacDonald

Maril pioneered a discipline that initiatescollaboration with corporate leaders tooptimize business performance byengaging and mobilizing stakeholdersbehind a companys strategic goals, itsculture and its brand. Maril founded GagenMacDonald in 1998 and serves as thefirms CEO. The firms clients include someof the most recognized brands in theworld. From 1993 to 1997, Maril served asvice president, corporate communications,and was a member of the executivemanagement committee for Navistarwhere she directed the companys highlysuccessful turnaround. She also heldleadership positions with Pitman-MooreInc., Bayer USA Inc. and The Standard OilCompany/British Petroleum. Maril is pastpresident of the board of directors of theArthur W. Page Society and a trustee ofboth the Institute for Public Relations andthe Arthur W. Page Center. Maril is alsothe founder of Let Go & Lead(letgoandlead.com), an online communitydedicated to leadership in the 21st century.


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Research methodology

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Employees represent a cross-section with respect to company size, industry, job responsibility, tenure, gender, and age.

Data were analyzed using crosstabulations and advanced analytical techniques to understand theunderlying relationships within the data set.

Survey Population: U.S. full-time employees

Sample Design: Online panel screened

Eligibility Criteria: Employed full-time at least one year ata company with at least 500 employees

Sample Size: n = 1000

Margin of Error: 3.1% (at 95 percent confidence level)

Data Collection Methodology: Online

Field Dates: October 7-11, 2011

unleashing the power of internal social media within your organization

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