ExtendingBrandtoEmployeesThepowerofsocialmedia:empoweringemployeestoputittowork

ConferenceBoard11.17.08

AGENDA

•INTRODUCTIONS

•CONTEXT:WHAT’STHEBIGDEAL?

•WHATEMPLOYEESWANT

•DESIGNINGAPROFESSIONAL“SOCIAL”NETWORK

•ANCHORS&OBSTACLES

•RECESSIONISSUES

•TOOLS&RESOURCES

COMMUNITYYOULOVED….WHATMADEITGREAT?

WhatEmployeesWant|WhatCompaniesWant

IdenYfywith‐‐andbelievein‐‐company.Myworkma]ers.Helpandgethelp.Beheard,haveasay.

What’sthesame

What’sdifferentTrust.AccesstoinformaYon.Empowerment(withorwithoutcompany)Influence.

People are changing faster than companies.

Profiles:NotjustamongdigitalnaYves

Blogads study: 17,169 blog site visitors; May 2008

61%are30years+;40%earn$90k+

AccordingtoaForresterResearchpoll,U.S.consumersareflockingtoparYcipatoryvenuestotheextentthatitisnowmainstream.

•AmajorityofInternetusers(75%)parYcipateinsomesortofsocialmedia,upfrom56%in2007.

•“Spectator"ratesjumpedfrom48%to69%.

•ThosewriYngreviewsincreasedfrom25%to37%.

“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

Employee2.0

PlaOormsofparQcipaQon

Newcultureofsharing,oneinwhichcontentisfreelysharedandwhereitiseasyforpeopletocollaborate,solveproblems,andconnectwithpeopleandsocialintelligence.

CommonEmployee2.0conceptsincludeweb‐basedwikis,communiYes,social‐networkingsites,videosharingsites,wikis,blogs,forums

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

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

*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

Valueofengagedemployees

•Moststatisticallyvalidmeasures:higherproductivity,lowerturnover

•Improvedcustomerservice

•Outperformcompetitors8:1:revenue,pro;itability*

•Growearnings2.6Xfaster**

*FirmsofEndearment:HowWorld­ClassCompaniesPro9itfromPassionandPurpose**GallupResearch

Frameworkforgettingstarted:VOICE

V=vision,whybusinessmatters

O=opennessofcommunications

I=insightfromwhat’sbeingtalkedabout

C=connecting,campaigning,careeradvancing

E=empoweringambassadors

81%ofengagedemployeesstronglyagreedThattheyknewwhattheircompanystandsforAndwhatmakesthemdifferent.

Just11%ofactivelydisengagedEmployeesfeltthesameway.

Source:Gallup

Vision

“Peopleeagerlyengagewhentheywantsomethingtoimprove.”

“Leadershipcomeswhenyourhopeandyouroptimismarematchedwithaconcretevisionofthefutureandawaytogetthere.”

SethGodin,Tribes

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

Openness:AddressinghowissuesAffectingcompany

Insights:what’sbeingtalkedabout

Bybringingthesocialtoolinsidetheenterprise,theassociateddatarelatingtotheconnections,interests,andactivitiesaresuddenlyavailableandarchivablebythecompany,providingnewinformationsourcesandnewpossibilitiesforunderstandingtheworkforce.

“MotivationsforSocialNetworkingatWork,”IBMResearch,November2008

Deloitte Film Festival

Deloitte Film Festivalhttp://www.youtube.com/watch?v=Wfx6-5aDaUE

Deloitte Iron Manhttp://www.youtube.com/watch?v=PId0rzQPvFQ

“WhatifHPknewwhatHPknows?”

TheSocialLifeofInformation

IBM’sBeehive

Connecting,Campaigning,Climbing

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

Connecting,Campaigning,Climbing

EXERCISE:Designinganemployeecommunity

CreaQngahighlyeffecQveculture:

1. Respectforindividuals:wholeperson,parYcipateindecisions

2. Transparency:accesstosameinfo,exposuretoexecs

3. Empowerment:senseofpurposeauthoritytopleasecustomers,

4. Teambuilding:senseofidenYty,cultureandvalues,feelingofequality

Firms of EndearmentWharton School Publishing

EmergingBestPracQces

EMERGINGCOMMUNITYBEST‐‐ANDWORSTPRACTICES

TECHNOLOGY

WHATCONTRIBUTESMOSTTOCOMMUNITYSUCCESS2008TribalizaQonofBusinessStudy:BeelineLabs,Deloi_e,SNCR

GREATESTOBSTACLESTOSUCCESS

8EMERGINGBESTPRACTICES

1. Startwiththeendinmind:whatisthepurposeofthecommunity?

What’s the purpose?

Collaborating Connecting Training

SharingknowledgeSolvingaproblem

BrainstormingSupporting

Organizinganevent Keepingpeopleinformed

CEOconnectionProvidingideas Complaining

Introducingaprogram Recruiting

2.Whatisthepromiseofthecommunity:Whatvaluewillpeopleexperience?

“ItmustoffersomevaluehigherthansomethingelseShealreadydoes,orshewon’tfreeuptheYme…youneedtoconvinceindividualsnotjustthattheywillfindthegroupsaYsfyingandeffecYvebuthatotherswillfinditsoaswell.”

Clay Shirky, NYU, Here Comes Everybody

CommuniQesgrowifenoughpeoplecareaboutthem,anddieiftheydon’t.

So start small and inexpensive.Don’t overcomplicate.

3.Don’tstartwiththetechnology:Purpose&promisedefinetechneeds

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?

4.Haveaplanforgreatcontent,ongoingacQviQes‐‐especiallyatthestart

THEMORECONTENTYOUHAVE,THEMOREMEMBERSYOUWILLGET.

THEMOREMEMBERSYOUHAVE,THEMORECONTENTYOUWILLGET.

THEBETTERYOUMATCHCONTENTANDMEMBERSTOMEMBERPROFILESTHEMOREMEMBERSANDCONTENTYOUWILLGET.

“Thenumberofpeoplewillingtostartsomethingissmaller,muchsmallerthanthenumberofpeoplewhoarewillingtocontributeoncesomeonestartssomething.”

5.Havedynamiccommunityleaders:Welcome,parQcipate,connect‐‐butnotcontrol

Communitymanagers:peoplethatpeopleincommunityidenQfywith

6.GetpassionatecoreofparQcipantsbeforelaunching:Createsculture,“therethere”

Goal: 250membersin6monthsReality: 250within48hours;5,000w/n18months

7.Havegovernanceandguidelines

Whatshouldguidelinescover?

• Spamming• StylesofcommunicaYons• Copyright• IllegalacYviYes• Privacy• Nameoranonymous• SensiYveissues• Respect• Signaturesandemailaddress• Whohasfinalsay• Consequences• Help

“ManagingOnlineForums&Communities”

ByPatrickO’Keefe

Drawonothercompanies’policies,lessons

Collaboratewiththeattorneys:Bringinsocialmedialegalexpertise

8.Learnfromotherindustries,innovators

8.Learnfromotherindustries,innovators:Brandculture‐companyculture:socialmediaExperience/advanceculture

EmployeesandtheRecession8communicaQonsstrategies

1.CreateonlinealumnicommunitiesASAP–aplacetohelp;indnewjobs,provideencouragementandsupport,get;inancialadviceonhowtokeeplifetogether,etc.

YoucanbeupandrunningwithNingcommunityinlessthan30minutesforlessthan$30amonth.

2.Don’tpaintarosypictureonableaklandscape:

Peopleknowthingsarebad,don’tpretendtheyarenot.Beclearaboutyourbusinesssituationandwhatyoubelievethecompanyneedstodotosurviveandcomeoutstronger.

Foreveryaction,helppeopleunderstandthewhybehindit.You’llearnmoretrustbybeingrealvs.tryingtoputa“goodspin”onadif;icultsituation.

3.It’snotabouttransparency,it’saboutfairness&caring:

Employeesmustfeelthatyoucareabouttheirpersonalwell‐being.ArecentHarvardstudyfoundthat“evenwell‐meaningorganizationscandestroytrustiftheyareperceivedasbeingfairbutcallous.”

4.Tieeverydecisiontoyourcorporatevalues:

Takeoutthosevaluesandusethemastheguideformakingdecisionsandcommunicating.Ifyoureallybelievethevalues,theywillguideexecutivedecisionsinawaythatwillresonatewithallyourstakeholders,particularlyemployees.

Inmakingannouncements,explaintopeoplehowthedecisionsupportstheorganization’svalues.

5.Startwithmanagerialincompetence:

Thelargestdriverofemployeetrust,accordingtotheHarvardstudy,ismanagerialcompetence.

Inlookingwheretoreducestaff,don’tsimplycutbysalaryrangeormanagementlevel.MakesureyoukeeptheAplayers,andexcusethemediocre.Thiswillearntrustandmotivateemployees.

6.GetEnterprise2.0toolstomakeiteasiertowork:

Withfewerpeopleneedingtodomorework,makeitaprioritytoprovidecompany‐wide2.0tools(wikis,blogs,communities,forums)thatmakeiteasierforpeopleto;indhelpandresourceswithinthecompany,collaborate,solveproblemssmallandlarge,andconnectaspeoplewithotherpeople.

Mostofthesetoolsareinexpensive,easytoinstallandrequirelittletraining.

7.Sitinthechair:

Lastyearacommunicationsmanagerofalargeretailerputtwochairsinthecompanylobbyandmadeherselfavailabletoemployeeswhowantedtositandtalk.Theresponsewasoverwhelming.Sometimessmallgesturesgoalongway,especiallyinsuchstressfultimes.

8.Onepointatatime:

Mytennispartner,a;inancialCEO,andIwererecentlygettingcrushedinamatch.Hecameoverandgavemethisadvice:“Takeitonepointatatime.”Wedid,andwecamebackandwon.Insuchstressful,uncertainperiodsthissameadvicemaybegoodforbusinessaswell.

Tools&resources

www.radian6.com

Ning.com

Socialnetwork/communitysoftware:

Jive

Lithium

Crowdvine

Sharepoint(withcaution)

IBM(caveat)

Wordle.net

Let’skeeptalking

Blog:www.foghound.com

Site:www.beelinelabs.com

Email:lkelly@beelinelabs.com