| Date post: | 17-Oct-2014 |
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Social Business: Engagement, Analytics, and Management
Social Media & HR
Copenhagen31-October-2013
Ravi Vatrapu
Professor mso, Department of IT Management
Director, Computational Social Science Laboratory (CSSL)Copenhagen Business School
Professor of Applied Computing
Norwegian School of Information Technology (NITH)
Phone: +45-2479-4315Skype: rvatrapu
Email: [email protected]: http://cssl.cbs.dk
OUTLINE The Internet Revolution
Current Trends Business Transformations
Social Business Social Media Engagement Social Media Analytics Social Media Management
Social Semantic’s Networked Business Factbook
Applications to HR
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Why should companies be on social media (facebook)?
What do you think?
because it is there everybody else is there expected by customers demanded by customers hijacked by customers business value
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Current Trends
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Ubiquitous & Pervasive Computing
Participatory Turn of the Internet
Technologies of the Self
Digital Positivism (Vatrapu, 2008)
Civic Panopticon (Vatrapu, 2008)
Concomitant Convergence
Services: Local, Social, Mobile
Media: Owned, Paid, Earned
Interactions: My Place, Your Place, Our Place
Scorecards: People, Planet, Profit
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NETWORKED BUSINESS FACT BOOK 2012
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Strategic Partnership
Survey of Perceptions, Practices, and Value Generation with Social Media, Mobile, and Cloud Computing
2729 Respondents/Orgnaizations Private: 2432 Public: 297
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SOCIAL BUSINESS
”A Social Business is an organization that strategically engages, analyses and manages social media to structure organizational processes and support organizational functions in order to realize operational efficiencies, generate competitive advantages and create value for customers, share holders and other societal stakeholders.
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THREE ASPECTS OF SOCIAL BUSINESS
Social Media Engagement (SME): Organization's strategic use of social media channels to interact with its internal and external stakeholders for the purposes ranging from marketing, customer support, product development and knowledge management.
Social Media Analytics (SMA)Collection, storage, analysis and reporting of social data emanating from the social media engagement of and social media conversations about the organization.
Social Media Management (SMM)SMM focuses on the operational issues, managerial challenges and comparative advantages with respect to the emerging paradigm of Social Business
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Part I: Social Media Engagement
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SOCIAL MEDIA ENGAGEMENT: STAKEHOLDERS
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Wollan, R., Smith, N. & Zhou, C (2011)
SOCIAL MEDIA ENGAGEMENT: COMPLEXITY
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Wollan, R., Smith, N. & Zhou, C (2011)
Sony PS4 Controller: “Share” Button
Image from Kotaku
FOUR TYPES OF ENGAGEMENT
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Part II: Social Media Analytics
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SOCIAL DATA
Social Data Social Graph (Actors, Actions, Activities, and Artifacts) Social Text (Topics, Keywords, Pronouns, & Sentiments)
Social Data Issues Key Performance Indicators (KPI) Return on Investment (ROI) Campaign Duration (3 days– 1 year)
Pre-Click vs. (Non)Click vs. Post-Click
What about House Data?
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SOCIAL MEDIA SCORECARDS
Systematize the field Academic Rigour + Industry Relevance Knowledge-Creation + Problem-Solving “Meaningful and Actionable Insights”
Include “Ultraviolet” Social Data Web Analytics
Integrate House Data (social-CRM and such)
Training and Certification
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Software: Social Data Analytics Tool
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Part III: Social Media Management
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SOCIAL MEDIA MANAGEMENT: FRAMEWORK #1
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(Wollan, Smith, & Zhou, 2011)
Social Business Maturity (Spondor, 2011)
Level 1: Monitoring
Level 2: Online Research
Level 3: Social Targetting and Data Management
Level 4: Social Business Collaborations
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Part III: Social Media & HR
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SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-1
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http://nstore.accenture.com/technology/millennials/global_millennial_generation_research.pdf
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Cultural Challenges from Socia Media Leaders underestimate benefits and fear risks Enterprise cultural change Silos and organizational change Rewards and incentives Scaling of talent needs Tools and knowledge management capabilities Keeping up with the pace of change
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SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-4
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Three Transformation Techniques
”Use a rapid knowledge transition tool kit built on social media to help share knowledge across the organization”
”Set standards and requirements for use of collaboration technologies to overcome resistance to change and to encourage use”
”Focus on middle management”
SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-5
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SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-6
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SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-7
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SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-8
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SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-9
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SOCIAL MEDIA AND EMPLOYEE EMPOWERMENT-10
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