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Social media for internal communications

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View Strategic PLC
View Strategic PLC

The document discusses leveraging social media tools for internal communications. It defines social media and provides examples of tools across a spectrum of complexity and interactivity, from message boards to full integration. Benefits include improved employee engagement, collaboration, communication and information sharing. The document outlines dos and don'ts and provides IBM as a case study, highlighting how IBM uses internal social networks, blogs, bookmarking, crowdsourcing and more to foster innovation and a culture of sharing without top-down control of corporate accounts.

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Leveraging Social Media tools for Internal Communications Mike Boogaard Mark Smith Client Services Director Creative Director View View
What is social media? “A group of Internet-based applications that build on the ideological and technological foundations of Web 2.0, which allows the creation and exchange of user-generated content.” Andreas Kaplan and Michael Haenlein
Again…what is social media? • A shift in how people discover, read, and share news and information and content • Transforming monologue (one to many) into dialog (many to many.)
Internal social media spectrum Complexity Full social media integration Ideas sharing Walls Collaborative tools Groups Polls Forums Message Blogs RSS boards Interactivity
Connection How is it used? • Foster and facilitate communication between employee, team members and layers of the organisation • Top-down communication (e.g. Collaboration podcasts) • Help teams work more effectively and • Peer-to-peer communication efficiently (group/microblogging) • Ensure access to most accurate and • Two-way communication between up-to-date information management and employees (blogs) • Facilitate work out of office hours, across multiple platforms Communication • Key to employee engagement • Connections demonstrate a unified purpose and lead to more engagement and efficiency • Easier to find colleagues (people/skill finders)
The numbers • 45% of FTSE100 companies have an official Twitter account, up almost 50% in a year, while another 17% have holding accounts that they have yet to start using • 25% of FTSE100 companies have an official Facebook presence, up from 20% in November 2009 • 39% of FTSE100 companies have an official YouTube channel, the same number as in June 2010 but up around a third – from 29% – over the year as a whole • Only 12% of FTSE100 companies have a corporate blog, though that represents a 200% increase since this time last year
What are the benefits? Business case Social case Employee engagement Nourishes corporate culture(s) Encourages thought leadership Interaction without geographical boundaries Listen to employees Develop closer relationship with Increase internal brand awareness (and between) employees Information sharing “Companies that use social media achieved yoy Crisis communication improvement in employee engagement of 18% compared to 1% in those who didn’t” Aberdeen, 2008
Do’s and dont’s… Do’s Dont’s Ensure content is interesting X Don’t ghost write personal content and engaging X Stifle communication or be afraid Allow open communication of negative comments (but Give collaborative tools address them) Create social media champions/leaders (the rest will follow) Recommendation: Take a step-by-step approach and adjust/ Have moderators tweak as you go rather than trying everything all at once.
Case study - IBM Building a culture of social media innovation
At IBM, its about losing control “We don’t have a corporate blog or a corporate Twitter ID because we want the ‘IBMers’ in aggregate to be the corporate blog and the corporate Twitter ID.” Adam Christensen, Social Media Communications, IBM Corporation
IBM’s social media landscape • No IBM corporate blog or Twitter account • 17,000 internal blogs • 100,000 employees using internal blogs • 53,000 members on SocialBlue (like Facebook for employees) • A few thousand “IBMers” on Twitter • Thousands of external bloggers, • Almost 200,000 on LinkedIn • As many as 500,000 participants in company crowd-sourcing “jams” • 50,000 in alum networks on Facebook and LinkedIn
IBM’s social media landscape ‘Socialblue’ • Internal social networking site - ‘a rich connection to the people you work with’ • 53,000 users • Post photos, create lists to share their thoughts, and organise events • Users can create top-five lists, called 'hive fives' to share their thoughts on any topic they are passionate about.
IBM’s social media landscape ‘Dogear’ • Social bookmarking platform • Lets users centrally store, categorise, and share a set of personal Web bookmarks with others • Allows people to find experts on specific topics • Expertise location helps spur collaboration and sharing of resources.
IBM’s social media landscape IBMers’ blogs ‘A menu of expertise and insight from a passionate crowd’ • All of its blogs in a simple directory sorted by the name of the blogger. • 100,000 employees have registered on the blogging platform to rate and comment on posts across 17,000 blogs • An internal wiki serves as a hub of information, drawing well over a million page views every day.
IBM’s social media landscape Company ‘jams’ ‘A big, online collaborative experiment’ • Bringing employees together in an online forum for three straight days • Now includes much bigger and more diverse crowds - as many as 500,000 people in some cases • Together employees - and friends, family and clients - to discuss more than 50 research projects within the company • 10 best, which became incubator businesses that IBM funded with $100 million, all based on “crowd” discussion.
IBM’s social media landscape Virtual meetings • A fifth of the cost and no jet lag! • IBM’s Technology Academy used Second Life to hold a Virtual World Conference • 200+ participants bought together (virtually) from across the globe • Attendees truly felt they had attended a ‘real-time’ meeting.
IBM’s social media landscape Smarter Planet Instrumented. Intelligent. Interconnected. • Began as a grassroots movement among employees. • IBM has collaborated with more than 600 organisations worldwide that each do their part in making the ‘Smarter Planet’ vision a reality.
IBM’s social media strategy Stand back Have guidelines, but don’t police from above. Employees tend to self-regulate. Involve employees in Social media planning Let employees write the guidelines and they’ll feel empowered. Give employees the tools - and a green light to use them Identify powerful social media tools and encourage employees to use them to do their jobs more effectively. Use crowd-sourcing Bring together employees, clients, partners and friends for powerful idea-sharing A risky, but effective strategy
And finally… • Identify your objectives and key messages • Allocate and train resources to adequately respond and manage your presence • Measure and monitor activity • Respond effectively and in the appropriate manner • One step at a time!
Thank you

More Related Content

Social media for internal communications

  • 1. Leveraging Social Media tools for Internal Communications Mike Boogaard Mark Smith Client Services Director Creative Director View View
  • 2. What is social media? “A group of Internet-based applications that build on the ideological and technological foundations of Web 2.0, which allows the creation and exchange of user-generated content.” Andreas Kaplan and Michael Haenlein
  • 3. Again…what is social media? • A shift in how people discover, read, and share news and information and content • Transforming monologue (one to many) into dialog (many to many.)
  • 4. Internal social media spectrum Complexity Full social media integration Ideas sharing Walls Collaborative tools Groups Polls Forums Message Blogs RSS boards Interactivity
  • 5. Connection How is it used? • Foster and facilitate communication between employee, team members and layers of the organisation • Top-down communication (e.g. Collaboration podcasts) • Help teams work more effectively and • Peer-to-peer communication efficiently (group/microblogging) • Ensure access to most accurate and • Two-way communication between up-to-date information management and employees (blogs) • Facilitate work out of office hours, across multiple platforms Communication • Key to employee engagement • Connections demonstrate a unified purpose and lead to more engagement and efficiency • Easier to find colleagues (people/skill finders)
  • 6. The numbers • 45% of FTSE100 companies have an official Twitter account, up almost 50% in a year, while another 17% have holding accounts that they have yet to start using • 25% of FTSE100 companies have an official Facebook presence, up from 20% in November 2009 • 39% of FTSE100 companies have an official YouTube channel, the same number as in June 2010 but up around a third – from 29% – over the year as a whole • Only 12% of FTSE100 companies have a corporate blog, though that represents a 200% increase since this time last year
  • 7. What are the benefits? Business case Social case Employee engagement Nourishes corporate culture(s) Encourages thought leadership Interaction without geographical boundaries Listen to employees Develop closer relationship with Increase internal brand awareness (and between) employees Information sharing “Companies that use social media achieved yoy Crisis communication improvement in employee engagement of 18% compared to 1% in those who didn’t” Aberdeen, 2008
  • 8. Do’s and dont’s… Do’s Dont’s Ensure content is interesting X Don’t ghost write personal content and engaging X Stifle communication or be afraid Allow open communication of negative comments (but Give collaborative tools address them) Create social media champions/leaders (the rest will follow) Recommendation: Take a step-by-step approach and adjust/ Have moderators tweak as you go rather than trying everything all at once.
  • 9. Case study - IBM Building a culture of social media innovation
  • 10. At IBM, its about losing control “We don’t have a corporate blog or a corporate Twitter ID because we want the ‘IBMers’ in aggregate to be the corporate blog and the corporate Twitter ID.” Adam Christensen, Social Media Communications, IBM Corporation
  • 11. IBM’s social media landscape • No IBM corporate blog or Twitter account • 17,000 internal blogs • 100,000 employees using internal blogs • 53,000 members on SocialBlue (like Facebook for employees) • A few thousand “IBMers” on Twitter • Thousands of external bloggers, • Almost 200,000 on LinkedIn • As many as 500,000 participants in company crowd-sourcing “jams” • 50,000 in alum networks on Facebook and LinkedIn
  • 12. IBM’s social media landscape ‘Socialblue’ • Internal social networking site - ‘a rich connection to the people you work with’ • 53,000 users • Post photos, create lists to share their thoughts, and organise events • Users can create top-five lists, called 'hive fives' to share their thoughts on any topic they are passionate about.
  • 13. IBM’s social media landscape ‘Dogear’ • Social bookmarking platform • Lets users centrally store, categorise, and share a set of personal Web bookmarks with others • Allows people to find experts on specific topics • Expertise location helps spur collaboration and sharing of resources.
  • 14. IBM’s social media landscape IBMers’ blogs ‘A menu of expertise and insight from a passionate crowd’ • All of its blogs in a simple directory sorted by the name of the blogger. • 100,000 employees have registered on the blogging platform to rate and comment on posts across 17,000 blogs • An internal wiki serves as a hub of information, drawing well over a million page views every day.
  • 15. IBM’s social media landscape Company ‘jams’ ‘A big, online collaborative experiment’ • Bringing employees together in an online forum for three straight days • Now includes much bigger and more diverse crowds - as many as 500,000 people in some cases • Together employees - and friends, family and clients - to discuss more than 50 research projects within the company • 10 best, which became incubator businesses that IBM funded with $100 million, all based on “crowd” discussion.
  • 16. IBM’s social media landscape Virtual meetings • A fifth of the cost and no jet lag! • IBM’s Technology Academy used Second Life to hold a Virtual World Conference • 200+ participants bought together (virtually) from across the globe • Attendees truly felt they had attended a ‘real-time’ meeting.
  • 17. IBM’s social media landscape Smarter Planet Instrumented. Intelligent. Interconnected. • Began as a grassroots movement among employees. • IBM has collaborated with more than 600 organisations worldwide that each do their part in making the ‘Smarter Planet’ vision a reality.
  • 18. IBM’s social media strategy Stand back Have guidelines, but don’t police from above. Employees tend to self-regulate. Involve employees in Social media planning Let employees write the guidelines and they’ll feel empowered. Give employees the tools - and a green light to use them Identify powerful social media tools and encourage employees to use them to do their jobs more effectively. Use crowd-sourcing Bring together employees, clients, partners and friends for powerful idea-sharing A risky, but effective strategy
  • 19. And finally… • Identify your objectives and key messages • Allocate and train resources to adequately respond and manage your presence • Measure and monitor activity • Respond effectively and in the appropriate manner • One step at a time!