Using Enterprise Social Networks to nurture employee engagement and advocacy

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Our journey to digital transformation by Working Out Loud continues with an event dedicated to the subject on 16 August in London.

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Co-hosted with the Employee Engagement Alliance, this evening session will discuss how enterprise social networks (ESNs) like Jive and Yammer hold the key to successful employee engagement and advocacy.

Key topics include:-

  • Reasons why ESN can fail
  • Winning ESN strategies, sustaining tactics and success stories
  • Why it’s important to care about employee engagement and advocacy in the context of a changing work environment, increasing pressure for talent development, retention and acquisitions
  • Why Comms/HR/Knowledge Management/IT need to work harmoniously to nurture and sustain an ESN.

Our speakers:-

  • Kate Senter, Senior External Communications Manager, GlaxoSmithKline
  • Stephen Morris, Marketing Project Manager, Merck
  • Crispin Manners, Chairman and Managing Director, Employee Engagement Alliance
  • Allison Maguire, Collaboration and Future of Work Consultant, Enterprise Strategies
  • Lesley Crook, Internal Digital Communications Manager, Working Out Loud in a Network

We hope to see you on the 16th August. In the meantime, get involved in International Working Out Loud Week (#wolweek), 6-12 June that asks us three key questions – What am I trying to accomplish?; Who can help me?; How can I personally contribute to deepen relationships?

Book your tickets here: https://www.eventbrite.co.uk/e/using-enterprise-social-networks-to-nurture-employee-engagement-and-advocacy-tickets-25695110768

The value of a multichannel strategy to communicate effectively with employees

 

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A diverse workforce can be a challenge to reach. Depending on just one channel to communicate to employees will not work. Adopting a multichannel approach will better enable you to engage with all of your employees. To accomplish this, internal communicators need to join the dots between strategy, behaviours and technology, to improve the flow and quality of communication and collaboration.

 

First review your general communication strategy:

 

  • Do you have goals and objectives for your communications? Everything should be aligned with

your company’s business objectives. This includes general goals per campaign, and goals

relating to your internal communications.

 

  • Select the Key Performance Indicators (KPIs) that measure your success in achieving your goals. Good KPIs to review include content popularity, survey responses, take up of safety initiatives, response to change management, video views, event registrations, or an increase in intranet or social network traffic – to name a few. Match the metrics you use to measure your success to the KPIs you have selected.

 

Conduct a channel audit

 

While you are reviewing channels available to you, also take the time to identify where you need to update your channel technology (such as email and intranet) to technology that saves you time, and delivers the real-time metrics and analytics you need. Having this type of insight will help you assess the channel popularity and audience preferences.

 

Channel strengths – Take a look at the existing communication channels available to you. Understanding their strengths will help you improve how you use each channel to help you reach a diverse workforce.

 

The role of insight and measurement in your success

 

Measurement lets you understand the impact of what you’re doing. Review your access to measurement in each of your channels, and use those selected metrics to help you gain insight into your campaigns. In the selection of metrics you use, try to be consistent in your choice across each of your communication channels. By doing this you are not looking at channels in isolation – you are getting consistent insight into engagement across all channels, allowing you to make decisions based on these insights.

 

For example measure adoption and engagement, collaboration and rich media consumption (video, podcasts), and device consumption (desktop or smartphone). Collate your most influential users and top contributors, plus content, posts, pages and comment trends and popularity.

 

The future is multichannel measurement

 

Having access to individual channel metrics is the first part of your journey. To understand your channel effectiveness you need the ability to measure globally by campaign across all your channels.

 

Taking a multichannel approach – using all your channels to communicate, and measuring across your channels – will empower you to improve your communications going forward and show real business impact to stakeholders.

 

Newsweaver has compiled a PDF that includes insight from a number of communication experts, providing insight into key issues facing communicators right now. Internal Communication today – Insight from the inside

A year in summary

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Tessa O’Neill’s speech at IABC UK Annual General Meeting of 30 June

As I acknowledged in my acceptance speech in June 2014, I knew this would be a year of transition and change. It almost felt like the best we might achieve in this term was to maintain an even keel until the real developments took place later this year.

But I was keen to push for innovation in our board to set some foundations for novel work that would, in line with our new brand offering, best represent IABC in the 21st century.

So our aim as a board was to create excitement around IABC, grow our network, encourage greater participation and demonstrate exceptional value of membership.

 

Our Board

The IABC board comprises expert communicators, with day jobs and most importantly with personal lives that should always take precedence over any volunteering activity.

So it’s often a challenge to give your all to something that can only be supported in your spare time – especially as there’s less and less of that nowadays!

But I have been hugely impressed this year by the dedication of all our board members and, particularly, by those who took their roles extremely seriously and delivered over and above what was expected. And special mention must go to Susan Walker, Dana Poole & Kira Scharwey for their exceptional work on events, digital marketing and membership respectively.

I’ve really enjoyed working with the team this year; it’s been a huge honour, and a steep and fulfilling learning curve. So I’d like to pause and ask all our board to stand up so we can give them a big round of applause.

Thank you! So on to our update…

Membership

Historically maintaining healthy membership has always been a challenge and increasingly so for all associations.

But, despite a slow start, overall membership has actually risen year-on-year by a not inconsiderable 70 percent. This is chiefly due to recent student sign-ups from Bournemouth University and London College of Communications (LCC).

And we are working with Bournemouth to maximise IABC’s engagement with student members (via a student representative and potential sub-committee of students who will promote IABC internally).

We also saw great success in increasing renewals during Member Month. Board members divided up the chapter’s list of lapsed members and personally contacted each of them. A bit of Nudge theory in practice!

Mentoring

The mentorship programme is becoming a USP for the chapter. It has been the main draw for greater student membership.

We currently have 12 mentors and as many mentees, with potentially 100 additional mentees joining the programme from LCC and Bournemouth over the next year.

 

We have introduced a time-limited “wave” approach to deal with the increased number of mentees. And we also hope to increase mentor numbers accordingly; offering web-based training to more experienced members.

We also signed up our first two regional mentors this year. A good way to engage established members outside the SouthEast who sometimes might feel like members-at-large.

Regional

While very much an exploratory year for Regional, it has not been without results.

We held our very first regional event – and webcast – with the South West Corporate Communicators (SWCC) in Bath in October 2014. It featured IABC’s very own Shel Holz as keynote and more than 20 people attended. Interest continues to grow.

Looking ahead, we are planning further events for 2015-16 in Bristol and Bournemouth.

We have also worked to engage members in Sheffield, South Wales, and Leeds over the coming months. So more opportunities to expand our organisation nationally.

We are in discussions with Leeds University about enrolling more than 50 students and promoting IABC to a further 200 students at the university, together with corporate members and communications professionals in the local area.

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How we as communicators can add most value to our business

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As a corporate communication professional with experience in large multi-national organisations, I know too well the challenges global teams have in effectively rolling out corporate campaigns whether they are aiming to engage employees or consumers:

  • Maintaining brand consistency whilst tailoring the campaign for local markets
  • Not compromising key messages whilst translating into 20+ languages
  • Paying attention to cultural differences
  • Leveraging varying degrees of skills and resources across the organisation
  • Governance models with dotting lines which stretch your influencing skills
  • Competing with local business priorities and marketing campaigns
  • Delivering a global framework for measurement and evaluation

However, emerging digital and social media trends are enabling companies to overcome these challenges, adapt their approach to global campaigns, to innovate and be successful or to fall behind.

  • New technologies have paved the road for virtual team working, Enterprise Social Networks, advanced Content Management Systems allowing content (copy, images, multimedia) to be created once and delivered across multiple channels (website, email, mobile devices) and easier access to data via automated tools (analytics, social media listening, custom dashboards)
  • Governance models see the formation of Centres of Excellence cutting across functions and silos, lines blurring between internal and external communications, between marketing and communications with business and corporate communicators developing new digital and journalism skills due to increased knowledge sharing, Champion Networks and virtual training opportunities.
  • Social media platforms foster collaboration and exchanges of ideas across work level, gender, age group and people come together united not just by work goals but by a common passion.
  • Trust has shifted from leaders and CEOs to friends and colleagues at work, people in our own network. The practice of “stealing with pride” a peer’s idea, campaign poster or report template is widely seen as smart, timesaving and cost-effective.

Here are three strategic insights to help you turn these digital trends into an advantage and innovate global campaign planning and execution.

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