DIGITAL COMMUNICATIONS

2015

ORGANISING

FOR THE 21ST CENTURY

ORGANISATION MODELS CENTRALISED

ORGANISATION MODELS CENTRALISED

• Message and branding consistency

• May be required during crisis situation to ensure harmonised communication

• Works well with smaller organisations

+ • Does not reflect the

diversity of opinions within HEIs

• Requires staff dedicated to social media

• Requires processes & policy enforcement

-

ORGANISATION MODELS DISTRIBUTED

ORGANISATION MODELS DISTRIBUTED

• Fits with large universities

• Favours innovation

• Easy to setup

• Allows for diversity

• More freedom for departments

+ • Hard to manage

efficiently

• Voice & tone become heterogeneous

• Silos continue to be silos

-

ORGANISATION MODELS COORDINATED

ORGANISATION MODELS COORDINATED

• Bigger impact outside of the organisation

• Interaction between accounts

• Ability to measure impact

• Creates sense of HEI engaging with community

+ • Requires guidelines and

constant coordination

• Need for training and coaching

• constant reassessment of the efficiency of the approach

-

INDIVIDUAL ACCOUNTS

INDIVIDUAL ACCOUNTS … OVER INSTITUTIONAL ACCOUNTS

• Individuals set to be brand advocates are seen as thought leaders and experts

• People trust experts, trust drives influence

• Closer to the market, more motivated to perform

• Word of mouth marketing for the digital age

“Companies with

engaged employees

outperform those

without by up to

202%.”

Dale Carnegie Training

BENEFITS INSTITUTIONAL

• Increase reach

• Build trust

• Engage employees

• More motivation

PERSONNAL

• Professional image

• Growing networks

• Staying up-to-date

• Recognition

• Professional success

SUCCESS FACTORS

CLEAR GUIDELINES TRUST FREEDOM OPTIONS

Corporate cultures rooted in trust will succeed.

Guidelines encourage participation, they don’t hinder it.

Let participants choose roles and tasks.

You cannot force employees to participate.

SUCCESS FACTORS

= Authenticity, trustworthiness, and reach

TRUST

FREEDOM

OPTIONS

CLEAR GUIDELINES

+

+

+

SUCCESS FACTORS

AT IBM:

Without coaching

With coaching

9%

75%

NOTES ON TRAINING

Do not create a one-fits-all training programme for social and digital Tailor for both the experimental and the analytical learner before training and coaching

MAJOR STEPS

1

Benchmark participation

2

Assess landscape

3

Seek champions

4

Set realistic goals

5

Communicate internally

Provide training

Support community

8 7

6

Measure impact

WHAT GUIDELINES?

• You are personally responsible for what you publish

• Identify yourself clearly by name, role and company

• Respect copyrights and confidentiality

EXEMPLES

• Disclaim if personal opinion

• Don’t misuse the institution’s logo

• Respect others’ opinion

SCALING TASKS & ROLES

LISTENING MONITORING

CONTENT CURATION DISTRIBUTION

RESPONDING CUSTOMER SERVICE

CONTENT GENERATION

SOLICITING PROMOTING

CAMPAIGNS ANALYTICS / KPI

SCALING TASKS & ROLES

CONTENT CURATION CONTENT GENERATION CAMPAIGNS

CUSTOMER SERVICE MONITORING ANALYTICS / KPI

TASKS

ROLES

CREATION DISTRIBUTION SOLICITING

LISTENING RESPONDING PROMOTING

THANK YOU

@faubet

@grenoble_em

Sources Social strategy: Thinking beyond today’s posts Mike Petroff, Digital Content Strategist at Harvard University

10 Steps to Successful Employee Advocacy Alex Schott, Chris Boudreaux

7 Ingredients for Employee Social Media Advocacy Jay Baer

Photos Communication all sorted Used under CC Licence, attribution 2.0 Generic. By D. Hutchman

Maybe if I stand here, they won't notice me By The U.S. Army Ms. Eboni Myart/AMVID [Public domain], via Wikimedia Commons