It’s not a skill that’s been widely understood until quite recently, however community management has begun to move to the forefront of discussions about enterprise social computing as the use of social tools begins to climb the maturity curve. Now community management is increasingly proving not just useful but a critical component of Enterprise 2.0 efforts despite an often vague understanding of what it is and where it should be situated in the org chart. »
- The vast majority of the respondents, 95% of them, rated community management as “essential” to their Enterprise 2.0 effort. The remainder listed it as “important”
- No matter how easy a tool is to use, there are still those that have questions and need €˜community coaching’ (I’m talking about the business piece of community leadership) and general guidance. €” Claire Flanagan, Sr. Mgr, KM and Enterprise Social Software Strategy, CSC
- Community management can be identified not only as a risk mitigator but also as a way to ensure that participation takes place, members can get help, ROI is measured, and business goals are being met.
- Do everything possible to turn it into a conversation about business benefits instead of tools. Do this even knowing that many of the best outcomes won’t be predictable and you may not even get the credit for these.
« So why aren’t employees speaking up? And when they do, what are they saying, and to whom? And what’s the danger to the company when it’s not listening to employee voices?
Burris sought to answer these questions in an ongoing study in which he and his colleagues are surveying more than 3,000 employees at 11 different credit unions around the country about their experience in speaking up at work. »
- “There’s lots of research that shows when employees don’t feel involved in the workplace, they tend to withdraw. They don’t engage in all the extra activities that aren’t required for the job, such as helping a coworker, staying late or taking on extra responsibilities. It’s not the formal, required part of the job, but it’s certainly necessary for the organization to succeed.”
- Many employees say they don’t speak up to their boss because of fear of repercussions. But are workers just being paranoid? Burris’ research says no.
- “I found that employees who speak up and challenge the status quo are viewed as less competent, less dedicated to the organization and more threatening compared to those who support the way things are,” Burris says. “They are also rated as worse performers, and their ideas get less support.”
- “A lot of managers think that if they treat their staff respectfully and tell them €˜My door is always open,’ that should be enough to make their employees trust them,” Burris says. “But our research shows that employees need more than that in order to feel safe to speak up.”
- “Formal, transparent follow-up is very important,” Burris says. “It’s counter-productive to ask an employee for feedback if you never do anything with that information. If staff see their ideas just disappear, they’ll stop offering them altogether.”
« Chris Preuss a le titre de VP GM Global Communications. Il a participé la semaine dernière à un tchat sur le blog bien connu Fastlane. Interrogé sur la stratégie digitale du groupe GM, il nous livre plusieurs réflexions enrichissantes.Si les billets sont légions autour du thème « les 10 commandements d’une bonne stratégie sur les médias sociaux » »
- une présence sur les médias sociaux fait partie de la stratégie globale
- A cela s’ajoute un élément évidemment décisif : l’appui mais surtout l’implication de la direction : « we’ve gotten huge support from leadership. ». En effet, lorsqu’on observe les nombreux invités qui participent aux discussions sur le blog, on voit que le management n’hésite pas à mouiller la chemise : « Fritz is spending several hours a week answering his blog weekly », confirme CP.
- Une fois que vous y êtes, difficile de faire machine arrière. Pour autant, si 70 % des entreprises aujourd’hui ont « fait quelque chose » sur les réseaux/médias sociaux, peu d’entre elles ont une approche sur le long terme.
- GM multiplie les dispositifs pour permettre à ces clients d’interroger, suggérer, interpeller l’entreprise. Pour ma part, je trouve le site Tell Fritz, permettant de s’adresser directement au top management, simple et efficace. The Lab est une initiative intéressante dans un secteur aussi concurrentiel que l’automobile. Ce type d’outil permet, sinon d’innover, au moins de sentir les nouvelles tendances, de défricher, … ce qui n’est déjà pas si mal !
So think of the untapped potential opportunities for companies looking to source and attract talent. As social media is used inside the company to increase collaboration, communication and innovation, it’s become important for recruiters to locate prospective employees who are also users of social media. Using Twitter can level the playing field so that smaller firms can find those people as effectively as the Fortune 500 do. And those companies who have turned toward Twitter have found it an efficient way to identify passive job candidates who might not be scanning job boards.
- Some companies are going beyond posting tweets about new positions to using the wisdom of the crowd to actually write a new job description
The information for this post is from an IBM global surveys of more than 2,400 consumers and 80 advertising experts €¦ the report is titled, The end of advertising as we know it.”
Social CRM is not software. Remember, CRM, and therefore Social CRM, is an approach that takes into account people and processes and leverages software to accomplish outcomes. The people and the processes come first. Software, while critical to success, is always secondary.
Vendors that claim they deliver Social CRM are wrong. They are delivering software solutions, generally Social Support Community software, that is a core component of a Social CRM strategy.
Social CRM is a strategy. Building off of my last point. Software cannot build strategy. I know, one day machines will take over e world and I will be proven wrong. 🙂 Until that day comes I am right, it takes people to build a strategy that achieves corporate goals.
- Your Social CRM strategy must make use of tools that end-users (execs, sales, support, etc..) will use, not because they are forced to, because they add value to their lives.
- Your software must support the varied stages and workflows for all of your processes. When the software forces you to adjust processes due to it’s limitations, you have already lost.
- Social CRM will revolutionize how businesses operate. It will bring a richer level of engagement between all parties leading to happier customers and more profitable businesses. We must get there by following solid business processes that engage all users and leverage tools where feasible.
The anecdotes come from the fieldwork of a major study of employee computing released by nGenera Corporation earlier this week. A group of colleagues and I spent more than a year conducting the research, which was sponsored by a blue-ribbon syndicate of global corporations that are members of our nGenera Insight programs. We interviewed individuals at top vendors, global companies, and major government agencies to understand the best way to unleash employee creativity, support new forms of collaboration, and drive new levels of productivity.