Organising Digital Communications for the 21st century
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Organisation models for digital communication and social media in Higher Education Institutions. Slides from the EUPRIO 2015 Conference.
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Organising Digital Communications for the 21st century
- 3. 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 -
- 5. 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 -
- 7. 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 -
- 9. 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
- 10. BENEFITS INSTITUTIONAL • Increase reach • Build trust • Engage employees • More motivation PERSONNAL • Professional image • Growing networks • Staying up-to-date • Recognition • Professional success
- 11. 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.
- 12. SUCCESS FACTORS = Authenticity, trustworthiness, and reach TRUST FREEDOM OPTIONS CLEAR GUIDELINES + + +
- 13. SUCCESS FACTORS AT IBM: Without coaching With coaching 9% 75%
- 14. 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
- 16. 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
- 17. SCALING TASKS & ROLES LISTENING MONITORING CONTENT CURATION DISTRIBUTION RESPONDING CUSTOMER SERVICE CONTENT GENERATION SOLICITING PROMOTING CAMPAIGNS ANALYTICS / KPI
- 18. SCALING TASKS & ROLES CONTENT CURATION CONTENT GENERATION CAMPAIGNS CUSTOMER SERVICE MONITORING ANALYTICS / KPI TASKS ROLES CREATION DISTRIBUTION SOLICITING LISTENING RESPONDING PROMOTING
- 20. 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