Gear Up Internally for Social Business presentation by Shel Holtz, ABC, at the 2014 Intranet Global Forum in NYC.

1. Internally for Social Business
Shel Holtz
@shelholtz
Holtz Communication + Technology

3. But first,
what is

4. Every employee engaged

5. This involves…
• Customer service
• Social selling
• Professional networking
• Problem-solving
• Publishing

8. Employees using social/digital
communication are more…
• Creative
• Collaborative
• Productive

9. Improved communication and collaboration through social technologies could raise
the productivity of interaction workers by 20 to 25 percent.

10. I have a question
How has
your company
embraced
social business?

11. Employee-to-Employee

12. What is corporate culture?

13. Emotional capital
connects people to culture
The aggregate feelings
of goodwill toward a
company and how it
operates

14. Authenticity
What the company and
its leaders say and what
they do are aligned.

15. Recognition
The company values
and publicly recognizes
employees’ achievements,
supporting desire for
intrinsic rewards.

16. Attachment
Employees perceive
that they belong to a
community with
shared values and
interests.

17. Fun
The feeling of playfulness employees experience
when experimenting with new things at work.

18. The networks of relationships
among people who live and work
in a particular society, enabling
that society to function effectively.
Emotional
Capital

19. When executives use ISM to build
emotional capital…
• Workflows and collaboration improve
• Turnover drops
• Employees are more motivated
• Communication improves
– Horizontally
– Vertically

21. Employees Worldwide
Engaged
Not Engaged
Actively
Disengaged

22. Employees in
Central and Eastern Europe
Not Engaged
Actively
Disengaged
Engaged

23. Some context

24. Engaged employees
• Psychologically committed to their jobs
• Feel a profound connection to the company
• Likely to be making positive
contributions
• Work with passion
• Make discretionary effort

25. Not-engaged employees
• Lack motivation
• Unlikely to make discretionary effort
• Essentially “checked out”
• Sleepwalk through their days
• Put in the time but bring no
energy, passion

26. Actively disengaged employees
• Unproductive
• Not just unhappy; they act out their
unhappiness
• Undermine what colleagues have
accomplished
• Spread negativity

27. Why does engagement matter?
• Link between…
– Engagement levels
– Job performance
– Market share growth
• Correlation: high engagement, operating
income growth
• Productivity is higher
• Turnover is lower

29. Poor
Communication
A cause of
disengagement =
Good
Communication
Always cited
in highly-engaged
firms
=

30. Communication and engagement
• Improved interactions
• Greater trust
• Greater understanding
• Improved efficiency
• Better performance
• Enhanced gratification
Companies that
communicate
effectively are
4x
more likely to have
high levels of
engagement

31. The Communications Disconnect
We’re not communicating
with engagement as a goal

32. Team peers
Project peers
Line manager
relationship

33. Employees define
membership in a
group based on
role and work,
not on issue
or interest

34. Integration

35. Only 28% of
information workers
use social intranet
tools at least once
per month

40. 300-400%
improved
readership!

41. Every Employee a Publisher

42. Culture Change

44. How are things done around here?
• Employees are connected to (and
contribute) information, knowledge
and resources that matter to them
• Employees understand how their jobs
fit in the bigger picture
• Employees are enthusiastic about
participating in meaningful, purposeful work
• Employees build value through internal and
external networks
• Leaders build emotional capital through
authentic engagement

45. Inside/Outside

46. Employees as
brand ambassadors

49. The institutionalization of social software

50. Other Advantages
• Recruiting
• Competitive Intelligence
• Training
• Curation

51. Preparing the workforce

52. Policies

55. Employee
social
media
policy
elements
• Statement of purpose
• Established company
policies
• Disclaimer rules
• Disclosure rules
• Confidentiality
• General and industry
compliance issues
• Adding value
• Consequences

56. Training

62. Modes of engagement

63. Day-to-day engagement

64. Subject Matter Experts

68. Ambassador Programs

69. Training

71. Community

72. Communication

73. Professional Networks

74. Most professionals use professional social
networks daily to inform their work

77. What is it?
The use of social media
to increase revenue
and sales team
productivity

78. Why social selling?
The business customer has changed
• More aware of
needs and
solutions via
professional
networking
• Initial outreach is
to colleagues and
peers via social
media and online
research
• Most of the
buying process is
over by the time
they call a vendor

79. How Social Selling Works
Sales staff
engage early,
building
relationships
as a trusted
guide, and is
there to
close the
deal.

80. Social selling woven into the
sales process has produced a
increase in revenue
-- McKinsey/Dachis

81. Always Be Connecting

82. Employees as Correspondents

83. Employee
correspondents

89. A few words about

93. Shel Holtz, ABC
www.holtz.com
shel@holtz.com
@shelholtz
415.881.7435