Social Media isn’t just for marketing; it’s for sharing, collaborating, and networking. In this presentation you will learn how Social Media is being applied in the workplace.  Get up to date with the latest social media trends and best practices.  See case studies of how corporate programs are leveraging social media for employee engagement, work team collaboration, and remote training. You’ll walk away with concrete implementation steps and best-of-class software recommendations. Presentation by JoeyShepp.com, New Media Maven and CEO of Earthsite.net

1. Leveraging Social Media for Internal
Company Communications

2. About the Presenter
JoeyShepp.com
• Founder and Principal at
Earthsite, New Media
for Sustainable Brands
• Green MBA, Professional
Speaker and New Media
Maven.

3. Presentation Summary
Social Media isn’t just for marketing; it’s for sharing,
collaborating, and networking. In this presentation you
will learn how Social Media is being applied in the
workplace. Get up to date with the latest social media
trends and best practices. See case studies of how
corporate programs are leveraging social media for
employee engagement, work team collaboration, and
remote training. You’ll walk away with concrete
implementation steps and best-of-class software
recommendations. Presentation by JoeyShepp.com, New
Media Maven and CEO of Earthsite.net

4. Social Media for Internal
Communications
• Most Social
Media is for
Consumers
• What about
Social Media for
Employees?

5. Why this matters
Source: http://www.slideshare.net/AmberNaslund/social-media-for-internal-communication

6. How people work with
information is changing

7. Moving toward Openness
and Collaboration

8. We crave human
connection, even at work

9. Because brand is
internal too!

10. Common Fears
• Negative
Comments
• Time/Cost
Investments
• More Policies

11. Upsides
• Reduced Training
• Reduced
Management
• More Collaborative
• Build Company
Culture

12. Social Media Principles
for Internal Communications

13. 1
Starts with Listening

14. 2
Beyond Employees to
Community

15. 3
Collaboration

16. 4
Transparency

17. 5
Many to Many

18. 6
Accountability

19. 7
Real Time

20. 8
Interaction is the Goal

21. 9
Personalized

22. 10
Virtual is Real

23. Case Studies

24. Deloitte: D Street

25. Deloitte: D Street
At a company where the
average age of employees is
28, "we knew we had
challenges to win the talent
war," says Patricia Romeo,
the leader of D Street.
Source: http://www.computerworld.com/s/article/322857/The_new_employee_connection_Social_networking_behind_the_firewall#dstreet

26. Deloitte: D Street
By enabling connections among employees, the
company could more easily offer...
• flexible work arrangements
• establish virtual teams
• bring new employees up to speed
• improve collaboration
• increase retention among people
who hadn't felt a strong sense of
belonging
Source: http://www.computerworld.com/s/article/322857/The_new_employee_connection_Social_networking_behind_the_firewall#dstreet

27. Deloitte: D Street
Adoption
• 2007: Initial Roll Out to 1,500
• 25% adoption in first 8 weeks
• 2008: 46,000 members
Source: http://www.computerworld.com/s/article/322857/The_new_employee_connection_Social_networking_behind_the_firewall#dstreet

28. IBM: Beehive

29. IBM: Beehive
IBM's Jeff Schick,Vice
President of Social
Software: "Poor user
adoption is rarely because
users didn't know how but
rather didn't see why."
Source: http://www.computerworld.com/s/article/322857/The_new_employee_connection_Social_networking_behind_the_firewall#dstreet

30. IBM: Beehive
Because Beehive is behind the
firewall, Ackerbauer says, people
feel free to discuss internal business
topics. "The connections lead to
collaboration, which leads to
innovation, which leads to
transformations in the industries
IBM serves."
Source: http://www.computerworld.com/s/article/322857/The_new_employee_connection_Social_networking_behind_the_firewall#dstreet

31. IBM: Beehive
Schick's advice: Be aware that
one size does not fit all. To
increase involvement, you
need to explain the story of
social software from multiple
perspectives.
Source: http://www.computerworld.com/s/article/322857/The_new_employee_connection_Social_networking_behind_the_firewall#dstreet

32. IBM: Beehive
Adoption
• 38,000 members in 9 months
• Primarily through Viral Sharing
• Adoption is strongest in the
areas of product management,
HR, talent management and
the global services consulting
business
Source: http://www.computerworld.com/s/article/322857/The_new_employee_connection_Social_networking_behind_the_firewall#dstreet

33. IBM: Beehive
Social Findings on Employee Usage
• To get to know colleagues better on a
personal level and to check out new people.
• To connect with people they don't know.
• To find out about career opportunities.
• To get other people interested in their ideas
and projects.
Source: http://www.leadersintheknow.com/leaders/2009/01/ibms-beehive-social-network-creates-more-than-buzz.html

34. IBM Virtual Meetings

35. A fifth the cost
and no jet lag
IBM uses of Second Life to hold
a Virtual World Conference and
Annual Meeting. The meeting,
organized by IBM’s Academy of
Technology, brought together
200+ participants from across
the globe (virtually) and had an
ROI estimated (by IBM) to be
$320K.
Source: http://work.secondlife.com/en-US/successstories/case/ibm/

36. ROI of Virtual Meetings
The $320K is
derived from taking
initial hard costs of
$80K, then factoring
in $250K in savings
from travel and
venue costs and
$150K from
productivity gains.
Source: http://allvirtual.wordpress.com/2009/03/04/ibms-second-life-roi-the-headline-beneath-the-headline/

37. Virtual Events are Real
Attendees truly felt
as if they had
attended a real-time
meeting, interacting
with others and
carrying home
practical
information.

38. Common Goals for Employees
using Social Networking
• Common
• Quick access to knowledge,
know-how and know-who
• Expansion of social connections
and broadening of affiliations
• Cutting Edge
• Self-branding and expression of a
personal digital identity and
reputation
• Referrals/testimonials/
benchmarking/status updating

39. Employee Social Media Policy

40. Social Media Policy
Best Practices
• Should function as an informal guide, in which there is
room for interpretation and discussion with employees
• Actively train and educate employees
• Assign the role of Community Manager which
employees can go to if they don’t know what to do
• Make it available to the public

41. Keep it Simple
"The more restrictions that you place
on employees, the less room you give
them to be a real asset to your online
reputation."
"The benefits of having your
employees engaging in social media
far outweigh the dangers of them
saying something that they shouldn't,"
Andy Beal, Author of the book
Radically Transparent.

42. Zappos
Social Media Policy
"Be real and use your best judgment."

43. Intel
Social Media Guidelines
• Be transparent.
• Be judicious.
• Write what you know.
• Perception is reality.
• It's a conversation.
• Are you adding value?
• Your Responsibility
• Create some excitement.
• Be a Leader.
• Did you screw up?
• If it gives you pause, pause.

44. More Social Media Policies
SocialMediaGovernance.com

45. Social Media Tools
for Internal Communications

46. Blogs Microblogs
• Blogger • Twitter (with protect
my updates setting)
• Typeface
• Wordpress • Chat (accept only
employee connections)
• Can be located at
• Google Buzz (with
private URL and
privacy control)
private RSS feeds.

47. Collaboration
• Google Wave
• MindMeister
(Mind Maps)
• Yammer

48. Podcasting/Video
• Blip.TV
(private RSS)
• uStream
(private Live)
• Uses: Training
Episodes

49. Wiki / Knowledgebase
• Google Docs
• Zoho Docs
• Social Text
• MediaWiki
(OpenSource)

50. RSS News Feeds
• RSS Readers
• SocialCast / Yammer
• Website/Blog Integrations

51. Private Social
Networks
• Ning
• Yammer
• Second Life
• White Label Options

52. Yammer Enterprise Social Media
Recommended Solution Review

53. What is Yammer?
Yammer is a simple real-time
communication tool for organizations

54. Enterprise Microblogging
Exchange frequent short messages with
people at work

55. Company Social Network
Share information about yourself and
get to know the people you work with

56. Collaboration Tool
Securely collaborate with internal and
external groups

57. Knowledge Base
Search a complete archive of messages,
profiles and tags

58. Mobile Productivity Tool
Stay connected and informed whether
you're at your desk or not

59. Yammer Security
• Private Network
• Restrict to VPN
• SSL Data Encryption
• Data Ownership
• Email Verification
• Current Employees Only

60. Pricing
$3-$5
per month
per user

61. Nationwide Case Study
6,000 engaged employees on Yammer
Tips from Shawn Morton,
Director of Social Media for
Nationwide
• Involve the C-level
• Demonstrate trust
• Diffuse potential problems
• Share rationale
• Engage employees
Source: http://www.goodcompanyblog.com/2009/11/02/using-yammer-for-internal-communications-at-nationwide/

62. Overcoming Internal
Resistance

63. It’s not a priority
Response:
• Social Media tools are already common place. If
you don’t have a plan, you’re already behind.
• Point to case studies of innovative companies that
are successfully leveraging social media
• Relatively Cheap to Implement
• Start with a small pilot project and expand in
phases
Source: http://ezinearticles.com/?Employee-Communication-Via-Social-Media---Overcoming-Internal-Resistance&id=1676766

64. We don’t have the
time/money/resources
Response:
• Tools that assist internal communications
cut costs through efficiency gains.
• Tools are relatively inexpensive and require
little time to set up.
• Lease a solution as a software of service
• Setup a plan to measure ROI
Source: http://ezinearticles.com/?Employee-Communication-Via-Social-Media---Overcoming-Internal-Resistance&id=1676766

65. These tools are not a fit
for our company culture
Response:
• Younger employees expect social media
tools.
• Collaboration and team work are the new
company culture.
• All tools have moderation options.
Source: http://ezinearticles.com/?Employee-Communication-Via-Social-Media---Overcoming-Internal-Resistance&id=1676766

66. It will open a can of worms
Response:
• Quickly identify issues which you can
address, rather than having a seething
undercurrent
• Employees can recognize the distinction
between opinion and authoritative content
• Develop a Social Media Policy or Code of
Conduct
Source: http://ezinearticles.com/?Employee-Communication-Via-Social-Media---Overcoming-Internal-Resistance&id=1676766

67. It’s too risky, too
uncontrolled
Response:
• Open, online discussion are more likely to
deter inappropriate comments
• User profiles encourage accountability
• Use secure tools that firewall content from
the public
Source: http://ezinearticles.com/?Employee-Communication-Via-Social-Media---Overcoming-Internal-Resistance&id=1676766

68. Outcomes
What to Expect

69. Outcomes
• Employee Engagement
• Real Time Information
• Share Knowledge
• Discover untapped skills
and resources
• Solve problems quicker
through collaboration
• Connect Remote Teams
• Increased Idea Generation
• Decreased Training Time
Source: http://www.slideshare.net/AmberNaslund/social-media-for-internal-communication

70. Summary
• Social Media is a disruptive technology for
business as usual.
• Social Media is more than marketing, it is an
enterprise collaboration tool.
• EHS is perfectly positioned to take
advantage of Social Media tools to leverage
employee engagement.
• The time is now to have a plan and get
started.

71. Get Connected
@joeyshepp | joeyshepp.com
@earthsite | earthsite.net

72. TWEET ME QUESTIONS
@JoeyShepp YOUR QUESTION

73. Leveraging Social Media for
Internal Company
Communications
Raise EHS Awareness and Promote Employee Engagement
by JoeyShepp.com

74. This work is licensed under the
Creative Commons Attribution-
Noncommercial-Share Alike 3.0 United
States License.
To view a copy of this license, visit http://creativecommons.org/
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