To navigate social media, you need a champion within HR for internal adoption, recognise the constraints your industry operates within, and actively engage with influencers on external channels.
I recently presented at the J.Boye Conference in Aarhus and had the chance to sit in on some other sessions including three great examples of how to pilot, introduce and adopt social tools for business. Two were focused internally, improving employee engagement. One was external, focused on customer engagement. All had great lessons to share. Here are a few soundbites.
Luis Suarez presented lessons learned by IBM since introducing BlueIQ ten years ago to increase knowledge sharing and collaboration internally. It followed the old adage – happy employees lead to happy customers. Ignore that correlation at your peril in this new connected world we live in. The early adopters of BlueIQ were often the black sheep in their groups, the disrupters upsetting the status quo. BlueIQ gave them a community (and an authentic voice). The initiative has since grown to over 50,000 active participants globally.
There was lots of great advice, but these two quotes particularly stood out:
“You can be appointed a manager but you have to demonstrate leadership, every day.”
When asked if there is anything that could or should have been done differently earlier in the project, Luis gave a great tip:
“To drive adoption of social tools internally, you really need to find a champion in HR. Because they have the power to do anything regarding employees.”
Peter Barnes is the global head of web communication and collaboration IT for UBS. It was great to hear his story as a number of my own clients are challenged with embracing online, mobile and social technologies within the constraints of tightly regulated industries.
UBS deployed Jive three years ago with a specific intent – improve customer service. Working within the confines of the banking sector meant that it is very difficult to be as transparent with information as many people would like. For starters, the solution had to be on-premise. Cloud-based alternatives were not an option. And a vetting process was needed to ensure no client-identifiable information was shared. UBS had 6 developers working on their deployment to tweak Jive to meet their needs.
To give an idea of the challenges, here’s my most re-tweeted soundbite from the conference, posted during the session:
“The four horse riders of the apocalypse just referenced by UBS at JBoye13 – head of legal, head of compliance, head of risk and head of HR”
Sometimes, ‘just do it’ is simply not possible. It’s easy to bash roles such as legal and compliance but it is their livelihoods on the line if something goes wrong and they are accused of being negligent in their duties.
A great tip shared was the introduction of a ‘whistle blower’ account that anyone could contact if they spotted content being shared that they were concerned about.
BNP Paribas Fortis
Benoit Minvielle is head of e-Communication, Social Media and Innovation at BNP Paribas Fortis (BNPPFF). He presented a case study that walked through one of the best run pilots in social media tools I’ve seen. They launched 2 years ago with a very small deployment, initially in Belgium.
The first step taken was to monitor and listen to what customers were saying, and where. They found that most questions were being posted on Facebook. They also analysed the overall market and found that 4 million customers in BNPPFF were logging in twice a day on social networks.
The decision to move from 1-way to 2-way communications was not taken lightly. They recognised that it would require very different business practices. Crisis management is one of the most visibly affected processes – most will now be heard about first on social media channels. Real-time monitoring was implemented and paired with a ’24 x 7′ alerting system to also be able to respond in real-time. Backed up with the more traditional reporting and analytics to study trends on a regular basis and send outputs to appropriate departments.
(Click to view larger image)
BNPPFF implemented a ‘Social Media Command Centre’ integrating with the different business areas. Some required the real-time statistics, others needed structured reports for more organised reactions. The image above shows some of the different departments involved.
To learn from the pilot, they did monitor stats on the sites, such as likes. But were much more interested in quality than quantity. BNPPFF identified influencers and targeted them to become actively involved in the channels. They were considered key to the positive outcomes achieved. But for two-way conversations to work, you have to be good at listening and expect the conversation to not always be about you:
“Be authentic, listen and engage. Don’t control”
When asked what impact engaging on social media channels had had on sales, Benoit responded that this is not yet a Point of Sale. BNPPFF are net attempting to sell any products through social media channels. That may happen later, but for now it is about added value through better customer engagement.
Three great case studies and presenters. Thanks so much to Luis, Peter and Benoit for sharing and to Janus and the team for organising a great conference. If you’re interested in attending a future one, they are currently held annually in Philadelphi, US and Aarhus, Denmark. Visit the J.Boye web site for details.
Flickr image ‘Map reading‘ kindly shared by Zoetnet