2. Presenter
Mike Lesczinski
Public Relations Manager,
Excelsior College
Faculty Instructor, Excelsior’s
School of Business & Tech
Vice President, PRSA Capital
Region
Blogger, www.HigherEdPR.com
Past:
PR & Social Media Manager,
Portfolio PR Group
Communications & Media
Coordinator, NYS Assembly
Political Campaign Management
4. Taking the Social Plunge
“Hey! Look at how hip our company is, we’re on The Facebook!”
5. The Agenda
I. Accept the New Reality: Social Media is
Not a Fad
II. The Issues: Challenges to Social Media
Adoption
III. HR’s Role in Social Media Policy
Development
IV. Case Study: Cisco Systems
6. I. Accept the New Reality - Join the
Bandwagon
Cultural shift pervaded personal and professional lives
On Social, objective is to influence, not control
7. Social Media: The Big Picture
54% of jobseekers are
80% for more likely to apply
recruiting after following a
company
74% want more
opportunities
posted on social
Source: Q3 Trends Update: Social Recruiting, Career Builder, October, 2011.
8. Organizational Adoption
Social media adoption for 47% of
organizations has occurred within past two
years
73% DO NOT provide training to
employees who engage in social media on
company’s behalf
Window of opportunity for HR to shape
policy
9. II. Social Media Use
To Ban or To Embrace?
44% of companies use social media for HR
31% track social media use by employees at
work
43% block employee access to platforms
68% use their own employees to engage with
external audiences on the company’s behalf
Source: SHRM Survey Findings: Social Media in the
Workplace
10. II. Challenges to Adoption (and
solutions!)
Corporate executives remain fearful of
gaffes, compliance issues
The prescription is training, guidelines, and governance
14. Challenge: The Law
Legal concerns remain a major issue
Read Federal Trade Commission Guidelines,
2009
Advertising, endorsements
Employer specific regulations
Do you know what your employees are tweeting about
your products?
Has your employee been truthful? Disclosed their
affiliation?
http://1.usa.gov/SocialRules
15. Protecting Your Company
Employer Protection Steps (Boudreaux, 2011)
Update social media policies to reflect the FTC guide revisions in
order to proactively inform employees of their obligations
Educate all your employees
Monitor to ensure compliance and accuracy of information
Correct inaccurate or misleading information
Define and implement a process for handling employee statements
that create liability for the company
Document the company’s policies and how the company is
communicating those policies
Source: “Staying Out of Trouble: Complying with FTC Disclosures,”
Chapter 11, The Social Media Management Handbook, 2011.
16. Overcoming Inter-Generational Challenges
“Millennial” Generation
has familiarity advantage
55% use instant messaging
45% use social networking
sites
31% use online
collaborative tools
Source: “Jumping the Boundaries of
Corporate IT: Accenture Global
Research on Millenials’ Use of
Technology,” Accenture, 2010.
17. III. Demand a Seat at the Table
Implementing a social media policy
demands input, decision-making and
commitment from all levels of leadership
HR must be there to ensure all voices are
heard, all considerations taken into
account
Break down department “silos”
18. Policy Development
Gather input, ideas, and ensure all
departments understand expectations
Guidelines will include use of language,
copyright materials, privacy standards,
and the legal do’s and don’ts
19. Anatomy of Social Media Plan
I. Purpose – Why are we here
Tap into new markets?
Reach younger customers?
Provide better customer service?
II. Anticipated Challenges
Brand awareness
Oversaturated market
20. Situational Analysis
Set your goals
Determine your company’s current digital
footprint
Analyze the competition
Establish your online persona
Core values & attributes
Market perception
Last stages: Deciding on specific networks, strategies,
adapting to feedback, and training all employees
21. Five Types of Policies
Decentralized (10.8%)
Centralized (28.8%)
Hub and Spoke (41%)
Multiple Hub and Spoke (18%)
Honeycomb (1.4%)
Source: Survey of 140 Corporate Social Strategists,
Altimeter Group, November 2010
22. The Breakdown
Decentralized
Defined by a lack of central coordination,
efforts “bubble up” from different points of the
company
Often found in local governments
Risk brand inconsistency
23. Centralized
One department acts as a gatekeeper for
all social media activity
Specific individuals act as voice,
responsible for all engagement, content
and strategy
24. Hub and Spoke
Most common
Central unit educates, Marketing
trains and empowers
all employees to act
as brand
ambassadors Central
Unit
Monitor all activity,
provide feedback Fundraising
Customer
Service
25. Multiple Hub & Spoke
Most often found in extremely large
companies
Multiple central units charged with
education and empowerment who
coordinate activities with each other
27. Three Stages of Policy
Stage One: Mitigation
General guidelines
Focus on protecting organization
Stage Two: Information
Guidelines adapted to institutional culture, values
Focus on protecting individual as well as company
Stage Three: Differentiation
Empower employees to act as brand ambassadors
Focus on differentiating company from competition
28. Redesigning Structure
Social media plans often
coincides with a
restructuring of the
organization
Roles and responsibilities
change, new workers
hired
HR must provide support
to existing changes while
realigning processes to
recruit and manage new
positions
30. The Policy
Offered training and required certification
of all employees intending to use social
media
Code of Conduct a condition of
employment
Policy sections: Rules, Guidelines, FAQ
and Best Practices
32. Guidelines
Identify yourself as a Cisco employee
Keep applicable policies in mind
Do not commit Cisco to any action unless you have the authority to
do so
Protect the reputation of the company
Do not post confidential or copyrighted information
Do not engage in any inflammatory or inappropriate discussions
about competitors
Be authentic, factual and respectful
Be honest
Build relationships
Add value
34. Results
“What we learned from our initial foray into the social media
world is that these tools provide an opportunity for us to
listen online, gather feedback, and learn from customer
experiences. We quickly realized that social media had
more value than simply broadcasting brand messages or
providing thought leadership. Social media gave Cisco a
means to have open and honest conversations with a
broader, global base of customers, potential customers,
partners, and employees,”
–Cisco Spokesperson
35. Like More Info?
View the entire Cisco Study at
SCR.bi/Ciscostudy
Find actual social media policy examples
at bit.ly/SocialGov
37. References
“Case Study: Cisco Systems, Inc. Open Social Media Policy,” Social
Media Today, March 2011.
http://socialmediatoday.com/lucasshaffer/280005/case-study-cisco-
systems-inc-open-social-media-policy
“Cisco Social Media Playbook: Best Practice Sharing,” Cisco
Systems, June 2010. http://www.scribd.com/doc/33518678/Cisco-
Social-Media-Playbook-Best-Practice-Sharing
“Jumping the Boundaries of Corporate IT: Accenture Global
Research on Millenials’ Use of Technology,” Accenture, 2010.
“SHRM Survey Findings: An Examination of How Social Media is
Embedded in Business Strategy & Operations,” Society for Human
Resource Management, January 2012.
“SHRM Survey in the Workplace,” Society for Human Resource
Management, November, 2011.
38. References
“Social Media Policies,“ Chapters 17, The Social Media Management
Handbook, 2011.
“Social Media Policy: Cisco,” Furlong PR, 2010.
http://www.furlongpr.com/social-media-policy-case-study-cisco/
“Staying Out of Trouble: Complying with FTC Disclosures,” Chapter 11,
The Social Media Management Handbook, 2011.
Survey of 140 Corporate Social Strategists, Altimeter Group, November
2010
“Q3 Trends Update: Social Recruiting,” Career Builder, October, 2011.