How Sociable is Your CEO?

Is your CEO very sociable? I don’t mean a party animal or schmoozer. I mean in their use of Imagesocial media. The great advantage of social media is that CEOs can speak direct to employees on a regular basis. Being able to integrate onsite visits with regular video updates to explain the strategy is a boon for the modern CEO, and welcome by many employees.

However, if you’re still making the business case for social media then it is useful to benchmark your CEO aganist their peers, and a new report by Weber Shandwick is a useful resource you can tap to help make your case.

Back in 2010 Weber Shandwick released their first study, Socialising Your CEO: From (Un)Social to Social, which was one of the earliest quantitative explorations of CEO social engagement. The analysis revealed that the majority of CEOs from the world’s largest companies were not engaging online with external stakeholders and thus missing out on opportunities to deepen their company reputations and customer relations.

They have followed this up with a refreshed analysis based on last year on how the leaders of the world’s most elite companies are evolving socially. Weber Shandwick considered a CEO “social”  if he or she does at least one of the following: engages on the company website, appears in a video on the company YouTube channel, has a public and verifiable social network profile or authors an external blog.

The study finds that in the two years 2010 to 2012 use of social media has doubled from 33% to 66%, with the most popular social media channel for CEOs by far the video, posted on YouTube, the company website or webTV.

Other social networks are less influential. in fact the past two years has seen flat growth in CEOs using social networks such as Facebook to strut their stuff.

CEOs in the United States are the most sociable of their breed. About 80% of American CEOs use social media, compared to 67% in Europe and 55% in APAC.

Perhaps surprisingly, CEOs in the job for more than 3 years (79%) are much more likely to be sociable than those (48%) in the first three years of their tenure. This might suggest that CEOs do not initially make heavy of use social media to promote themselves or establish authority, preferring to use social media once they are confident in their positon and to reinforce their image.

So, read the report, do your homework and take your CEO out for a quiet drink and explain why they need to be doing more, and how internal communications will be more powerful with a CEO using social media effectively, and that the BBC, CNN, Fox or other external channels are not the be all and end all of the CEO’s telly work. Because another finding of the report is that companies with the highest reputation (81%) have CEOs who are the most sociable!

You can find the whole report here:

http://webershandwick.co.uk/#!/thinking/library/socialising_your_ceo_ii/

Of course, if you’d prefer to read about CEO party animals, then check out this link:

http://www.businessinsider.com/wall-streets-biggest-party-animals-2011-7?op=1

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What Value does Internal Comms add? Try these six steps to keeping your best employees for a start!

Losing employees is an administrative burden and a cost. However, it is more than that. It is a change to dynamics in the workplace. The departure of an employee can be unsettling in

It's not happy employees but engaged ones you want to stay

It’s not happy employees but engaged ones you want to stay

the period leading up to them leaving and afterwards, plus there are issues related to whether they are leaving or being pushed.

This is no small concern, after all 40% of workers will start looking for a new job within the first half of this year, and 69% say they’re already been looking, at least keeping an eye out for opportunities. Meanwhile, people are habitually changing jobs on a regular basis, with 25- to 34-year-olds currently holding their jobs for an average 2.7 years, down from 3 years in 1983.

A Different Take on Human Capital?

A Different Take on Human Capital?

Other issues include knowledge management. You have perhaps trained those leaving, and certainly added to the skill-base they take with them. They are taking that knowledge with them, and your organization is left with the job of replenishing or salvaging what you can of their knowledge before they leave.

People leaving is also a recruitment issue about how well staff are retained, and what people say about you when they leave. Disgruntled employees and ex-employees can put off a lot of talent.

There are doubtless many other reasons you can think of why keeping your best employees is a jolly good idea, but let’s look at the role internal communications can play in doing just that, by following a five step programme.

  1. Involvement: having an internal communications approach which involves employees keeps their sense of belonging, and has the added attraction of making it harder for them to make a break. However, it’s not happyemployees you want (though it’s nice when they’re happy), but engaged and involved employees.
  2. Value: valuing employees, not just financially but in terms of what they contribute, goes a long way and has to move beyond the rhetoric of “values” to provide the support to help employees value each other in their day-to-day work through their words and actions.
  3. Work/Life balance: promoting a work/life balance and supporting leisure or rest away from work communicates values far more than any campaign slogan can achieve. The boasts of “look how hard I’m working!” or “I was working until 2am!” are not attitudes that play out so well today, and behaving in this way can be counterproductive in any case.
  4. Reward: it’s one thing to advocate reward, it’s another to do so effectively. This is not just about pay packets, people feel rewarded in many ways at work. Company awards, recognition in the internal magazine, a chance to speak at the company annual staff meeting are among the various ways you can communicate reward. People are rewarded not just by money but also by their experience of being an employee, and this is often forgotten.
  5. The path ahead: how inspiring are your internal communications? Do they tell the story of what your organization is doing? If employees can visualize their future in the organization they are more likely to stay.

As with all things, internal communications overlaps with other functions when you look at the implications of this five-step programme, but one value you can offer immediately is to start the dialogue internally that can shape the future.

Don’t Sit on Your R’s, Keep Engaging Your Employees

If you want to retain talent you cannot rest on your laurels, you need to work to reatin talent. Here are some ways employees can be kept loyal, instead of letting your human capital walk out the door to another company.

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This is some advice from the leadership of Fishbowl, a software inventory company, posted in Harvard Business Review. The suggest you follow the “5 R’s” of employee relationships

Check the posting here:

http://blogs.hbr.org/cs/2012/11/five_ways_to_retain_employees.html?referral=00563&cm_mmc=email-_-newsletter-_-daily_alert-_-alert_date&utm_source=newsletter_daily_alert&utm_medium=email&utm_campaign=alert_date

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