• Sensei-Banner-Customer-Acquisition6
  • Sensei-Banner-Customer-Development5
  • Sensei-Banner-Customer-Relationship5
  • Sensei-Banner-Influence-Marketing5
  • Sensei-Banner-Influence-Marketing-Book4 (2)

The Social Enterprise: Employee-centric vs. Customer-centric Strategies

empolyee banner

Over the last few weeks, stories about the changing role of employees within corporations have crossed my desk a number of times from a few different sources.   I’m reading a great book by Cheryl Burgess and Mark Burgess called The Social Employee, which shares insights from some of the world’s biggest brands on the evolving role of the employee within the corporation.

An increasingly popular buzz phrase used by marketers today is “humanizing a brand.” This is the practice of making a brand more relatable and personable in the social media arena, where consumers prefer to engage with people rather than advertisements and broadcast messages. Many brands have concocted elaborate strategies to convince followers on social channels that their campaigns and community management efforts are genuine, transparent, and authentic (the social media buzzword trifecta).

The Social Employee cuts right to the chase: The best way to humanize a brand is to have the people that represent that brand speak on its behalf.  Employees, a company’s most valuable marketing asset, have the tools to engage consumers and establish a brand persona while they’re on the job (customer service, marketing, sales, etc.) and off (personal blogs, Facebook posts, LinkedIn communities, etc.).

Yet,  marketing and PR spin masters control the “humanizing” efforts and employee social media policies, for the most part, remain punitive. With so much emphasis on the importance of being customer-centric in a social enterprise, why has so little effort been placed on employee-centric strategies? Can a business truly profit from the social economy without first being employee-centric?

The Social Enterprise: Employee- vs. Customer-centric Strategies

Chris Heuer wrote a very well thought out articled called The Employee Centric Corporation and the Birth of the Employee Agreement that makes a case for a significant shift in the employee agreement. He writes:

I believe it is time for us to go beyond the constructs of the employment agreement and begin to embrace a new vision for an employee centric corporation. A simple, yet profound movement in this direction is the creation of an employee agreement that makes plain the more important aspects of the employee-employer relationship from an employee centric point of view, instead of a liability limiting corporate perspective.

He goes so far as to call upon employees to spearhead the change by taking to blogs and internal forums and posting answers to the following questions: Who am I? What unique value can I contribute? What is expected of me?  Why am I here?

Where’s the Heart and Soul of the Business?

What I found fascinating about Chris’ article was his historical perspective on the steady decline in value that corporations have been receiving from their employees.   He recounts the dedication that employees used to devote to their employers, especially in company towns where an employer was the center of the community ecosystem.  The corporation was the heart and soul of the community; the values and goals of the business were intrinsically linked to the values and goals of the employees and vice versa.

Be it through corporate greed, a troubled economy or the shift from manufacturing to a service-based economy, employees are no longer soul-partners with their employers.  Chris reminds us that “over the past few decades, there has become an increasing understanding that we are each CEO’s of our own careers.” We look out for ourselves. In fact, more and more executives are taking their corporate education and training and turning to consulting or forging new start-ups.

Chris takes this one step further by suggesting that employees have “lost faith in the corporation as companies and their leaders have proven they don’t really believe ‘that people are their greatest assets.’ Worse, most leaders have created strategies and policies that prove they don’t trust their employees as far as they could throw them.”

Reclaiming Employee Value

Social media has provided corporations a platform from which to reclaim value lost from loyal employees, yet it’s also instilled a fear that may prevent them from realizing that value.

Ric Dragon understands the fear that business executives have when considering the effect of “social employees.” In a post for Sensei Blogs, he wrote: “With the social media revolution, leaders can be forgiven for waking up at two in the morning with night-sweats. The rogue tweet by the slizzard employee; the YouTube video by hygiene-challenged pizza cooks; and the marketing campaign-turned-Facebook boycott are only a few of the stories.

Among other case studies, he references the Red Cross employee who accidently tweeted from the corporate account how happy he was that one of his friends found a few bottles of beer and that “…when we drink we do it right #gettingslizzard.”  It might have been funny coming from the individual’s account, but post that same message from the corporate account and you have a PR disaster that directly affects the bottom line.

Yet, isn’t that “humanizing the brand?” Being human means you make mistakes and that you’re not perfect. Unfortunately, social media is a flash mob waiting to happen; an errant, off-color comment by a friend at a cocktail party can be forgiven but that same comment posted online by a corporate employee, even when not using the corporate account, is a PR disaster in the making.

Shifting Focus and Resources

This poses a serious challenge for businesses that understand the value of social employees and wish to enable them. They see the value, but they also see the risk.

Frankly, with consumers having so much real-time access to social networks and connected devices, corporations have had no choice but to embrace the medium and respond. Unfortunately few are doing it right. The key, as Cheryl and Mark Burgess point out in their book, is to unlock the power of the social employee.

I’d argue that, due to the business’ fear and focus on corporate risk mitigation, employee social media policies have become punitive in nature. “You can’t do this.” “Do this and you’ll be fired.” A cultural change is required that would see social policies created that would educate and encourage employees to become more social instead of spelling out ways one can be fired for saying the wrong thing.

Achieving this might require a retraining of Boomer executives and a culture shift within the corporation. It certainly requires a different focus for HR teams and corporate managers seeking to leverage the power of the growing Millennial population in their work forces. As Chris Heuer argues, based on his experiences heading up the social media practice at Deloitte,  “regardless of what your thoughts may be on the recent Millennials at work discussion, I can tell you with absolute certainty that what they and all other members of our work force want is to be told the truth.”

A new employee contract is required but it requires corporations to be brave and place faith and trust in their employees. Humanizing a brand cannot occur while employees are punished for being social. Even with the risks, enabling employees to become the voice of a business will unlock the value that has been lost in the last few decades.

Sensei Debates:

Will the value of employees ever become central to the corporation? Or will they remain a means to an end?

Will corporations ever trust employees enough to encourage them to freely act as advocates online?

Can employees truly advocate in the social arena as the voices of the brand?  Are the risks too great?

Can a business profit from social media without empowering their employees to freely act as brand advocates?

Sam Fiorella
Feed Your Community, Not Your Ego

Image Credit: Crosby Burns, via Creative Commons

5058

Join the Conversation

6 comments
Brcorrea13
Brcorrea13 5pts

If business can approach the social media space as an outlet where they may collaborate with the social employee, there is certainly room a stronger, more productive relationship between a brand and its employees.  While the risks may seem high, addressing participation through punitive measures seems to be waste of a great opportunity to embrace what social media can add to an organization.

Social media is reverting the public perception of the brand back to the employees, because of the changes social media has brought to customer services practices and how visible a brand's interactions with the public now are.  Employees who are properly trained in social media and are held to responsible social media policies and procedures have the opportunity to truly act of advocates for a brand.

Thanks for the article and provocative questions, Sam.


-Brian 

samfiorella
samfiorella moderator 5pts

@Brcorrea13  As I mentioned to Sheldon below, it's about courage. However, it's also about vision. As you suggest, "if business can approach the social media space as an outlet where they may collaborate with the social employee," they can profit from the new medium. Understanding that this new medium is a potential profit maker (increased revenue, lower cost, higher CLV) instead of a necessary cost center takes vision and fearless leadership on the part of the enterprise's executive. 

chieflemonhead
chieflemonhead 5pts

Hey Sam -

Some deep questions this morning!

I find it particularly interesting how when we speak of humanizing the brand, a topic you know is very close to my heart, that we always turn to the organization/corporation/business/brand itself. The whole point of the humanization is that it is, de facto that humans run and operate the company. If we agree to this latter statement, then where we should be fixing our gaze is on our teams - all our people. Everyone, from the CEO to the VPs to the Coordinators, to the Office Managers need to come together and agree on what it means to humanize our specific brand.

I'm not necessarily a big fan of governance creation by committee, but in the case of humanizing the brand, I almost think it needs a hint of committee approach. Here's what I mean:

In a social community that is not a brand, people come together of their own volition to share and debate topics of interest. There is a common thread and value system that permeates the group, and the participants - without signing a contract - agree to the rules of engagement. Now, what happens when someone comes in and doesn't play by those rules? As marketers, and social participants, we've seen this frequently: the community self-polices. I'm not suggesting we open a policy of citizen's arrest within an organization, but what if all the employees were empowered, around a shared value system - a TRUE shared value system - to respond and react in a social economy?

And, as consumers, are we really that inherently unaware of the fact that people are people? Do we not think that doctors enjoy a drink or two once in a while (and sometimes, maybe more than they should)? Do we really believe that construction workers or lifeguards or even police officers don't make remarks out of taste?

Now, combine the employee community with the fact that your consumer knows human beings are behind your brand, and you may be onto something. Without a doubt, there are some components that cannot be forgiven - in some cases, it is not a question of humanity v. non-humanity, but rather a question of what is acceptable in the larger community. But moments of mistakes - like tweeting from the wrong account - can certainly be rectified by the Communications department on Monday, or it can have a failsafe where there is a buddy in the organization who double checks, or who gets alerted. We all can see a tweet come up on our phones without changing the course of our day... so, why not engage more employees in the company's social presence. Help each other make things right, rather than attack and blame. "Not my job. Not my department. I wanted that job anyways."

In good PR, there are always "crisis communications" plans... the "what if" plans. Do you have a social "what if" plan? And, unlike traditional methods, does it bring the community together to "self-police and protect" the shared values? Or, does it - like traditional methods - create and encourage silos for self-preservation?

More food for thought... thanks for the brain candy.

Judi

samfiorella
samfiorella moderator 5pts

@chieflemonhead Seriously, you could have jotted that down in an email and submitted it as a guest post! Our audience has missed your guest posts!

I'm struck by your comment: "Everyone, from the CEO to the VPs to the Coordinators, to the Office Managers need to come together and agree on what it means to humanize our specific brand."  Is the "human perception" of a brand established by the story crafted by the committee or is it a natural by-product of the corporate culture, shared through social channels? 

Speaking of brain candy, you've just inspired my next blog post here!  (see, this is why I've often said you're one of my favorite people!)

40deuce
40deuce 5pts

Great post Sam and it raises some interesting questions.

I read Chris's article too and was very moved by it. I even sent it directly to my head of HR and CEO.

To answer some of your questions, I do think that employee value will need to become central to a corporation. These are the real people that are out there in the real world representing the company, whether they are asked to or not. They do it because they work there and therefore cannot be separated from the company. They are not the marketing message, but instead they are the embodiment of the company. And yes, having these people represent the company is the proper way to go. Sure, they can make mistakes, but as you said, we're all just humans after all. However, what many companies fail to do is put effort into place to help stop these mistakes. I think that rather than telling your employees this is what they can't and shouldn't do, companies should be training their employees on how they should be when representing them and teaching them how to be amazing at it. Rather than giving them a list of don'ts, companies should be giving them ideas and guidelines to show them how to be the best they can possibly be without making them completely deny in public who they actually are.

This is something that I've been saying for years. Companies need to empower their employees to be better, not make them live in fear of doing anything.


Cheers,

Sheldon, community manager for Marketwired

Latest blog post: Learning Is Fun... Seriously

samfiorella
samfiorella moderator 5pts

@40deuce True. I also have been advocating for human resource policies (with respect to social media) be changed to "enablement" policies from punitive policies. But this takes courage and a certain amount of risk-tolerance that few companies have.  
Thanks for taking the time to join the discussion!

Trackbacks

  1. […] The Social Enterprise: Employee- vs. Customer-centric Strategies >> Can a business truly profit from the social economy without first being employee-centric?  […]

  2. […] The Social Enterprise: Employee- vs. Customer-centric Strategies >> Can a business truly profit from the social economy without first being employee-centric? (Could #ESN's provide the "practice" that already social employees need?  […]


Show Buttons
Share On Facebook
Share On Twitter
Share On Google Plus
Share On Linkdin
Share On Stumbleupon
Hide Buttons