One of the ongoing challenges of my consulting work the past few years has been to convince clients to engage their employees in their external social media efforts. The argument for doing this is very solid – see this excellent post by Dion Hinchliffe of Dachis Group on the benefits and requirements of using employee advocates through social media. Perhaps the best argument for activating employees is that they are highly trusted by consumers and customers alike. So why is this not happening more often?
In my experience there are several answers to this question. For one thing, many organizations are still reluctant to engage in any social media activity – external or within the enterprise – so it’s understandable that their employee outreach strategy would also be nascent. Others are extremely concerned about rogue employees who can compromise the reputation of the company in one tweet or YouTube video, and can bring up several recent examples to support their position. A surprising number of companies (from my experience) prefer to wait and see, despite the fact they know their employees are already active on social media platforms (such as unofficial company Facebook pages) without the benefit of clear direction, guidelines or training. Companies react differently to these unsanctioned sites and posts – some prefer to turn a blind eye, while others try to quell the comments through punishment and/or additional training. I’ve also seem the other extreme, where cherry-picked employee advocates stray too much into cheerleading (think obnoxious, repetitive Twitter hype) and lose the authenticity and credibility their role demands.
But perhaps the biggest reason – and unspoken truth – is that some company environments are poisoned by distrust, disillusionment and woeful lack of engagement. If many of your employees are unhappy and discouraged, does it make sense to give them full license to represent the company with consumers and customers? Of course, the answer is no. Or at least, not all in one shot. These companies need to fix their workplace culture and foster engagement and collaboration within their walls before they think about activating their staff on social media platforms. (In fact, disgruntled employees can damage a company’s reputation through their actions and comments whether or not they are using social media.) But that’s not an excuse for complete inaction. A social media strategy can allow for a smaller team of ambassadors at the outset, who are selected for specific roles and expertise, provided ample direction and support and highly trained. Real-time monitoring is also critical, not only to assess impact with consumers but also to identify potential issues and ensure ambassadors don’t operate outside the guidelines.
Ultimately, companies need to realize their employees represent them – whether formally or otherwise – and will often be active on social media platforms with or without formal guidance or consent. The best approach is developing a realistic plan to ensure employees are informed, directed, trained and supported to represent the company in a positive light. Using a proactive strategy will allow companies to deploy their best marketing and PR asset – their team members.