Original Post: The Talent Dialogue Approach to Employee Engagement, Deloitte
For many organizations today, the importance of managing talent is no longer an abstraction – it’s an all too pressing reality. Even in the current economy, business leaders are searching for solutions that can help them continue to attract, retain, and engage key talent in an increasingly competitive environment. But though it can be tempting to jump right in and start fi xing things, it’s essential to first develop a foundation of facts that can help you put the right elements together in a winning combination.
The convergence of new technologies and cultural evolution now makes possible an emerging superior approach – one that can provide specific insights into the drivers of engagement and help continually refi ne that insight through ongoing two-way communication. We call this approach “Talent Dialogue.”
Talent Dialogue Explained
Using the Talent Dialogue approach, an employer establishes a systematic, ongoing dialogue with its employees to better understand their views and expectations about the employment experience. Unlike point-intime employee engagement surveys that offer little opportunity for interaction, you use a variety of tools with Talent Dialogue, including social media platforms as well as more traditional forums such as interviews, focus groups, and surveys, to facilitate two-way conversation and enlist employees’ active involvement in shaping the organization’s talent management strategies. A thorough Talent Dialogue can provide companies with a competitive advantage in Employee Engagement by understanding employee preferences, wants, and needs; by creating an organizational culture of engagement; and by enhancing the return on investments in talent.
Tagged as:
deloitte,
dialogue 2.0,
Employee Engagement,
talent dialogue
In July, Mashable wrote a post on how statistics confirm that teens don’t tweet which was based on Morgan Stanley’s report “How Teenagers Consume Media” and Nielsen Wire’s article, “Teens Don’t Tweet.” All of these reports generated an incredible amount of response and trending topics from teenagers who either commented on these posts or responded via Twitter.
I happened across Danah Boyd’s article which has a very in-depth and insightful response on why all of these reports should be taken with a grain of salt.
Original Post: Teens Don’t Tweet… Or Do They?
We have a methodology and interpretation problem. As Fred Stutzman has pointed out, there are reasons to question Nielsen’s methodology and, thus, their findings. Furthermore, the way that they present the data is misleading. If we were to assume an even distribution of Twitter use over the entire U.S. population, it would be completely normal to expect that 16% of Twitter users are young adults. So, really, what Nielsen is saying is, “Everyone expects social media to be used primarily by the young but OMG OMG OMG old farts are just as likely to be using Twitter as young folks! Like OMG.”
We have a presentation problem. Mashable presented this report completely inaccurately. First off, Nielsen is measuring 2-24. My guess is that there are a lot more 24-year-olds on Twitter than 2-year-olds. Unless Sockington counts. (And she’s probably older than 2 anyhow.) Regardless, the Nielsen data tells us nothing about teens. We don’t know if young adults (20-24) are all of those numbers or not. If all 16% of those under 24 on Twitter were teens, teens would be WAY over-represented in proportion to their demographic size.
Tagged as:
danah boyd,
teens,
tweens,
Twitter
By Charlene Li: Many companies approach Social Computing as a list of technologies to be deployed as needed — a blog here, a podcast there — to achieve a marketing goal. But a more coherent approach is to start with your target audience and determine what kind of relationship you want to build with them, based on what they are ready for. Forrester categorizes Social Computing behaviors into a ladder with six levels of participation; we use the term Social Technographics® to describe a population according to its participation in these levels. Brands, Web sites, and any other companies pursuing social technologies should analyze their customers’ Social Technographics first and then create a social strategy based on this profile.
B2C Profile Tool
Companies often approach Social Computing as a list of technologies to be deployed as needed — a blog here, a community there — to achieve a marketing goal. But a more coherent approach is to start with your target audience and determine what kind of relationship you want to build with them, based on what they are ready for.
Forrester’s Social Technographics® classifies consumers into six overlapping levels of participation (see short presentation). Forrester Research’s Consumer Technographics® data covers hundreds of brands and behaviors globally — customers of specific retailers and car owners by brand, for example. Work with us to profile your customer base, then develop a social technology strategy.
Tagged as:
b2b,
b2c,
forrester,
groundswell,
Measurement,
research,
roi,
social technographics,
Strategy
By Charlene Li: Many companies approach Social Computing as a list of technologies to be deployed as needed — a blog here, a podcast there — to achieve a marketing goal. But a more coherent approach is to start with your target audience and determine what kind of relationship you want to build with them, based on what they are ready for. Forrester categorizes Social Computing behaviors into a ladder with six levels of participation; we use the term Social Technographics® to describe a population according to its participation in these levels. Brands, Web sites, and any other companies pursuing social technologies should analyze their customers’ Social Technographics first and then create a social strategy based on this profile.
B2C Profile Tool
Companies often approach Social Computing as a list of technologies to be deployed as needed — a blog here, a community there — to achieve a marketing goal. But a more coherent approach is to start with your target audience and determine what kind of relationship you want to build with them, based on what they are ready for.
Forrester’s Social Technographics® classifies consumers into six overlapping levels of participation (see short presentation). Forrester Research’s Consumer Technographics® data covers hundreds of brands and behaviors globally — customers of specific retailers and car owners by brand, for example. Work with us to profile your customer base, then develop a social technology strategy.
Tagged as:
b2b,
b2c,
forrester,
groundswell,
Measurement,
research,
roi,
social technographics,
Strategy
Original Source: Using Social Media To Redefine The Customer Experience, Analysis by: Josh Weil, CEO & Co-founder,Youth Trends, Inc.
Summary
As social media technologies increasingly become viable marketing solutions, there are significant emerging opportunities for retailers to rethink how they deal with their younger customers. With new tools, resources and learnings released daily, the notion of an improved and technologically enhanced customer experience strategy adds real and tangible value to the factors that influence shopper actions and transactions.
Analysis
The objective of creating a social-media enhanced customer experience strategy is ultimately one that is unique and differentiated from your competitive set. Moreover, a tech-infused customer experience strategy should be able to deliver positive experiences for teens and college students across all channels, which will drive favorability and loyalty. When all is said and done, perhaps the most powerful characteristic of a sound social media led customer experience strategy is the fact that your brand or service won’t necessarily be competing on price alone. Social media marketing isn’t just about communicating a brand’s value; it’s about constantly confirming its value through relevant communications and interactions. Over the next 12 to 18 months, we strongly feel customer experience strategy will move up the value chain as behaviors and actions teens and college students demonstrate before, during and after the transaction become significantly easier to identify, monitor and analyze. We’ve outlined a series of best practices to consider and highlighted examples of companies and brands with leading customer experience strategies.
Tagged as:
customer experience,
josh weil,
Youth Trends Inc.
