“Why are you all over social media?” That was the surprising question I was asked at a recent conference at which I spoke.
What surprised me was not so much the fact that someone questioned my extensive use of social media – many people have done that (mostly my wife!). The shock was that the person asking was involved in business development and sales.
If you follow me on LinkedIn or Twitter you know I am a fairly active on social media. Since the days of Compuserve and Egghead Software I have been an advocate for technology and the tools that create a competitive advantage in business.
Notwithstanding my obsession, anyone involved in business development – regardless of the industry - that has not included social media as part of their business development strategy, does not get it!
Research has shown that the use of social media has a significant positive effect on sales. Salespeople using social media experience 78% greater sales than similarly situated salespeople not using social media. With these numbers I cannot understand why salespeople would even think of balking at social media.
The following are five reasons why every salesperson and business development officer should implement a well-thought-out social media strategy.
1. Social Media is a Workhorse. Successful salespeople work long hours. Colin Powell has said “There are no secrets to success. It is the result of preparation, hard work, and learning from failure.”
A salesperson’s typical day begins with responding to emails, writing proposals, working prospect lists, making phone calls, attending mixers, presenting at conferences, driving for miles, flying for days, etc.
But no matter how driven and dedicated a salesperson may be, eventually there is a need to call it a day and recharge the batteries.
Unfortunately, business today is global and it crosses time zones. The Deal waits for no one – no matter how many hours per day a salesperson puts in. That’s where social media comes in. With social media, a salesperson can remain engaged and not skip a beat – even while sleeping in a different time zone or on a different continent.
Well-executed sales strategies make use of social media to create and maintain professional profiles that can provide needed information and convey knowledge, experience and competency. The use of a well-crafted social media profile accompanied by well-developed content, gives the prospective buyer the information needed to place the salesperson on the short list for follow up or to begin the sales process.
2. Social Media Validates. Years ago I heard someone say “the Internet is the new resume.” Then a couple years later I heard someone say “Google is the new resume.” Today, most will agree that social media (and LinkedIn, specifically) is the new resume.
In my experience, nearly every business development meeting is preceded by or followed by the prospect visiting LinkedIn to validate information. Savvy buyers know that LinkedIn houses the resumes, expertise and accolades of over 300 million professionals worldwide. With this many professionals in one place, LinkedIn is without question the new resume and worthy of inspection before inking a deal.
It is in every salesperson’s best interest to maintain not only a social media presence, but also a presence that projects the message the salesperson is attempting to convey. The social media profile must be impressive and appropriate. It must not only validate the salesperson – it must bring the prospect closer to closing the deal.
3. Buyers Are In Control. Sellers are no longer in control. Buyers tend to do their research before making a purchase, with the average consumer viewing more than 10 pieces of content prior to making a purchase.
This means that buyers no longer rely on the information provided by sellers. Whether the transaction is business-to-consumer or business-to-business, buyers are doing their homework by visiting social media sites and digesting available content to support the buying decision.
Salespeople must make themselves easy to find if they stand a chance at closing the deal. In the 1950s a bank robber named Willie Sutton was asked why he robbed so many banks. His answer: it’s where the money is! Today, salespeople must ask themselves a similar question. Why create a social media presence? It’s where the buyers are!
4. It’s a Sharing Economy. Savvy salespeople know the power of “going viral.” The Internet has turned ordinary entrepreneurs and salespeople into overnight success stories as a result of social media’s ability to easily and quickly share information. The ability to share information on social networks means that anyone with a little creativity and some luck can become the next millionaire or billionaire!
Social media’s success is built on its ability to share information. Visit any social media profile or view any video, photograph or other form of content on social media and you will see the buttons that encourage sharing of the information. Social networks encourage buyers and potential buyers to share information about the product or service.
Salespeople that make use of social media create the ability to turn prospective and actual buyers into advocates/evangelists for the product/service. Instead of being a sales force of one, salespeople can potentially activate hundreds, thousands and even millions of people in getting the word out.
5. Content is Not King. Many believe that content is king. I don’t. I believe that content is a king maker.
Social media makes salespeople accessible 24X7. Through well-crafted content found on Web sites and through social media, salespeople can create a trail of bread crumbs leading potential buyers straight to the seller.
Content is any information that can be housed on the Internet. This includes videos, podcasts, photos, articles, whitepapers and any other piece of information that can be retrieved by a potential buyer.
The power of content is its ability to inform and influence prospective buyers. Some prospects prefer videos to view the features of a product or service. Others prefer whitepapers containing technical specifications. Others prefer infographics that provide snapshots.
Each prospect has his/her own preferences. The key for any salesperson is to develop content in different formats that provide the information that prospects seek before making a purchasing decision. A salesperson that fails to create and maintain such content gives the advantage to competitors that incorporate content as part of their business development strategy.
Getting back to the opening question: why am I all over social media? Because it’s where the sales are. Ignoring social media gives the competition the advantage and turns potential buyers into the competition’s advocate – not mine. That's a pretty god reason to be on social media.
According to Marc Gobé, in his book Emotional Branding, “the Web has fast-tracked careers, turned unknowns into celebrities, built and destroyed brands and reputations, and – against all odds – helped elect a black candidate President of the United States.”
This phenomenon has occurred as a result of achieving a tipping point in social media usage. While the exact date that social media became ubiquitous in American life is unknown, it is suggested that it occurred sometime between 2012 and 2013. According to the Pew Research Center in its December 2013 report, “Social Media Update 2013,” 73% of online adults used social media in one form or another. At that level of adoption it is difficult to argue that social media is merely a fad, pastime, or periodic diversion...[READ THE ENTIRE ARTICLE HERE]
Back in late 2007 I started to see the effect that social media was having on the sales and marketing landscape. While few banks and financial services companies had made the leap into social media, packaged goods companies were jumping in knee-deep.
As an entrepreneurial banker I was thrilled by the potential that social media could have on managing reputation, improving marketing effectiveness, and increasing sales. As a result, in January 2008, I released an e-book on the topic – “The Community Banker’s Guide to Social Network Marketing.” This was the first published work that addressed the use of social networks by banks.
PEOPLE DO BUSINESS WITH PEOPLE
Social media provides a cost-effective method for “spreading the word.” However, I have found that a recommendation made by a trusted source will always trump a targeted advertisement or viral meme. This of course is because People Do Business With People – not corporations, LLCs, partnerships, and definitely not videos or photos.
Social media’s sales power does not come from its ability to serve up cheap targeted ads or funny cat videos. Social media’s sales power comes from its ability to create peer-to-peer conversations – many of which include product recommendations from trusted sources, that result in sales. So long as the person making the recommendation is a trusted party ("influencer"), the recommendation will go a long way in steering the sale towards the recommended product or service.
The challenge with social media is not "does it work." It does. The challenge is finding ways to scale its sales capability. While business owners, CEOs, and other traditional influencers can actively participate in social media conversations through Facebook, Twitter, LinkedIn, and other platforms, their time is scarce and their networks are limited. What organizations seeking to leverage social media must do is find ways to scale the benefits of social media and increase the number of influencers. Enter Brand Ambassadors.
BRAND AMBASSADORS
Brand Ambassadors have been around for many years – and they are everywhere. Visit any industry convention, sporting event, concert, or street fair and you will see the Brand Ambassadors working the floor. They are the high-energy men and women handing out samples, answering questions, passing out bumper stickers, and taking pictures with passers-by, among other activities. Brand Ambassadors are everywhere because they work. They take the multi-million dollar corporations and put a human face on them. They are the smile, handshake, helpful answer, and compliment consumers remember when they think of the brand. But the best part about Brand Ambassadors is that they are ordinary people. They are effective because People Do Business With People!
Every company has a cadre of Brand Ambassadors ready for deployment. This group of people is called employees! Traditional Brand Ambassadors are required to have knowledge of the company history, its products, its culture, and its values. These are exactly the same things that employees already know – and live – each day. Organizations seeking to scale the benefits of social media must create a framework that treats every employee as a Brand Ambassador. Organizations should invest the necessary time and money to train and unleash their armies of influencers. With institutional knowledge in one hand and social media skills in the other, employees can act as the greatest form of Brand Ambassador.
Similar to the old school Brand Ambassadors working a convention floor, today’s social media-enabled Brand Ambassadors also represent the organization to the outside world. Today, social media has enabled Brand Ambassadors to use tools such as social networks, blogs, and other forms of social media to conduct their influencing activities. Instead of relying solely on senior members of the organization to influence the marketplace through press releases, media interviews and other appearances, organizations can empower employees to go out and evangelize on behalf of the organization. Another important consideration is that the general public trusts its peers much more than it does a company CEO or other high-ranking company official. This makes employees much more influential than the high paid CEO. According to Tom Blackett in Brands and Branding (Bloomberg Press, 2009), “when employees are excited by the proposition they will help to sustain it and communicate it to customers, suppliers and others through their enthusiasm and commitment.” Therefore, to the extent that an organization can properly motivate its employees to act as Brand Ambassadors, employees can become an incredibly effective tool for influencing stakeholders. The maintenance of a strong cadre of Brand Ambassadors will result in a stronger brand, improved customer satisfaction, increased revenue, and strong financial results. According to blogger Mike Bailey ("Beyond Engagement: Unleashing the Power of Employee Advocacy"), “on average, when employees share something with their social networks, each one reaches 20 times more people than a typical brand sharing with the same number of followers.” This makes employee Brand Ambassadors not only a good idea, but a profitable idea.
CHIEF BRAND AMBASSADOR
An effective social media-enabled Brand Ambassador Program requires a champion at the highest level of the organization. Effective Brand Ambassador programs that rely on the organization’s employees must have the owner, CEO, or some other top ranking individual act as the CBA, or Chief Brand Ambassador. The Chief Brand Ambassador must ensure that the organization gives more than just lip service to the Brand Ambassador Program. The Chief Brand Ambassador must invest appropriate resources into the program, expect results from the program, hold people accountable for results, integrate the program into the organization’s overall sales and marketing strategy, and acknowledge the program as vital to the success of the organization. The Chief Brand Ambassador must believe that social media combined with employee ambassadors can create an intangible asset that can produce very tangible results. In order for the social media-enabled Brand Ambassador Program to succeed the organization’s leaders must believe in the power of social media. An organization that treats social media as a fad or a waste of time will have a difficult time convincing employees of its power to influence and will not achieve success.
DIRECTING THE EFFORT
Once the decision is made to commit to a social media-enabled Brand Ambassador Program the organization will need someone to care for and manage the program. The Chief Brand Ambassador must select an individual that has a genuine appreciation for the power of social media. The Director of the Brand Ambassador Program must be well versed in the potential risks and rewards that come with empowering the workforce through social media. A common mistake made by many organizations is to place social media in the hands of low-level employees - or interns! Social media efforts should be managed by experienced personnel with a great deal of institutional knowledge. Since the Director will manage the types of content to be shared, a strong understanding of the organization is critical. Further, due to the potential risks involved the Director should possess a level of maturity, experience, and knowledge to protect the organization from reputational and compliance issues.
A Brand Ambassador Program will empower and unleash employees in the social media universe by training, inspiring, and encouraging them to utilize social media to "spread the word." Depending on the organization’s social media strategy, these employees may use personal social media accounts, organizational social media accounts, or both, to conduct their activities. Before unleashing Brand Ambassadors organizations must ensure that employees are well trained, understand their role, and recognize that their actions may have both a positive and negative effect on the organization, and ultimately, the organization’s success. The Director must work with internal stakeholders to develop content that can be easily shared by Brand Ambassadors. Content can take the form of text, photos, video, audio, or another form of communication. The Director must also work with internal stakeholders to share best practices relative to content development and distribution. In addition, the Director must ensure that content is monitored and results are reported to senior management and the board of directors.
MANAGING THE DOWNSIDE
Brand Ambassador success requires that employees commit to the organization’s code of conduct (e.g., respectful tone, free of profanity, etc.) whenever they interact on a social media platform. Employee Brand Ambassadors must understand that the actions they take on social media platforms may be attributed not only to them, but also the organization. Therefore, whether on or off the clock, employees must be aware of the effect that their interactions on social media platforms can have on the organization. It is the Brand Ambassador Program Director's job to manage these risks to a level commensurate with the organization's risk appetite. In other words, risk should be managed to the point of letting management and staff sleep at night. Blogger Linda Tucci describes in the TotalCIO blog at TechTarget.com (“Social Media Risks That Will Make Your Hair Stand on End”) an embarrassing instance involving an executive at a public relations firm. The seasoned public relations executive was flying to meet with a major client. Upon flying to and arriving at the client’s hometown, the public relations executive tweeted that the client’s hometown was one of those places where he would rather die than have to live in. An employee of the client’s firm read the tweet and passed it on to senior officials at the client firm. To say that the public relations executive had some explaining to do is an understatement. The embarrassment caused to the public relations firm by its executive was further exacerbated by the fact that the public relations executive was meeting with the client to pitch, of all things, social media communications! The public relations executive story noted above is an example of a major concern with social media. As more and more employees use social media for personal reasons, more and more of the employees’ personal conversations will inadvertently spillover into the employees’ professional lives. Consider an employee that posts an inappropriate (from the organization’s point of view) comment on a LinkedIn group. The comment could be directly attributed to the organization based on information contained on the employee’s LinkedIn profile. Or consider an employee that posts an inappropriate photo on Flickr while in a company uniform. The point is that even if the organization restricts employee use of social media at work or even if the organization chooses to not to participate in social media altogether, there is still potential risk arising from the activities of employees while on their own time. These employee activities may create uncomfortable, damaging and even legal liability for the organization. Employees should understand that they are all “Brand Ambassadors” and that being a “Brand Ambassador” means acting and responding in an appropriate manner. Anything less may result in significant damage to the organization. Risk management is an important element of any initiative that involves social media use. Many incorrectly believe that risks associated with social media usage are technology risks that can be addressed through technological solutions. This is not the case. Social media risks are people risks. Organizations may be able to control employee access to social media platforms on the company network. However, organizations have no ability to enforce such restrictions on employee-owned and other devices. A comprehensive view of these "people risks" can be found in The Human Resources Guide to Social Media Risks.
A MATTER OF POLICY
While every organization would like to believe that its employees are smart, capable and masters of common sense, every employee has the potential to “blow it” every now and then. As such, every organization must address employee use of social media through a formal, written social media policy. This requirement applies whether or not employees are communicating on social media in an “official” capacity or on their own time. The social media policy should provide guidance to employees regarding the topics that are open for discussion. Organizations operating in largely unregulated environments can provide simple guidance such as requesting that employees use common sense. Organizations that operate in tightly regulated industries (e.g., securities, banking, healthcare, etc.) should, at a minimum, provide topics that are off-limits due to regulatory restrictions. These topics can include legal matters (potential or current litigation), financial information (e.g., earnings results/expectations, etc.), and other topics specific to each regulated industry. The complexity and comprehensiveness of the policy should be commensurate with the risks. For example, a small, single location organization where information flows continuously and oversight is abundant may require a less complex policy statement than a company with a geographically diverse workforce. Organizations may include in the social media policy a requirement that states that employees keep the organization’s logo and other protected intellectual property off of the employees’ personal social network pages, blogs, profiles, etc. The organization may also prohibit employees from using the organization’s e-mail address when registering for personal-use social media sites. With respect to employees that maintain personal blogs, the organization should require that employees include a disclaimer that the views expressed on the blog are those of the employee and not of the organization.
RULES OF THE ROAD
Social media is built upon the concepts of honesty and transparency. The social media community is not very forgiving when it comes to companies and employees that share information that is intentionally misleading or altogether fraudulent. While inadvertently incorrect information can be forgiven, it is best to have employees interact honestly and with complete information or not at all. In addition to the issues of honesty and transparency is the issue of protocol. Paul Gillin, in his book The New Influencers (Quill Driver Books, 2009), states that the social media community “is developing into an extraordinarily civil and deferential culture.” As such, rude and uncivilized behavior is also not tolerated and can reflect poorly on the organization. While companies should encourage civility, honesty and transparency when interacting on social media platforms, certain information should be off-limits and not disclosed by employees. This information includes confidential company and customer information, information related to legal disputes and other sensitive information. The release of this type of information should be reserved for senior management.
BREAK IN CASE OF EMERGENCY
Organizations should have an incident response process in place to deal with employee social media content (comments, video, photos, etc.) that create a need for action. Further, the social media policy should enable the organization to demand that employees remove any damaging comments. The policy should state that compliance with this requirement is a condition of employment. Further, employees should understand that noncompliance with the social media policy may result in disciplinary action, up to and including termination.
MAKING THE MOST OF A PRECIOUS RESOURCE
Employees are every organization’s most trusted ally. Through social media, organizations are able to unleash them in a manner that transforms employees into advocates for the organization, evangelizing through their social networks on behalf of the organization. In the 1980’s there was a Faberge Shampoo commercial that spoke of users of the shampoo telling two friends and those friends telling two friends, and so on and so on. Fast forward 20 years. Now imagine an organization’s employees telling their friends, and their friends telling their friends and so on and so on. With proper policies, training, and oversight, the use of employees as Brand Ambassadors can go a long way in maximizing the organization’s brand.
DOWNLOAD THE WHITEPAPER!
If you have questions about managing social media risk in the workplace contact Social Risk Services at Info@SocialRiskServices.com.
Social Risk Services will host a Social Media Risk Boot Camp for Financial Institutions in Los Angeles on May 16, 2014 at the beautiful Torrance Marriott South Bay. Space is limited! Early registration is encouraged. Continue reading for agenda and registration information.
Social media influence continues to grow. Contrary to earlier opinions by many in the financial services industry, social media is not a fad. Every year more and more financial institutions commit to social media in one form or another. However, many financial institutions do not adequately consider the legal, compliance, operational, and reputational risks, among others.
The Social Media Risk Boot Camp for Financial Institutions will provide attendees with the tools needed to prevent associated risks. This Boot Camp will provide a primer on social media use by organizations and employees, risk assessment methodologies, internal control designs, policy and procedure tools, and training tools.
Financial institutions use social media in many ways including: advertising, marketing and promotions; new loan and deposit account origination; customer surveys; customer service; and, community outreach. This form of customer interaction tends to be less formal and less controlled than traditional bank methods. It also tends to be more democratized (not top-down but peer-to-peer). As such, it presents unique challenges to financial institutions relative to their risk management practices.
On December 11, 2013, the FFIEC issued its Final Guidance on Social Media. To meet regulator expectations, financial institutions are expected to manage potential risks associated with social media usage and access. The Final Guidance is intended to bring forth the compliance, legal, reputational, and operational risks associated with social media usage.
The Social Media Risk Boot Camp for Financial Institutions will provide attendees with the tools needed to comply with the Final Guidance. Tools include conducting risk assessments, designing internal controls, developing management reports, creating policies and procedures, and providing effective employee training.
TOPICS COVERED
Introduction to Social Media Use Among Financial Institutions
Analysis of the FFIEC Final Guidance on Social Media
Preparation of Social Media Risk Assessment
Creation of a Social Media Policy and Procedures
Development of a Social Media Training Program for Employees and Directors
RECOMMENDED AUDIENCE
This informative session is best suited for Chief Operation Officers, Chief Executive Officers, Chief Risk Officers, Social Media Personnel, Marketing, Chief Information Officers, Chief Technology Officer, Information Security Officers, Chief Auditors, Chief Compliance Officers, Operations Officers, Board of Directors, Information Technology Personnel, anyone responsible for audit.
ATTENDEES RECEIVE A CERTIFICATE OF COMPLETION
Each Boot Camp attendee receives a Certificate of Completion showing completion of the program. The Social Media Risk Boot Camp provides six hours of instruction. Attendees are encouraged to maintain a copy of the certificate in their employee training file to document their participation and completion of the training program.
SPEAKER
The Social Media Risk Boot Camp for Financial Institutions will be led by Jesse Torres. Mr. Torres is a career banker with over 20 years of leadership experience. Mr. Torres wrote the first book on social media and banking in January 2008 (Community Banker's Guide to Social Network Marketing). Mr. Torres has subsequently written other social media-related books, including his most recent book, The Human Resources Guide to Social Media Risks. Mr. Torres is not only an engaging speaker, he also brings with him experience as a former OCC bank examiner, KPMG consultant, and banker.
Build Your Community Through Personal Interactions
Resolve Customer Issues Publicly
Get Creative
Monitor and Measure
As a banking social media veteran (all of five years!) I agree with Julia with one caveat...Don't go All-In until you know what you're doing.
Julia makes a great point by stating that dabbling in social media will not produce meaningful results. It's true, the occasional tweet or status update will not gain favor with very many people. Julia reminds us that an effective social media program requires a dedicated effort with the commitment of human and financial resources.
While she's right, "no pain, no gain," Julia's article does not touch on the need to know what you are doing before going all-in. With the FFIEC drawing attention to social media and regulators carefully scrutinizing social media implementations, organizations need to be prepared before going all-in. As with poker, going all-in requires that the institution be cautious as one wrong move can cost you everything on the table. In the case of social media this means regulatory, legal and customer issues.
So while I agree that real results will only come once an institution fully commits to social media, I also believe that each institution must take a path of testing and learning before pushing forward all the chips. What do you think?
ATTENTION BANKS USING SOCIAL MEDIA! The day you have been fearing is here!
With the recent release of draft guidance by the FFIEC regarding social media use, social media is now front and center.
Conversations with auditors and examiners is revealing an interesting audit and regulatory expectation - mandatory social media training for all employees and directors.
As social media matures and more and more senior managers and directors feel comfortable with the use of social media, auditors and regulators have begun to look more closely at social media use by organizations. Unfortunately, there still exists in many cases a lack of understanding on the part of internal auditors and examiners in terms of what exactly what and how social media works. This ALWAYS spells trouble for bankers.
As we move forward as an industry in terms of social media adoption financial institutions must focus on three primary areas:
Social Media Risk Assessment
Social Media Policy
Social Media Training
Social Media Risk Assessment
I have previously covered and provided social media risk assessment tools. See my post "Social Media Risk Assessment Process - Part 5." This is one of the most visited posts - with good reason, auditors and regulators expect institutions to conduct a risk assessment before deploying social media.
Social Media Policy
I have also previously covered and provided a sample social media policy. See my post "Sample Social Media Policy for Banks." This is another one of my most visited posts. Even institutions that do not use social media are being required in some cases to have a policy confirming that fact!
Social Media Training
The final piece of the trifecta is Social Media Training. Due to the widespread use of social media within society, auditors and regulators are now treating social media like they do areas such as information security and the Bank Secrecy Act. Increasingly auditors and regulators want to see social media training for all new employees. The thinking is that social media can do some real damage if employees are not aware of the risks. As such, just like information security and money laundering, social media is equally risky. In addition to new employee training, there is an increasing expectation of annual training and director training. All this is new and sudden and many organizations have not been prepared.
In an effort to assist the banking industry, Pan American Bank made available on its YouTube channel a 30 minute social media training video. Pan American Bank does not guarantee that the video will meet auditor or regulator requirements but it is a good starting point for those that need to quickly ramp up their employee and director training relative to social media use.
Check out the video and make use of it for training if it meets your needs. And good luck with your upcoming audits and examinations!
A frequent request is a sample Bank Social Media Policy. Well here it is. This sample policy is bare bones and is intended to be customized for each institution's specific social media strategy.
Enjoy.
BANK
SOCIAL MEDIA POLICY
Bank recognizes the importance of the Internet in the day-to-day
operations of the Bank. From marketing
to reputation management to recruitment of new employees, the Internet plays in
major role in the Bank’s overall strategy.
And now, the Internet is generally synonymous with social media and its
popular social networks such as Facebook and LinkedIn. Use
of Facebook, LinkedIn, blogging, wikis and other online social media vehicles
are commonplace.
This policy is intended to assist employees in
making appropriate decisions about work-related blogging social media
interaction. This policy must be used in
conjunction with other tools provided to employees, including the Acceptable
Use Policy, Employee Guide to Information Security, Human Resources Guide to
Social Media Risks, and related training.
The
lines between work and personal life can become blurred. In general, what you
do on your own time is a personal decision. However, activities in or outside
of work that affect your job performance, the performance of others, or Bank
business interests are a proper focus for Bank policy.
WHAT THE BANK EXPECTS TO GAIN FROM SOCIAL
MEDIA
As a community bank, Bank recognizes the
importance of our employees joining in and helping to shape conversations
regarding the Bank and the communities we serve. Bank is committed to supporting employees
desire to interact knowledgeably and socially on the Internet through social
media.
Contributing
to the online conversations about banking or our communities means being
present where and when they are taking place. As technology tools enable an
easy exchange with community members, governmental representatives, clients,
and the public, we encourage employees to share the insights and expertise
gained through work at Bank. This can be done without first asking permission
provided this guidance is read and followed.
“TARGET” OF THE BANK’S SOCIAL MEDIA EFFORTS
The
Bank’s social media efforts are targeted at several stakeholders:
1.Existing
Customers:
To provide existing customers with information and
conversation/engagement opportunities relative to ongoing activities at the
Bank and in the community. Ultimately,
the goal is to convert a “customer” into an “evangelist” for the Bank.
2.New Customers: To create sufficient
awareness in the local marketplace that results in new customer originations –
deposit, lending, and other services.
The marketplace is full of competitors with similar “commodity” products
and services. Social media allows the
Bank to “humanize” itself and set itself apart from the competition.
3.Media: Social media
provides the Bank with a platform to communicate with the media regarding its
ongoing activities and rich history.
Through social media the Bank can embed video and other media that can
assist the media when developing content.
For example, a bank video can be reposted and potentially result in
viral distribution.
4.Regulatory
Agencies:
Social media provides a channel through which the Bank can highlight
compliance with regulatory requirements.
For example, social media allows the Bank to easily demonstrate its
compliance with the Community Reinvestment Act.
Further, social media provides a convenient mechanism through which to
receive consumer complaints or positive feedback.
5.Community
At-Large:
Social media introduces Bank to the community at-large. The content created on social media provides
an information distribution channel through which interested parties can learn
about Bank.
EMPLOYEE ACCOUNTABILITY
Being
able to share your and the Bank’s activities without prior management approval
means the Bank trusts you to understand that by doing so you are accepting a
higher level of risk for greater rewards. Each Bank employee is personally
responsible for the content he or she publishes on any form of social media. Be
thoughtful about how you present yourself in online social networks.
You
may have identified yourself as a Bank staff member or the Bank as your
employer, either directly or as part of a user profile. If so, ensure your
profile and related content is consistent with how you wish to present yourself
to the Bank’s stakeholders, your business contacts, and your colleagues and
peers.
Senior
management have special responsibility with their Internet presence by virtue
of their high profile position within the Bank, even if they do not explicitly
identify themselves as being affiliated with the Bank. Such senior level staff should assume that
his or her posts will be seen and read by Bank stakeholders and that they will
presumptively associate such posts with the Bank.
Trust
is an essential ingredient in the constructive culture we are striving to
achieve at the Bank. We can’t be there to guide every interaction, so we expect
you to follow these guidelines and advice to help you better balance the risk
vs. reward ratio.
SOCIAL MEDIA OVERSIGHT
The Social Media Manager is responsible for
managing the Bank’s social media strategy.
The Social Media Manager, or an assignee, will provide training and
monitor activity on an ongoing basis.
Inquiries regarding the Bank’s social media strategy must be forwarded
to the Bank’s Social Media Manager.
The Social Media Manager is responsible for
determining “community managers.”
Community managers are employees and third parties that are provided
with authority to act as administrators on the Bank’s behalf. The Social Media Manager must select
individuals as community managers that possess the requisite technical skills
as well as understand the risks associated with social media. All community managers report directly to the
Social Media Manager relative to matters related to social media – regardless
of their role within the Bank.
GENERAL GUIDELINES
These guidelines will help you open up a
respectful, knowledgeable interaction with people on the Internet. They also
protect the privacy, confidentiality, and interests of the Bank and its
customers. Note that these policies and
guidelines apply only to work-related sites and issues and are not meant to
infringe upon your personal interaction or commentary online. Regardless, all employees must determine the
potential impact that “personal” interactions may have upon the Bank and its
customers, vendors, and other stakeholders. Ultimately, employees are held
accountable for ensuring that interaction is appropriate and consistent with
this policy and other Bank guidance.
·The goal is to ensure the Bank’s voice
is part of the larger conversation relating to community banking and the communities
the Bank serves. Do not embark before
understanding the conversation. First, explore the topic being discussed, read
about it and contribute only when input adds or advances the discussion.
Include an especially relevant link, since doing so further connects the Bank
to the wider Web and can result in greater connectivity for the Bank.
·Keep in mind that posts are visible
by all with online access. It may be fine to share your work at the Bank as
part of your participation in the online community, etc., but you DO NOT have
permission to reveal any information that compromises Bank policy or public
positions. By that we mean don’t share
anything that is proprietary and/or confidential to the Bank. For example, it
is not okay to share any content that required a non-disclosure agreement or is
part of a confidential management or Board discussion. Other items that may not be disclosed include
any customer and vendor information that is not publicly available.
·If you are developing
a Web site or writing a blog or making any other social media comment that will
mention Bank and/or our current and potential products, employees, partners,
customers, and competitors, identify that you are an employee of Bank and that
the views expressed on the blog or Web site are yours alone and do not
represent the views of Bank.
·Unless given
permission by your manager, you are not authorized to speak on behalf of the Bank,
nor to represent that you do so.
·If you are developing
a site or writing a blog or making any other social media comment that will
mention our company and / or our current and potential products, employees,
partners, customers, and competitors, as a courtesy to the company, please let
your manager know that you are writing them. Your manager may choose to visit from time to
time to understand your point of view.
·You may not share
information that is confidential and proprietary about the Bank or its
customers. This includes information about upcoming product releases, sales,
finances, number of products sold, number of employees, Bank strategy, and any
other information that has not been publicly released by the company. These are given as examples only and do not
cover the range of what the Bank considers confidential and proprietary. If you
have any question about whether information has been released publicly or
doubts of any kind, speak with your manager before releasing information that
could potentially harm the Bank, or our current and potential products,
employees, partners, and customers. Before embarking on any such endeavor
employees should be familiar with the Bank’s other applicable policies,
including the Acceptable Use Policy, Employee Guide to Information Security,
etc.
·Bank logo and
trademarks may not be used without explicit permission in writing from the Bank.
This is to prevent the appearance that you speak for or represent the company
officially.
·Speak respectfully
about the Bank and our current and potential employees, customers, partners,
and competitors. Do not engage in name
calling or behavior that will reflect negatively on the Bank's reputation. Note
that the use of copyrighted materials, unfounded or derogatory statements, or
misrepresentation is not viewed favorably by the Bank and can result in
disciplinary action up to and including employment termination.
·The Bank encourages
you to write knowledgeably, accurately, and using appropriate professionalism.
Despite disclaimers, your Web interaction can result in members of the public
forming opinions about the Bank and its employees, partners, and products.
·Honor the privacy
rights of our current employees by seeking their permission before writing
about or displaying internal company happenings that might be considered to be
a breach of their privacy and confidentiality.
·You may not sell any
product or service that would compete with any of the Bank's products or
services without permission in writing from the Chief Administrative Officer. This includes, but is not limited to training,
books, products, and freelance writing. If in doubt, talk with your manager or
the Chief Administrative Officer.
·Recognize that you are
legally liable for anything you write or present online. Employees can be
disciplined by the Bank for commentary, content, or images that are defamatory,
pornographic, proprietary, harassing, libelous, or that can create a hostile
work environment. You can also be sued by Bank employees, competitors, and any
individual or company that views your commentary, content, or images as
defamatory, pornographic, proprietary, harassing, libelous or creating a hostile
work environment.
·Media contacts about the
Bank and our current and potential products, employees, partners, customers,
and competitors should be referred for coordination and guidance to the Chief
Administrative Officer. This does not specifically include your opinions,
writing, and interviews on topics aside from the Bank and our current and
potential products, employees, partners, customers, and competitors.
·Make sure that your online
activities do not interfere with your job performance.
·Respecting differences, appreciating
the diversity of opinions and speaking or conducting yourself in a professional
manner is expected at all times. If you aren’t completely confident about what
you intend to share, you should seek management input before you post.
HOW WILL SOCIAL MEDIA BE IMPLEMENTED AT THE
BANK
The
Social Media Manager of the Bank is accountable for determining the Bank’s
Social Media Strategy. The Bank’s use of
social media is largely to develop a “community” of Bank supporters and to
raise awareness of the Bank’s brand.
This is largely done through interaction on mainstream social media
platforms such as Facebook, LinkedIn, Blogger, and Twitter. The specific platforms used may change from
time to time as technology evolves and audiences shift. Regardless, the
guidelines above remain in effect.
Questions regarding the Bank’s use of social media should be directed to
the Social Media Manager.
TYPES OF BANK ACTIVITIES/POSTINGS
The
primary purpose of the Bank’s social media activities is “community
building.” While the Bank will from
time-to-time promote products and services, the primary focus is the creation
of an online community where the Bank can share its history and mission and
where stakeholders can maintain conversations with the Bank. The Bank does not “censor” comments made by
third parties and only removes comments if they are considered obscene,
pornographic or similarly inappropriate.
As such, it is the Bank’s policy to remain transparent and not delete
derogatory comments. Instead, it is the
Bank’s policy to attempt to understand the origin of any derogatory comment in
an attempt to “correct” any error or misunderstanding caused by the Bank. Management is responsible for monitoring
content on an ongoing basis (generally daily).
The
Social Media Manager is responsible for determining “community managers” given
authority to post on behalf of the Bank.
The Social Media Manager is responsible for ensuring that such employees
are “social media savvy” and understand social media risks.
TYPES OF SOCIAL MEDIA USED BY BANK
Currently
the Bank utilizes Facebook, Youtube, Blogger, LinkedIn, and Twitter. These platforms provide for varying types of
interaction. Some are more information
based such as LinkedIn. Others are more
collaborative, such as Facebook.
Currently the Social Media Manager is responsible for managing these
accounts.
OTHER FORMS OF SOCIAL MEDIA
Regardless
of any organization’s use of social media, Internet users can make comments
that affect the Bank on locations outside of the Bank’s social media
sites. As such, the Bank utilizes Google
Alerts and SocialMention.com to monitor (listen) to conversations in social
media and on Web sites that may affect the Bank. Such reports are delivered directly to the Social
Media Manager on an ongoing basis. The Social
Media Manager is responsible for determining appropriate action, if any.
TRAINING
On
at least an annual basis the Bank will provide social media training to all
personnel. The training is intended to
convert employees into social media evangelists while ensuring safe and sound
use of social media. Compliance with the
guidelines noted above will largely ensure that employees act in a manner
consistent with Bank expectations.
AUDIT
The
Bank’s social media activities will be audited as part of the Bank’s normal
internal audit schedule. Auditors will
audit as appropriate. For example,
audits related to IT, consumer compliance, fair lending and CRA may all contain
a social media component.
