Editor’s note: This story is taken from Ragan’s new distance-learning portal RaganTraining.com. The site contains more than 200 hours of case studies, video presentations, and interactive courses. For membership information, please click here.
You rush to create a story and video package on your CEO’s honorary doctorate in clown science. But when you approach IT, you hear they can’t post it until next Thursday.
It’s no fun to be dependent on others. So Geoff Ivey, Intel Corp.’s employee communications channels and operations manager, offers tips for extending your content’s reach without having to beg for help from the tech staff.
Ivey draws his tips from Intel case studies in a talk titled “Publish once and proliferate: Make your channels work better together.”
1. Simplify your e-newsletter
Be honest, Ivey says: How many of internal email newsletters look like a public bus in a developing country, with people clinging to the sides and luggage piled on top?
That’s what happens when everybody at an organization tries “to wedge and squeeze their link and their article and their people spotlight into the newsletter,” Ivey says.
Employees often just hit “delete” rather than figure out what’s important. So Intel limits links in its email newsletter to a maximum of five—and as few as three.
Intel’s social intranet shoulders much of the work once done by newsletters and acts as a publishing platform.
This is excerpted from a Ragan Training video titled “Publish once and proliferate: Make your channels work better together from Intel’s Geoff Ivey.”
2. Share content across devices.
When you’re designing your internal platform, think about how to “how to break apart your content to share it across multiple devices,” Ivey says.
Take the rather story about sports and big data, a process involving Intel technology. Every time a player slams a monster dunk or swishes a three-pointer at the San Antonio Spurs stadium, tiny cameras record massive amounts of data from the rafters, the story explains.
The team accumulates information such as how many times a given player drives to his right versus his left, or who shoots from what spot. The Spurs (and other teams) use such information to map strategies.
The full-fledged intranet version of the sports data story included pictures, sidebars, and other “rich experience,” Ivey says. But nobody can sort all that out on a smartphone, so Intel presents a stripped-down version.
Employees can read story highlights in bullet points. Those who want more are directed to Circuit, the internal platform.
[FREE DOWNLOAD: How to create content that converts leads into sales]
3. Borrow from Facebook’s playbook
You don’t use “likes” and comments because everybody loves photos of cute sleeping babies. You do it for business purposes.
Articles are far better read if people are engaged in them, Ivey says. Comments preserve a record of feedback and employee knowledge.
What Intel wants from its social environment “is the ability for employees to connect with other employees to find expertise, to find skills, to find common projects so that they can collaborate much better and much quicker,” Ivey says.
4. Give ‘communicators’ publishing freedom
No, Ivey’s not talking about “communicators” as in professionals with a background in PR or internal comms.
He means “everybody out there who has a keyboard and a mouse, who wants to communicate around the company,” Ivey says.
Make it easy for your internal advocates to spread the word socially. Do this, and it could actually lighten your workload. They’ll spread the word and ferret out stories for you.
“Giving these ‘communicators’ the ability to talk to the masses is much easier than us having to be involved in all that discussion,” he says.
5. Classify your groups to encourage engagement
Intel pays special attention to the taxonomy, or principles of classification, in its social sites. Every Intel office worldwide has an employee group. There are forums for news, work activities, even a marketplace so you can unload that old lawnmower on Mortimer in accounting.
Anybody running a club can mention the next meeting. Anybody can spotlight another employee, recognizing others in a way that doesn’t require any of your time.
“The nice stuff bubbles to the top, and the stuff people don’t care about kind of disappears,” Ivey says.
6. Offer incentives that boost participation
Want to know how to get passes to a Nike employee store or tickets to a Portland Trailblazers game? At Intel, you hear about these opportunities first if you sign up for its Great Place to Work forum.
This drives staffers to forums the company wants them to participate in.