Pulsar TEAM: Why you should care about Yammer Analytics

Most companies understand why they need to listen in and analyse conversations on social media. Social monitoring can help them understand their customers better, know what language and content will resonate with their audiences, and measure the success of their campaigns (amongst numerous other reasons).

But what about the conversations happening within your organisation? On your journey to being a socially intelligent organisation, it’s necessary to stop and reflect on the people across the room and the talent you have within your organisation. The office is a social space. It’s time we made the effort to understand our employees as well as we try to understand our customers, because they are just as crucial to our success.

Says social business thinker Stowe Boyd,

TEDxMidAtlantic 2011 - Stowe Boyd

“Whatever else social business comes to be, it has to be based on how people operate when they feel most free, most creative, most engaged, and most needed. We have to build a way of working where the people doing the work matter as much as the work being done.”

Companies such as Telefonica have sought to encourage this through using internal social networking tools such as Yammer. Through these platforms, they encourage teams to share their knowledge and breed a culture of innovation through collaboration.

 

Yammer: Facebook, but for work! Image from Wired

Pulsar TEAM analyses your internal stakeholder conversations, keeping you up to speed on the hot topics within your organisation, as well as helping to identify the individuals who are influencers in driving these conversations. By viewing Yammer activity as a social network, companies are able to measure and quantify the invisible networks of communication that already exist in their offices. Senior managers can for the first time see the big picture of how their offices operate – and identify the ‘super connectors’ who’re super-valuable in bringing people together and solving problems.

Yammer

But there’s more.  Every time we post something online, we leave a digital footprint that says more about us than we think. That footprint stretches across channels and includes what we say on enterprise social networks, like Yammer or Jive. So to understand your employees holistically, internal communications and external communications need to be in constant dialogue.

(Take a look at #TescoColleague on Twitter to see how one retailer is driving advocacy from employees’ social media use.)

Tesco colleagues

Imagine looking at your influencers on external channels using Pulsar , and comparing them to your internal influencers as identified by Pulsar Team. You might just spot some overlap. Employee X who is engaging the most and being reacted with the most on Yammer could also be posting content on external social media channels that is gaining a lot of traction. Employee X is influential internally and externally within your context – and so worth their weight in gold for your company.

Innovation in internal conversations seem a bigger deal to companies outside of the UK than within these shores, where we are still lagging behind. On our recent trip to Denmark, we noticed how different the Scandinavian business culture is to the UK landscape, with the Scandinavian egalitarian principles leading to flat management structures and a focus on team. This leads to advancement in internal communications in a way most UK companies have yet to engage with. It is no surprise that the second Pulsar TEAM client is Danish!

Things are moving forward here in the UK though, with Content and Code recently holding the third Yammer UK Users event . A whole host of organisations discussed their internal collaboration journeys. A repeated topic that came up was the difficulty organisations were having in Yammer adoption rates. From non-desk workers to those who simply reject change, organisations face a number of barriers to higher engagement levels.

Using a tool such as TEAM allows you to  identify those who are not engaging or adding to the online conversation, through setting your own activity benchmarks. It’s a great way to find those you need to help out or those who just might need that extra coaxing. But it can also be a way to incentivise social collaboration: if people see the top internal influencers being identified, acknowledged and rewarded, that answers “What’s in it for me?” And leading by example from the top of the organisation is of course essential.

So that’s Pulsar TEAM: A way to unlock the social networks within your organisation, just as the main Pulsar platform lets you unlock your customers.

Contact James.Cuthbertson@Pulsarplatform.com to find out how we can help you understand the social life of your organisation.

Author

Hal Khanom