Founded in 1976, software company SAS is made up of a wide array of global employees of all ages. In a recent survey nearly half of them responded in overwhelming fashion, asking for more training on social media. Their hope: to better utilize social networks for business purposes, using an authentic voice. In response, SAS launched “The 140,” its unique take on employee advocacy. The training-heavy, platform-light program coaches a cross-section of employees (not just from Sales and Marketing) on everything from personal brand building to how to deal with internet trolls. Topics are sourced from participants and actively adjust the focus off SAS, to the SAS employee. Alli Soule, Social Media Employee Engagement & Education Specialist, and Brandy Mann, Social Media Web & Blog Specialist, from SAS discuss: • How to establish goals for your program and ensure company leadership is supportive • How to onboard and train employees to ensure grassroots adoption of the program • How to align employee advocacy with existing resources and initiatives • How to evaluate success and determine ROI SAS, a leader in business analytics software and services, helps organizations across all industries realize the full potential of their greatest asset: data. Used at more than 50,000 sites in over 100 countries, SAS allows you to transform data about customers, performance, and financials into solid and coherent decisions.

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A Quick Question For You:
Are employees at your company active
on social media on behalf of the brand?

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Why Company Communications And
Employee Advocacy Matter
Now More Than Ever

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The Problem Facing Today’s Global Enterprises
Technology has changed the way we communicate
Companies need to communicate with employees in a more
personalized way that mirrors how we all interact in our
everyday lives.

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Why Companies Must Evolve
Companies that transform the way they communicate
will have more connected and informed employees.
Those that fail to adapt to a modern method of communications face a
disconnected, unengaged workforce. This costs the company time and money.
Informed employees are more productive, engaged, and more likely to
become advocates for your brand.

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What business challenges
was SAS facing?

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Challenges SAS Needed To Overcome
Adoption to social media amongst
employees was scattered and inconsistent

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Challenges SAS Needed To Overcome
Employees voiced their eagerness to become more
proficient with social media but there was a lack of
organization and training to assist them

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Challenges SAS Needed To Overcome
Needed a way to strengthen the online
reputations and social influence of employees

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Challenges SAS Needed To Overcome
Wanted to reward early adopters for influencing
those who weren’t convinced of the personal
and business value of social media

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What Were The Goals
For The Program?

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Goals Of The SAS Program
Organizational Goals for SAS:
o Increase awareness and share of voice
o Reinforce SAS’ infamous company culture
through online conversations
o Use employee reach to amplify relevant
content with an authentic voice
o Increase conversions on SAS.com

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Goals Of The SAS Program
Goals for SAS employees:
o Allow access to exclusive training courses, tools and
one-on-one coaching from social media experts
o Strengthen individual reputations and social influence
o Acquire tactics for consistent social media use, like
hacks, time-savers and free tools
o Find or increase the value of using social professionally
(use it to solve problems, learn, build relationships)

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How Did You Solve These Problems In
Order To Accomplish Your Goals?

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Launching The SAS Program
o Invited a small group of employees identified
as exemplary social media practitioners
o Chose employees in 25 departments, from 25
of the 55 countries where SAS has an office
o Aligned with existing resources/programs
(social selling, content marketing, thought-
leadership)
o Required a 1 hour Social Media Certification
for every employee involved

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How We Recruited SAS Employees To Join
Employees in Phase 1 were individually vetted and
selected based on a number of criteria, including:
o Coachable online profiles
o Online influence and reach
o Social media-related job responsibilities
o General interest in social media

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Organization Of The SAS Program
o Mandatory 1-hour eLearning, monthly
workshops, calls, and office hours
o Started with 1% of employee base and
have since grown to over 3%
o Choosing the right tools is important
o Communication via weekly emails and
internal/private groups

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Impact Of The SAS Program: The 140
Learned new skills & tricks
More informed of SAS guidelines & policies
More aware of SAS resources
Gained ideas to improve social media practice
Other
85%
55%
42%
81%
9%

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Impact Of The SAS Program: The 140
94% of employees would recommend The 140 to colleagues
90% of employees involved improved on their social media goals
88% of all employee social chatter re: SAS’ preferred business topics comes from The 140
64 The average number of new LinkedIn connections each employee gained
62 The average number of new Twitter followers each employee added
5% The 140 rank in the top 5% of most viewed SAS employees on LinkedIn

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Where Dynamic Signal Comes In
o A common platform for ALL social sharing
o Other employee programs needed social
content to share
o Program leads were participating in The 140:
o Social selling
o Field marketing
o Regional/global programs
o 1-hour eLearning required for seat

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Results Of SAS Using Dynamic Signal
780 employees
128K Shares
82K Reactions
287M Impressions
220K Clicks
Results Since Launch – May 2015