This Artificial Intelligence (AI) and Big Data Readiness Report
provides an analysis of a global survey of public relations
practitioners and academics and video/written evidence from
senior practitioners concerning the profession’s knowledge,
skills, adoption of and attitudes towards AI, and to a lesser
extent, Big Data. Its aim is to provide an overview of current AI
understanding and preparedness, but most importantly, provide
pointers to how the profession should equip itself to exploit the
potential and guard against the possible dangers of AI.
How do dutch non profit organizations embrace information technologyPascal Dijkman
Great start of NetSquared, a program of TechSoup meetup in Amsterdam. So much can be done with #Tech4Good. Find TechSoup NL report highlights here https://goo.gl/nPP9jG.
How do we change everything when everything is changing?Catherine Howe
This document discusses the shift from an industrial to a networked society driven by digital technologies. It notes that constant change is the new norm, and organizations must become agile and adaptive. It outlines skills needed for the networked individual and networked leadership, including the ability to work with networks, take data-driven decisions, show openness and experimentation, and cultivate personal relevance and brand. Networked leadership requires building trust, understanding people's relationships with change, and facilitating participation, advocacy and multidisciplinary work. The document argues organizations must be ready to develop these skills to thrive in the networked age.
The CIPR's Artificial Intelligence (AI) panel has published new research revealing the impact of technology, and specifically AI, on public relations practice. It predicts the impact on skills in the profession in the next five years.
Why Developing Technology Skills is Essential for NonprofitsTechSoup
As the pace of change accelerates and technology continues to evolve, organizations across all industries are struggling to keep up — and the nonprofit sector is no exception. Technology skills are critical to building the solutions that solve the greatest challenges for nonprofits. But developing technology skills starts by creating a culture of lifelong learners. For enterprise organizations and nimble nonprofits alike, learning is an indispensable element of success.
Join us for this 60-minute webinar with Lindsey Kneuven, head of social impact of Pluralsight, who will cover how you can accelerate the ability to achieve your nonprofit’s mission and give your teams the opportunity to have more meaningful impact.
This guide is designed to support communicators in their own work and in their senior management advisory capacity. It outlines some key principles for ethical decision-making, provides practical advice on using the CIPR’s ethical decision-making tree and the Open Data Institute’s data ethics canvas through the use of real-life examples.
Transcript w2 google hangout for mooc on ffdMaurice MAHADI
This document summarizes a discussion from a Google Hangout on private finance for development. The panelists, who work for organizations like McKinsey, Mastercard, and IFC, discuss their excitement around the growing recognition of the private sector's role in development. They also address challenges like ensuring private capital flows are used effectively. Specific topics discussed include the potential of pension funds and capital markets to provide long-term investment, the importance of derisking projects to attract private partners, and how to structure public-private partnerships successfully to maximize impact.
The report follows an intensive 12-month review of nearly 200 global publications including books, academic papers, national reports, think tank studies, research group offerings, company and management consultant pieces and a variety of other sources to create a comprehensive overview of the impact of AI on the professions.
https://cipr.co.uk/CIPR/Our_work/Policy/CIPR_Artificial_Intelligence_in_PR_panel.aspx
This Artificial Intelligence (AI) and Big Data Readiness Report
provides an analysis of a global survey of public relations
practitioners and academics and video/written evidence from
senior practitioners concerning the profession’s knowledge,
skills, adoption of and attitudes towards AI, and to a lesser
extent, Big Data. Its aim is to provide an overview of current AI
understanding and preparedness, but most importantly, provide
pointers to how the profession should equip itself to exploit the
potential and guard against the possible dangers of AI.
How do dutch non profit organizations embrace information technologyPascal Dijkman
Great start of NetSquared, a program of TechSoup meetup in Amsterdam. So much can be done with #Tech4Good. Find TechSoup NL report highlights here https://goo.gl/nPP9jG.
How do we change everything when everything is changing?Catherine Howe
This document discusses the shift from an industrial to a networked society driven by digital technologies. It notes that constant change is the new norm, and organizations must become agile and adaptive. It outlines skills needed for the networked individual and networked leadership, including the ability to work with networks, take data-driven decisions, show openness and experimentation, and cultivate personal relevance and brand. Networked leadership requires building trust, understanding people's relationships with change, and facilitating participation, advocacy and multidisciplinary work. The document argues organizations must be ready to develop these skills to thrive in the networked age.
The CIPR's Artificial Intelligence (AI) panel has published new research revealing the impact of technology, and specifically AI, on public relations practice. It predicts the impact on skills in the profession in the next five years.
Why Developing Technology Skills is Essential for NonprofitsTechSoup
As the pace of change accelerates and technology continues to evolve, organizations across all industries are struggling to keep up — and the nonprofit sector is no exception. Technology skills are critical to building the solutions that solve the greatest challenges for nonprofits. But developing technology skills starts by creating a culture of lifelong learners. For enterprise organizations and nimble nonprofits alike, learning is an indispensable element of success.
Join us for this 60-minute webinar with Lindsey Kneuven, head of social impact of Pluralsight, who will cover how you can accelerate the ability to achieve your nonprofit’s mission and give your teams the opportunity to have more meaningful impact.
This guide is designed to support communicators in their own work and in their senior management advisory capacity. It outlines some key principles for ethical decision-making, provides practical advice on using the CIPR’s ethical decision-making tree and the Open Data Institute’s data ethics canvas through the use of real-life examples.
Transcript w2 google hangout for mooc on ffdMaurice MAHADI
This document summarizes a discussion from a Google Hangout on private finance for development. The panelists, who work for organizations like McKinsey, Mastercard, and IFC, discuss their excitement around the growing recognition of the private sector's role in development. They also address challenges like ensuring private capital flows are used effectively. Specific topics discussed include the potential of pension funds and capital markets to provide long-term investment, the importance of derisking projects to attract private partners, and how to structure public-private partnerships successfully to maximize impact.
The report follows an intensive 12-month review of nearly 200 global publications including books, academic papers, national reports, think tank studies, research group offerings, company and management consultant pieces and a variety of other sources to create a comprehensive overview of the impact of AI on the professions.
https://cipr.co.uk/CIPR/Our_work/Policy/CIPR_Artificial_Intelligence_in_PR_panel.aspx
A new study conducted jointly by Ipsos Public Affairs and the Center for Business Analytics in the McIntire School of Commerce at the University of Virginia shows that U.S. consumers are ambivalent about automation as they express both optimism and concern.
According to a survey on innovation:
- 88% of respondents said innovation is critical or important for community and business success.
- The most important factors to promote innovation are training/education (29%) and creative people (28%).
- Digital tools and the internet have most affected business/industry (46%) and education/training (23%) in terms of progress and innovation.
- The majority (52%) believe online degrees are a positive thing that should be expanded.
- The most limiting factor for Georgia to participate in the digital economy is lack of local community technical know-how (54%).
The Workplace Shift: How Can UC Improve the Way We Work?Avaya Inc.
Employee workstyles are changing rapidly, being pushed by the habits and expectations of Millennials (those born in 1980 and after). Indeed, 2/3 of Millennials are frustrated by the technology available to them at work, with 78% of them knowing that better communications can make a big difference to their success. Peruse this survey by BT and Avaya to learn what else workers want and need, communications-wise.
The CIPR's #PRinaPandemic specialist study of the public relations sector authoritatively explores the immediate impact of COVID-19 on the profession, and how it will develop, reflecting on a truly challenging year and what this has meant to those working in the profession.
This document discusses how advances in science and analytics can help organizations boost workforce performance through improved talent management practices. New insights into fields like neuroscience, psychology, sociology, and anthropology are revealing how human behavior and motivation work at a fundamental level. At the same time, the rise of big data is allowing organizations to analyze things like employee data to test hypotheses and determine which talent practices truly impact business results. As a result, HR professionals now have an opportunity to adopt a more scientific, evidence-based approach to talent management in order to significantly improve performance and business outcomes.
Presentation at ASAE10 Annual Meeting & Expo in Los Angeles. using the Digital now framework of Inspect, Innovate, Integrate, Hugh Lee & Don Dea cover how senior executives in associations can successfully innovate. Tom Hood from the Maryland Association of CPAs is featured as a case study.
Federal employees are using mobile devices for work relatedDon Goldberg
Federal employees are increasingly using mobile devices for work purposes. A survey found over half of 200 federal IT workers now use mobile devices for work, and they reported that over half of non-IT colleagues also use them. The most popular mobile applications are email, project management tools, and social media, especially Facebook. In 2012, mobile devices will likely become the norm rather than exception in government agencies. Agencies will need to accommodate this trend through security and access, and it will impact government contractors seeking business with agencies. Companies will need to optimize their digital marketing for mobile to reach this audience.
Our ebook 'Communicating in a Crisis' explores how public relations was successfully used in the pandemic and features case studies from agency, in-house and public sector teams shortlisted in our 2021 Excellence Awards.
The survey found that email management has become more complex for organizations due to factors like mobility, BYOD, and the volume of emails sent from smart devices. It is a costly challenge as well, with larger companies having 6 or more employees dedicated to email management. While monitoring emails takes up over half of IT employees' time, tools for managing emails lack innovation and companies use multiple tools to manage emails on-premise primarily, though interest in cloud-based email solutions is growing.
- The document summarizes findings from a study on application performance and availability conducted between public and private sector employees. It finds that email and office applications are used daily by 94% of respondents and are most critical to their jobs. 70% of respondents have experienced an issue with a critical application at some point. While most (76%) are satisfied with the IT department's response time, 36% reported waiting at least one business day for some issues to be resolved.
The Internal Communication function has matured in recent years, and during this growth it has changed shape and taken on new roles and skills. What does this mean for internal communicators and their teams, and for organizations going forward? In this webinar Andrew Blacknell draws on his insight, recent research and case studies to help communicators understand how and why it has changed, and what the role might look like in the future. Andrew also talks with Elaine MacFarlane, VP, Global Internal Communications at GSK, to get a view of internal communications from inside GSK.
What you will take away:
- How Internal Communication is maturing as a function
- How the changing structure of organizational comms impacts IC
- The benefits of comms technology for IC strategies
- The importance of investing in line manager / leadership comms
- Defining benchmarks to measure IC success
This document provides an overview of One Global Economy's (OGE) digital inclusion programs and the goals of its impact evaluation. Key points:
- OGE addresses barriers to participation in the digital economy through providing internet access points, creating local language digital content on relevant topics, and offering digital literacy training.
- An impact evaluation was conducted in 4 countries to assess the long-term social impacts of OGE's programs and build internal monitoring capacity. Over 4,000 community members completed surveys.
- Preliminary findings show OGE's training and content have helped increase employment, with 35% of previously unemployed respondents now employed. 99% of content viewers took informed action. OGE's approach aims to create sustainable
The Chartered Institute of Public Relations (CIPR) has published its 2020 Annual Report, reflecting on a year like no other; shaped by the global pandemic, focused on supporting the profession and, ultimately, showing the resilience of the public relations community.
SolarWinds Application Performance End User Survey (Australia)SolarWinds
The proliferation of BYOD, cloud, SaaS and consumer technologies in the workplace have made the application the disruptive technology that will drive business IT into the coming decades. At the same time, the application delivery chain is becoming more complex to support as applications become more networked, virtualization drives IT infrastructure convergence and abstraction and end users become more mobile. These survey findings highlight the impact of application performance and availability on business end users, and their experiences with and expectations of IT when problems arise. Chief among the findings is that while the application is now the heart of businesses of all sizes and its performance is the lifeblood of success, IT continues to struggle to ensure its performance and availability.
CIPR's annual State of the Profession report has, for ten years, explored the trends, issues and challenges facing public relations. It is the largest and most statistically robust investigation of its kind. From skills and salaries to diversity and gender pay, State of the Profession delivers industry-leading data on every aspect of the PR profession.
This document summarizes the results of a global survey conducted by Accenture in November 2014 with 3,600 business professionals from 30 countries. Some key findings include:
- Nearly two-thirds of respondents said listening has become more difficult in today's digital workplace due to distractions like phone calls and meetings.
- Most respondents spend part of their workday multitasking, though over a third said distractions prevent them from doing their best work.
- Respondents saw on-the-job training as the most effective type of learning and valued soft skills like communication and adaptability in leaders.
- A majority believed technology enables easier leader-team communication but can also overextend leaders' availability and reduce focus
Thailand 4.0 : future of workforce and educaitonTas Chantree
This document discusses how education systems need to adapt to prepare students and the workforce for Industry 4.0. It recommends that education providers offer broader skill sets through interdisciplinary programs, close the IT skills gap, and provide new formats for continuous education such as online platforms and mobile apps to support lifelong learning. The example of Singapore's SkillsFuture program is given, which saw 126,000 people utilize credits for training in the first year, with the largest age group being those over 60 years old.
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
In a study carried out in July 2015, MWD Advisors' Angela Ashenden asked participants about the level of interest in – and adoption of – social collaboration technologies within their organisations. As well as exploring the things that had acted as drivers to those who’ve already taken their first steps with social collaboration, the survey aimed to compare the concerns of those who have not yet implemented the technology with the real-life challenges experienced by those who have.
A new study conducted jointly by Ipsos Public Affairs and the Center for Business Analytics in the McIntire School of Commerce at the University of Virginia shows that U.S. consumers are ambivalent about automation as they express both optimism and concern.
According to a survey on innovation:
- 88% of respondents said innovation is critical or important for community and business success.
- The most important factors to promote innovation are training/education (29%) and creative people (28%).
- Digital tools and the internet have most affected business/industry (46%) and education/training (23%) in terms of progress and innovation.
- The majority (52%) believe online degrees are a positive thing that should be expanded.
- The most limiting factor for Georgia to participate in the digital economy is lack of local community technical know-how (54%).
The Workplace Shift: How Can UC Improve the Way We Work?Avaya Inc.
Employee workstyles are changing rapidly, being pushed by the habits and expectations of Millennials (those born in 1980 and after). Indeed, 2/3 of Millennials are frustrated by the technology available to them at work, with 78% of them knowing that better communications can make a big difference to their success. Peruse this survey by BT and Avaya to learn what else workers want and need, communications-wise.
The CIPR's #PRinaPandemic specialist study of the public relations sector authoritatively explores the immediate impact of COVID-19 on the profession, and how it will develop, reflecting on a truly challenging year and what this has meant to those working in the profession.
This document discusses how advances in science and analytics can help organizations boost workforce performance through improved talent management practices. New insights into fields like neuroscience, psychology, sociology, and anthropology are revealing how human behavior and motivation work at a fundamental level. At the same time, the rise of big data is allowing organizations to analyze things like employee data to test hypotheses and determine which talent practices truly impact business results. As a result, HR professionals now have an opportunity to adopt a more scientific, evidence-based approach to talent management in order to significantly improve performance and business outcomes.
Presentation at ASAE10 Annual Meeting & Expo in Los Angeles. using the Digital now framework of Inspect, Innovate, Integrate, Hugh Lee & Don Dea cover how senior executives in associations can successfully innovate. Tom Hood from the Maryland Association of CPAs is featured as a case study.
Federal employees are using mobile devices for work relatedDon Goldberg
Federal employees are increasingly using mobile devices for work purposes. A survey found over half of 200 federal IT workers now use mobile devices for work, and they reported that over half of non-IT colleagues also use them. The most popular mobile applications are email, project management tools, and social media, especially Facebook. In 2012, mobile devices will likely become the norm rather than exception in government agencies. Agencies will need to accommodate this trend through security and access, and it will impact government contractors seeking business with agencies. Companies will need to optimize their digital marketing for mobile to reach this audience.
Our ebook 'Communicating in a Crisis' explores how public relations was successfully used in the pandemic and features case studies from agency, in-house and public sector teams shortlisted in our 2021 Excellence Awards.
The survey found that email management has become more complex for organizations due to factors like mobility, BYOD, and the volume of emails sent from smart devices. It is a costly challenge as well, with larger companies having 6 or more employees dedicated to email management. While monitoring emails takes up over half of IT employees' time, tools for managing emails lack innovation and companies use multiple tools to manage emails on-premise primarily, though interest in cloud-based email solutions is growing.
- The document summarizes findings from a study on application performance and availability conducted between public and private sector employees. It finds that email and office applications are used daily by 94% of respondents and are most critical to their jobs. 70% of respondents have experienced an issue with a critical application at some point. While most (76%) are satisfied with the IT department's response time, 36% reported waiting at least one business day for some issues to be resolved.
The Internal Communication function has matured in recent years, and during this growth it has changed shape and taken on new roles and skills. What does this mean for internal communicators and their teams, and for organizations going forward? In this webinar Andrew Blacknell draws on his insight, recent research and case studies to help communicators understand how and why it has changed, and what the role might look like in the future. Andrew also talks with Elaine MacFarlane, VP, Global Internal Communications at GSK, to get a view of internal communications from inside GSK.
What you will take away:
- How Internal Communication is maturing as a function
- How the changing structure of organizational comms impacts IC
- The benefits of comms technology for IC strategies
- The importance of investing in line manager / leadership comms
- Defining benchmarks to measure IC success
This document provides an overview of One Global Economy's (OGE) digital inclusion programs and the goals of its impact evaluation. Key points:
- OGE addresses barriers to participation in the digital economy through providing internet access points, creating local language digital content on relevant topics, and offering digital literacy training.
- An impact evaluation was conducted in 4 countries to assess the long-term social impacts of OGE's programs and build internal monitoring capacity. Over 4,000 community members completed surveys.
- Preliminary findings show OGE's training and content have helped increase employment, with 35% of previously unemployed respondents now employed. 99% of content viewers took informed action. OGE's approach aims to create sustainable
The Chartered Institute of Public Relations (CIPR) has published its 2020 Annual Report, reflecting on a year like no other; shaped by the global pandemic, focused on supporting the profession and, ultimately, showing the resilience of the public relations community.
SolarWinds Application Performance End User Survey (Australia)SolarWinds
The proliferation of BYOD, cloud, SaaS and consumer technologies in the workplace have made the application the disruptive technology that will drive business IT into the coming decades. At the same time, the application delivery chain is becoming more complex to support as applications become more networked, virtualization drives IT infrastructure convergence and abstraction and end users become more mobile. These survey findings highlight the impact of application performance and availability on business end users, and their experiences with and expectations of IT when problems arise. Chief among the findings is that while the application is now the heart of businesses of all sizes and its performance is the lifeblood of success, IT continues to struggle to ensure its performance and availability.
CIPR's annual State of the Profession report has, for ten years, explored the trends, issues and challenges facing public relations. It is the largest and most statistically robust investigation of its kind. From skills and salaries to diversity and gender pay, State of the Profession delivers industry-leading data on every aspect of the PR profession.
This document summarizes the results of a global survey conducted by Accenture in November 2014 with 3,600 business professionals from 30 countries. Some key findings include:
- Nearly two-thirds of respondents said listening has become more difficult in today's digital workplace due to distractions like phone calls and meetings.
- Most respondents spend part of their workday multitasking, though over a third said distractions prevent them from doing their best work.
- Respondents saw on-the-job training as the most effective type of learning and valued soft skills like communication and adaptability in leaders.
- A majority believed technology enables easier leader-team communication but can also overextend leaders' availability and reduce focus
Thailand 4.0 : future of workforce and educaitonTas Chantree
This document discusses how education systems need to adapt to prepare students and the workforce for Industry 4.0. It recommends that education providers offer broader skill sets through interdisciplinary programs, close the IT skills gap, and provide new formats for continuous education such as online platforms and mobile apps to support lifelong learning. The example of Singapore's SkillsFuture program is given, which saw 126,000 people utilize credits for training in the first year, with the largest age group being those over 60 years old.
Two major Fortune 500 employers have made headlines recently by announcing that they are eliminating or significantly reducing opportunities for their employees to work remotely. This new ebook authored by Linda Stuit is covering the topic of working remotely and what it means for employers and employees.
In a study carried out in July 2015, MWD Advisors' Angela Ashenden asked participants about the level of interest in – and adoption of – social collaboration technologies within their organisations. As well as exploring the things that had acted as drivers to those who’ve already taken their first steps with social collaboration, the survey aimed to compare the concerns of those who have not yet implemented the technology with the real-life challenges experienced by those who have.
Social media refers to websites and apps that allow users to share content quickly in real-time. While many think of social media as smartphone apps, it originally started on computers. Statistics show social media use has increased over time, with most business departments now using it. Social media provides both benefits and disadvantages to individuals, businesses, and society. It is important for businesses to have social media policies, procedures, communication, monitoring, and oversight in place to manage risks and encourage responsible use.
Social Media for Development: Transforming Society and GovernanceRichard Grimaldo
A 2-day seminar (Oct 29-30, 2018) on social media designed for government agencies who wanted to use social media as a development tool for governance. It is designed to introduce social media, its origin and various applications in the development context.
Held at DICT, ICT Literacy and Competency Development Bureau, UP Diliman, Quezon City
The document discusses social business and implementing social strategies within organizations. It defines social business as the deep integration of social media and social methodologies into an organization to drive business impact. Some key benefits identified include greater alignment with goals, improved collaboration and productivity, and faster access to information. The document provides frameworks and considerations for developing a social business plan and strategy, including addressing challenges, identifying opportunities, and measuring outcomes. It also examines lessons learned from organizations that have implemented social strategies, including the importance of executive support and aligning social initiatives with business needs.
In February of 2019, the Policy Lab (of the Digital Government Policy and Innovation branch) reported on the work they've been doing towards finalising an AI Ethics framework.
This document discusses the risks associated with organizational use of social media and the need to evaluate these risks as part of the audit process. It provides examples of social media risks including malware, data leakage, customer exposure, loss of content rights, and inadequate response to customer expectations. The document also discusses security risks like phishing attacks. It emphasizes that social media policies need to provide clear guidance to employees and be regularly updated. Key questions for organizations to consider include how mobile commerce and social media policies are integrated, monitored, and how information security measures apply to different data sensitivities.
This document provides information about Digital Vision, an initiative by Oxfam to support the adoption of digital technologies within its programs. It lists the aims of Digital Vision such as embedding digital approaches, sharing learning, and prioritizing inclusion. It also discusses some of the opportunities and risks of using digital tools, including faster communication but also challenges around exclusion and data security. The document emphasizes that digital should complement rather than replace existing work and that women's rights should be central.
This document discusses social media and collaborative technologies from an information management perspective. It provides an overview of why organizations use social media, including to integrate information and opinions from clients into the policymaking process. It also discusses the role of records and information management professionals in developing policies around social media use and ensuring important records from social media are retained. Some of the main challenges discussed include defining what constitutes a social media record and applying metadata and records retention schedules to unstructured social media content. Best practices for social media policies and examples of corporate social media sites are also presented.
The Socially Enabled Enterprise Research Findings BriefLeader Networks
The document summarizes the key findings of a 2013 research study on socially enabled enterprises. Some of the main findings include:
- Most organizations surveyed use at least 3 social platforms and see benefits like increased customer loyalty and stronger customer connections.
- Larger organizations are further along in becoming socially enabled.
- Common metrics for measuring social business are awareness, customer satisfaction, and share of voice.
- Insights from social platforms are increasingly being used for product development, customer care, and across departments.
- Over 50% of organizations report they currently are or will be a socially enabled enterprise within a year.
The millennial workforce is very comfortable communicating over social media. The millennial workforce is growing quickly. Gen-Y will form 75% of the workforce by 2025.
At the same time, customers seek information about products and services via social media. But this also raises privacy and security concerns in an organization. This could also have implications on data privacy.
The IT Dept. must form Social Media policies about the use of social media in the organization, in the interest of protecting the company’s intellectual property.
The session will provide guidelines on what CIOs and CISOs must consider for inclusion in their Social Media Governance and policies.
Key note speech at INTEROP Sri Lanka September 2013
http://digit.lk/event/interop-conference-colombo-2013/
The document presents a maturity model called "Crawl, Walk, Run, Fly" to help non-profits improve their use of social media and other emerging technologies. It describes four levels of practice: Crawl (not using or inconsistent use), Walk (using one tool but not strategically), Run (using tools strategically but needing to scale), and Fly (having mastered strategic and scaled use). Moving from level to level involves taking incremental steps to develop communications strategies, build internal capacity, engage audiences, and implement best practices for measurement and learning. The goal is for non-profits to continuously improve their ability to use digital tools to further their missions.
Nigel Wright Recruitment is a specialist recruitment firm founded in the UK in 1988. They have offices across Europe and focus on recruiting for the consumer sector. While social media provides opportunities to engage stakeholders and find candidates, it also presents risks if used as the primary recruitment method due to issues around diversity, transparency, discrimination and lack of control over branding. Recruitment firms continue to add value through intimate knowledge of the candidate pool and conducting robust evaluation processes that go beyond online profiles.
The Use of Social Media in Local AuthoritiesMark O'Toole
A presentation on the applications of Social Media (Web 2.0) tools in
Local Authorities.
Knowledge Management, Collaboration, Communications, openness and transparency
Fed ex / Ketchum Social Media Study Findings ReportMauricio Godoy
Findings and insights from the 2010 FedEx/Ketchum Social Media Benchmarking Study—a comprehensive exploration of how social media impacts today’s communications landscape. This document reflects the input of leaders from over 60 top global organizations across most major industries.
1) The study examined how Danish companies use social media for talent acquisition. It found that while social media use is widespread, the level of maturity is still low due to a lack of strategy, competencies, processes, and metrics.
2) The main benefits of social media for talent acquisition cited were access to a larger, better pool of candidates and cost savings. However, respondents underrated the relationship-building potential of social media.
3) Barriers to effective social media use included lack of time and a focus on job postings rather than relationship-building. The study recommends developing social media strategies, policies, competencies and expanding beyond LinkedIn to improve maturity.
Social media creates customer-centric businesses using web technologies. It builds brand awareness, increases visibility, expands communities, and improves search engine rankings. Companies need a social media strategy because it is an important marketing tool that is widely used by all age groups and can have a big impact on businesses. A strategy should align with business goals, be consistent across channels, and be honest and transparent. It is important to measure results and engage both reactively and proactively online.
The document outlines steps for developing a social media strategy. It discusses how the world has changed with the rise of social media and user participation. It then provides an overview of the current state of social business based on a survey of 140 companies. The document outlines baseline requirements, such as developing policies and guidelines, for preparing organizations internally for social media. It also discusses developing a social strategy through objectives like learning from customers and engaging in dialogue.
This document provides an overview of organizational development for using social media in government. It discusses moving from a vertical structure with a small social media team to a horizontal structure called a "Social Media Service Team" or "ComStar" that supports all departments. The ComStar works across departments to assess needs and manage social media strategies. It also discusses setting up an "X-Team" of internal and external stakeholders to help formulate early social media strategies. The document provides examples of methodologies and models for social media organization structure and strategy.
Ähnlich wie Social media impacts - Technology in Government Conference, Connected Gov stream (20)
Changing how agencies change - Embedding digital transformation in organisati...Craig Thomler
A personal presentation given to the Public Sector Officers Digital Transformation Summit on 20 April 2017, based on several eGovAU blog posts - '
What comes after digital transformation for government?' (http://egovau.blogspot.com.au/2016/02/what-comes-after-digital-transformation.html) and 'Ensuring that digital transformation delivers the right outcomes for Australia's Government' (http://egovau.blogspot.com.au/2016/12/ensuring-that-digital-transformation.html)
The document discusses how open source software is powering government and provides examples of governments using open source. It proposes having core government systems like accounting, human resources, and office suites available on a USB stick. It then gives examples of governments developing and using open source software including the UK and US sharing code, the Australian National Archives creating a digital preservation system called Xena, and the Indonesian and Australian governments co-developing a disaster impact software called InaSAFE.
Setting the scene: emergencies in social mediaCraig Thomler
This document provides an overview of Craig Thomler's presentation on social media and emergency communications. Some key points discussed include:
- Many emergencies now spread through social media channels first, so emergency responders must engage on these platforms. Ignoring social media is not an effective option.
- During emergencies, social media can be used to disseminate timely information, coordinate resources, monitor situations, and respond to public inquiries. Several case studies of emergencies where social media played an important role are presented.
- Organizations need to incorporate social media into their emergency planning, risk management, and crisis response procedures. This includes establishing social media channels in advance, developing monitoring and engagement strategies,
Craig Thomler discusses his experience with various government 2.0 projects in Australia from 1996 to present day, including PlayNOW (1996-2001), eGovAU, Budget 2014 resources on data.gov.au and smh.com.au, BudgetAus, analysis of the 2014 budget's effects on the public service, the OpenBudget project, and how to get government data through Delib Australia's website or by contacting Thomler directly.
Community engagement in planning - now and into the futureCraig Thomler
The document discusses current and future approaches to online community engagement and tools for public participation. It provides examples of using social media, interactive maps, games and augmented reality to facilitate conversations around urban planning and design. The presentation encourages the use of technology to better engage communities in discussions about their cities.
Crowdfunding: How to set up a campaign (from my personal experience)Craig Thomler
This is the presentation I gave at BarCamp Canberra 2014 about my experience setting up a crowdfunding campaign.
I launched my Kickstarter at the end of the presentation.
Learn more about it at: www.kickstarter.com/projects/socialmediaplanner/social-media-planner
Becoming Social - Social media records managementCraig Thomler
The document discusses the growing use of social media by Australian government agencies and the need to integrate record keeping into social media strategies. It notes that over 90% of Australian government agencies now use at least one social media channel, compared to 78% of ASX 200 companies. However, it warns that without proper records management, there is a risk of a "digital dark age" as data and records are already disappearing. It argues that any social media strategy should consider records management and include context, goals, audience, methodology, tools, guidelines, and content plan. Integrating record keeping will help with issues around collecting, retaining, discovering and providing context for social media interactions and user-generated content.
Social Government - Given at Social Business 2014Craig Thomler
The document discusses how governments in Australia have increasingly adopted social media over the past four years, with over 1,200 online consultations, 920 Twitter accounts, 120 blogs, 250 Facebook pages, and 300 mobile apps used across agencies. It notes that Australian government agencies now use social media more than ASX 200 companies and federal politicians, with over half of agencies using it for stakeholder engagement. The document provides advice for businesses on learning from how government uses social media, such as monitoring conversations, going mobile when appropriate, offering opportunities for influence, framing conversations carefully, and training staff while also encouraging community innovation and involvement.
Has government found its feet in social media?Craig Thomler
The document discusses the progress of government use of social media in Australia. It finds that while government use of social media has increased significantly over the past decade as more agencies and politicians create accounts, there are still challenges to address, such as organizational culture and skills. Overall, government social media use is improving but progress remains uneven across departments and more focus is needed on quality over just quantity of accounts.
The latest in Global Digital Government - RightClick 2013 presentation from C...Craig Thomler
This document discusses the increasing use of digital technologies and social media by governments around the world. It provides statistics showing that over 65% of Australians now use social media, and 73% of Australian government agencies and 77% of Australian politicians use social media. Many governments have Twitter accounts, Facebook pages, and YouTube channels. The use of open data portals and open government initiatives is also growing globally. While digital technologies are becoming mainstream, the focus should remain on using them in ways that improve relevance, simplicity, and ease of use for citizens.
The document summarizes Plan Melbourne, a large public consultation to help shape the future of Melbourne, Australia to 2050. Over 50,000 people participated through various channels like surveys, forums, social media and a website. Key findings included the importance of consistent messaging across multiple channels, continual evaluation to refine the approach, and the value of partnerships to help manage such a large initiative. Social media was highly effective at increasing reach and engagement. The consultation represented the largest in Victoria's history and provided valuable insights to help plan Melbourne's long term development.
Transparency in Government - Gov 2.0 and what it means for Science JournalistsCraig Thomler
The document discusses Government 2.0, which advocates for more participatory democracy through empowering citizens to participate in government decision making, making public data transparent and reusable, and supporting community-led initiatives. Government 2.0 is important for science journalism because it changes who funds, collects, analyzes and reports on scientific data and findings, as well as how scientific findings are published and inform policy. Over 281 open data catalogs have been released in the last four years worldwide and 59 countries have joined the Open Government Partnership, showing Government 2.0 is a global movement not bound to any particular ideology.
The document discusses the rise of social media use in Australian government, with over 73% of agencies now using social media for official purposes. It explores how the concepts of open government are expanding through Gov 2.0 initiatives that empower citizens to participate more directly in decision-making. Gov 2.0 represents a shift towards creating a more participatory relationship between governments and citizens through the use of digital technologies and open data.
This document discusses open government in Australia. It defines open government as citizens having the rights to access government documents and proceedings, and to have their views considered in decision making. Open government has expanded to include access to open government data and expecting open systems across agencies. Citizens are now seen as active participants rather than passive subjects. Open government is achieved through Government 2.0, which uses digital technologies to empower citizens and open data. In Australia, over 70% of government agencies use social media, running consultations, publishing data and apps to engage citizens. Open government allows the government to take on new roles as a media platform, convenor and to crowdsource.
The document discusses the shift from Government 1.0 to Government 2.0, enabled by digital technologies and social media. Government 2.0 aims to empower citizens to participate in decision-making and access public data. It notes that over 70% of Australian government agencies now use social media for official purposes, primarily for stakeholder engagement. Examples of Government 2.0 initiatives in Australia include thousands of online consultations, hundreds of government Twitter accounts and Facebook pages, and crowdsourcing competitions. However, social media does not replace all existing approaches and does not work for all audiences or issues. Managing risks is also important.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
spot a liar (Haiqa 146).pptx Technical writhing and presentation skills
Social media impacts - Technology in Government Conference, Connected Gov stream
1. Social media impacts
on ICT teams
Craig Thomler
Gov 2.0 Advocate
Managing Director
Delib Australia
When agency business areas start officially using
social media what does it mean for their ICT
teams?
Connected Government
25 July 2013
2. Source: Sensis Social Media Report 2013
95%
89%
86%
84%
60%
84%
97%
98%
98%
100%
82%
91%
86%
ACT
VIC
NSW
QLD
65+ yrs
50-64yrs
40-49yrs
30-39yrs
20-29yrs
14-19yrs
Female
Male
Total
Australian internet use - 2013
5. “We don‟t have a choice on
whether we DO social media,
the question is
how well we DO it.”
- Erik Qualman
6. “The use of Web 2.0 is now
commonplace in APS agencies.
There are hundreds of government social media sites, including Twitter
accounts, Facebook pages and YouTube channels.
Web 2.0 approaches are regularly used in policy development opportunities and
many Australian Government datasets are included on data.gov.au
with more being added regularly.”
- APS State of the Service Report 2011-12
Source: APS State of the Service Report 2011-12
What about Australian Government?
7. What about government?
Australian public
Use internet: 86%
Use social media: 65%
Australian Government
official use of social media
Agencies: 73%
Politicians: 77%
Sources: Sensis 2013, eGovAU 2012-13
8. Twitter use – all levels of Australian governments
Sources: eGovAU 2011-13
888 accounts in
July 2013
9. Answer Share
For stakeholder engagement or collaboration 54.24%
Operating an information campaign 42.37%
Responding to customer enquiries/comments/complaints 42.37%
For engaging with journalists and media outlets 40.68%
For engagement or collaboration with other government agencies 40.68%
Monitoring citizen, stakeholder and/or lobbyist views and activities 28.81%
For a public consultation process 27.12%
For a stakeholder or other restricted access consultation 22.03%
Other type of activity (i.e. recruitment, crowdsourcing, staff) 18.64%
For policy or services co-design 11.86%
How the Australian Government uses social media
Sources: eGovAU FOI request 2012
10. HOWEVER:
• Only 8% of Australian Public Servants
reported having full social media access
• Only 28% of Australian Public Servants
reported having some social media access
• Of those (36%), 46% reported using social
media for work purposes.
• 70% of these said it helped them carry out
their work more effectively
(26% were neutral, 4% disagreed).
Source: APS State of the Service Report 2011-12
11. In other words
73% of Australian Government agencies
officially use social media
36% of APS staff report some social media
access at work
However 88% of agencies reported having some
guidelines for staff social media use and 41%
reported providing training.
Source: APS State of the Service Report 2011-12
13. Why? Some of the reasons given…
1. Our staff might spend all day on social media.
2. Staff could breach privacy/confidentiality/security
by providing details they shouldn’t online.
3. Staff might behave inappropriately online.
4. People could hack the agency.
5. We don’t believe social media helps our staff do
their jobs.
6. We have insufficient bandwidth for social media.
14. All are relatively easily addressed
1. Management issue – put guidance in place.
2. Management issue – put guidance in place.
3. Management issue – put guidance in place.
4. Reference experience of other agencies and test.
5. Evidence indicates social media has value in many
cases.
6. Business should justify value of social media with
ICT’s help and source additional funding.
15. Risks of blocking social media
• Loss of intelligence
Staff can’t directly monitor customer, stakeholder,
lobbyist conversations occurring on social channels.
• Loss of response capability
Agency cannot respond quickly where appropriate
online to correct misinformation or provide support.
• Loss of respect
Agency is seen as old-fashioned and out-of-touch, losing
respect and ability to influence audiences to meet goals.
• Lack of experience
Staff don’t gain experience using social media, placing the
agency at a larger disadvantage in using social in future.
16. Risks of blocking social media
• Difficulty meeting some agency goals
Some agency goals may now require that staff
access and interact with audiences via social media.
• Difficulties with Minister‟s office
The Minister’s office may expect social media access and
expect agency to use social media to meet their directives.
• Difficulty recruiting good people
An agency that blocks social media will increasingly not
be considered a good workplace by younger workers.
• Reduction in service capability
Staff who can’t see what the agency publishes via social
media cannot engage effectively with a public who can.
17. Where does an organisation‟s ICT team fit in?
Develop and manage the
organisational social media presence
Have no role in the organisational
social media presence
18. Choose an ICT stance
Leader
Proactively leads the organisation on selecting appropriate
social media channels and operating them
Observer
Remotely monitors what business areas are doing and
steps in to advise if a line is crossed
Supporter
Supports business to achieve its goals through social
media, but allows business to lead approach
19. Stance affects involvement in social media „roles‟
• Access (bandwidth/security/support)
• Monitoring (tracking/reporting)
• Development (custom & web/apps integration)
• Use (acct. creation, operation & management)
• Support (responding to business needs)
• Technical mgmt (servers/systems)
20. Indicative ICT stance: LEADER
Access
Monitoring
Use
Development
Support
Technical Mgmt
ICT Business
21. Indicative ICT stance: OBSERVER
Access
Monitoring
Use
Development
Support
Technical Mgmt
ICT Business
22. Indicative ICT stance: SUPPORTER
Access
Monitoring
Use
Development
Support
Technical Mgmt
ICT Business
23. SUPPORTER approach
Area ICT role Business role
Access Facilitates and manages
access.
Develops staff usage policies
and strategies.
Monitoring Provides input into monitoring
approaches, manages hosted
monitoring.
Investigates, selects and
manages monitoring.
Use Provides input into management
tools.
Manages day-to-day operations
of social accounts.
Development Integrates social into websites &
intranet.
Provides requirements and
guidance.
Support Supports self-hosted services. Supports use and monitoring.
Technical mgmt Manages self-hosted services. Works with third parties to
manage externally hosted
services.
24. Aligning expectations, goals and outcomes
• Clarify ICT’s role in the organisation’s social
media presence – leader, supporter or observer.
• Identify how social media can help meet specific
agency goals (monitoring, communication,
engagement, collaboration, delivery).
• Ensure staff guidance is in place – social media
policy and training (Human Resources), legal
framework (Legal), engagement strategy
(Communications/Engagement).
• Ensure necessary skills are available.
25. How does ICT benefit from social media?
• Knowledge sharing
Staff accessing ICT support forums and groups for
sharing programming tips and tricks, resources and tools.
• Solution sourcing
Finding programs and code that can aid in solving
agency problems, sharing of code across agencies.
• Recruitment
Identifying and attracting top ICT talent, as well as demonstrating
the talent of the team to attract good candidates to apply.
• Early warning
Of emerging security threats and issues.
26. The real social media risks
• Resourcing
Lack of skills/bodies to implement/manage platforms.
• Data control
Who controls the data, how can the agency retain
a copy and minimise misuse by third parties?
• Platform control
If an agency has invested years in building a following
on a platform due to its features, what happens if the
platform removes those features?
• System integration
How much can and should you integrate social media into
core agency systems – and what are the potential impacts?
27. Resourcing social media
Unless ICT is taking a leadership role, most resourcing is needed
in business areas.
What experience and skills are useful for an ICT team?
• Experience using social media – if your team doesn’t use a
platform it’s harder for them to provide expert advice about it.
• Agile methodology – social media is iterative, not waterfall.
• API design and use – many social tools use APIs to integrate.
• Experience with open source platforms – increasingly used.
• Social analytics – what and how to monitor social media from
a technical standpoint.
28. Social media ICT strategy: share, buy, build
Share
‘Build on the shoulders of giants’ by reusing
the hard work of other agencies or open source.
Build
Consider building as a last resort if you have
legitimate unique requirements or must control the code.
Buy
Companies invest many years and dollars into developing
robust solutions – why should gov invest time & money?
29. Eliminating risk is not
practical, and so the public
sector needs to manage risk by
engaging with it.
Additionally, acceptance of manageable risk is a necessary element of
innovation.
When managers do something new, when they work out a better way to
deliver a service to the public, or develop a new policy option, it will involve
risk. Something untried always will.
But, within the right risk framework, this is precisely the innovation we want
to foster in the public sector—it is the approach that will drive performance
and better outcomes.
- Assistant Treasurer David Bradbury
ICT teams must engage with risk
Source: ParlInfo – BILLS : Public Governance, Performance and Accountability Bill 2013