As part of our work helping USDA’s Economic Research Service (ERS) re-brand itself to attract top-notch professionals, Mind & Media conducted a focused research and analysis effort resulting in a recruitment branding report. The report included:

A general review of industry best practices in recruiting,

• An overview of competing agencies’ recruiting websites,
• An analysis of the current ERS recruitment approach,
• Recommended changes to enhance the ERS recruitment program, and
• The recommended content and approach for a conference take-away tool.

I was so glad we were able to take this step for ERS before developing the recruiting tool for them. Often government agencies go to contractors just wanting something made up quickly to meet an immediate need. Without the time spent determining the audience’s needs, organization’s value proposition, and key messages, a recruiting product is unlikely to succeed.

The report we created for ERS led to development of an excellent recruiting tool (see it here http://dev.mindandmedia.com/usda/tool/start_here.html). But the report will also guide development of other recruiting and marketing efforts at ERS, as well as help internal stakeholders better understand the key benefits of working at ERS and how to convey them to prospects.

The research and analysis effort was not lengthy, but the impact was dramatic. Just another example of how spending some “mind” time up front can make the “media” part at the end so much more effective.

It’s a bit of a chicken and egg question but some of our blog posts in the past have hinted at the fact that Web 2.0 brings with it not only a change in technology but also a profound change in culture, particularly in the ways that Web 2.0 users are used to doing things.

To buttress this point, I came across an interesting blog post on the confluence of technology, culture and giving and it’s worth bringing it to your attention.  In his post, Peter Dunn points out that the Red Cross has found the right technology (phone texting), for the right purpose (fast fundraising), aimed at the right generation (Gen Y, a group of users who “average 740 texts per month”).

As he points out:

“…often times, charities aren’t meeting the “needs” of those it asks from. No one writes checks, and even online giving isn’t doing the job for Gen Y. The fast-paced, multi-tasking nature of Gen Y often is a hindrance when it comes to charitable giving.

The Red Cross figured it out (or at least I’m giving it credit for figuring it out). It is allowing mobile phone users to simply text the word “Haiti” to 90999. By doing this, it has cracked the code to Gen Y giving.”

I don’t know about the accuracy of the “no one writes checks” statement or whether Gen Y members feel that it’s a hindrance to give online or not but I strongly agree with the underlying meaning of the statement and the overall post.  Gen Y, or more accurately, Web 2.0 users, are used to doing things differently.  Driven by their use of technology first, they expect to be able to get things done online via their computers or increasingly, via their mobile devices.  They want to do things fast, with a minimum of steps and they are used to doing several things at once, with various devices.

I would add that what Web 2.0 has enabled in this case – giving users the ability to help via their cell phones by making a charitable contribution via texting – is not the end of the story in Haiti—or in this case, the beginning.  Most of the reports of the tragedy first surfaced via Twitter and social networks such as Facebook, as most other forms of communication in the country were wiped out in the earthquake.  As reported by James Morgan of BBC News, these social networks were then used very effectively to raise record sums in record time by non-profits helping in Haiti.

It is the confluence of users, their behaviors (and expectations) plus the technology that is giving rise to a completely new way of doing things…the Web 2.0 way.

In the fourth of four social media webinars I’ve been following being given by Matrix Group International, I learned some great tips for “Measuring the Return on Investment of Social Media for Business.” CEO Joanna Pineda and her staff reviewed common ways of measuring ROI on traditional marketing campaigns, but noted that 84% of programs that use social media don’t measure ROI (per Mzinga and Babson Executive Education, August 2009).  There ARE ways to set goals for social media campaigns to determine ROI. The webinar had some great tips regarding what one can track and how.

Quantitative numbers you can track include traffic to your website as well as number of:

Mentions of your organization across the Web (web, blogs, Facebook, Twitter)

• @ mentions and RT (retweets) on Twitter
• Facebook and Twitter followers
• Comments on your blog
• Comments from your organization’s members or feedback from customers
• Subscribers to your RSS feed
• Opt-in e-mail addresses

You can also track hard returns like direct sales, donations, new members, and event registrations. Regarding the how, the presenters were big on Google Analytics, as well as usage reports, marketing codes, URL tracking, and alerts (Google, Twitter, Facebook, RTs and @mentions, blog mentions). The webinar ended with several illuminating case studies and Q&A. See the Matrix Group International, Inc. website to learn about upcoming webinars and events.

Image courtesy: vechtrack.com

I’ve been reading trickles of information regarding Adobe’s new lightweight application, Adobe AIR, that holds some serious promise for anyone interested in interactive storytelling.  I first heard rumors about it being installed and integrated in all multimedia devices starting next year.

In reading up on its various capabilities (of which there are many interesting ones) I came across the promotion for AVATAR.  Built with Adobe Air, the AVATAR trailer is actually an application that I install on my desktop.  Yes, the bulk of it is a three-minute movie trailer streamed via the web, but this trailer has a number of “hot spots” that over the course of the promotion were updated with ancillary content such as character back story, actor interviews, and production designs.

This got me thinking about how this non-linear approach to storytelling could be applied around the web.  As media and news becomes more of a conversation between author and audience, I could see a single, focused story grow many branches with an application like Adobe AIR, as users contribute their feedback.  Think of it like something akin to Amazon.com’s user-generated reviews, except that instead of text there are webcams and personal stories.  Additionally, you can program YouTube and Twitter feeds that populate the application on your desktop.  As AIR gets embedded in more devices in 2010 it will be interesting to see what other types of interactive applications are built.  You can download the AVATAR application here.

Image courtesy of Adobe.com.

The current economic atmosphere is one of fear and loss of control, and in such an atmosphere, productivity can suffer. But even in the face of communication budget and staff cuts, companies have the power to ensure that employees feel enabled and empowered. Robin McCasland, a director for Buck Consultants, said in a recent press release, “Communicating for optimal employee engagement is always a timely topic, but even more so during challenging economic times.” She continues, citing a recent poll, “Our results represent opportunities for communicators to have greater influence in delivering messages that encourage employees to remain productive, and to understand how their work contributes toward achieving business priorities.”

Companies can use a variety of social media tools to easily and inexpensively engage their employees in dialogue, including:

• Company blogs
• Podcasts and videocasts
• Internal social networks
• RSS feeds

Yet, 56% of top executives surveyed do not participate in internal and social media at this time. This begs the question; how do you engage your employees?

One of my guilty pleasures is watching “Hell’s Kitchen” because this reality-TV train wreck combines my two passions: competition and food. Each contestant has to survive not only as an individual but as a member of a team to win the Grand Prize. Advancing through each round depends on whether your team can communicate, cooperate and collaborate during the assigned challenges. If you can see past the personal attacks and backstabbing, (I mean that figuratively since the image of Chef Ramsey always has him holding a knife), each challenge can offer valuable examples of group communication that lead to winning ways.

In a recent episode, the challenge was to prepare a special dinner honoring a Marine sergeant returning from Iraq. Chef Ramsey selected a representative from each team to discuss the menu with the sergeant’s wife. Robert represented the Blue Team; Suzanne the Red. Both reps met with the client at the same time, so each heard the same things in terms of her wishes and her husband’s tastes.

Robert communicated everything the client said about the menu and the sergeant’s background to his Blue Team members and allowed them to share their ideas. After their brainstorming meeting, each team member started working on his assigned dish. Suzanne used a different strategy with her Red Team members, dictating the menu, assigning cooks to each dish, and giving specific instructions on how each dish should be prepared. When her teammates asked for more information about the guest of honor, she gave short answers and dismissed them. She assumed the role of the dreaded ‘Information Hoarder’.

When it came time to present their dishes, it was apparent which team had the advantage. Each chef from the Blue Team presented his dish with confidence and enthusiasm. Each chef collaborated with the menu and was able to relate to the client and discuss and defend his or her choices. The Red Team was not as prepared. Their dishes were good, but they presented them like rookie waiters, very uncertainly and unappealingly. The client was impressed with how the Blue Team seemed to know her husband’s favorites, and selected their menu. The dinner went very well for the Blue Team and more importantly, impressed Chef Ramsey.

The lesson here is that great teamwork involves open and free flowing communication. The sharing of all available information, gives each member the opportunity to make valuable contributions to the team, strengthening their commitment to the effort. It makes collaboration so much easier and empowers each member to produce to their best work. And getting their best work is why the client chose the winning team.

Photo courtesy of Fox Broadcasting

Do you know a parent who is always criticizing his child, yet complains of not having a good relationship with that child? Or a boss who nitpicks her employees and wonders why productivity is so low? It is one of my fears that I would become that parent or that boss and it is this fear that led me to read “Whale Done” by Ken Blanchard one lazy summer afternoon. The title refers to the positive-reinforcement method used to train Sea World’s killer whales, known for their  acrobatic leaps and bounds.

Blanchard contrasts the “Whale Done” approach with what he calls the traditional “GOTcha” approach used by many managers. Under “GOTcha,” managers’ primary focus is catching their employees doing something wrong. Under the “Whale Done” approach, managers focus on praising employees for work that was well done and redirecting negative behavior in an attempt to change the environment of the workplace. By redirecting, the poor behavior is ignored and the employee’s energy is redirected onto another task that can set up a positive response. It is important to note that the praise must be genuine because your employees can tell when you are being insincere. A manager who recognizes his/her employees’ efforts, builds trust, accentuates the positive, and redirects when need be helps eliminate negative interactions and poor performance.

Based on the simple fact that when people feel good about themselves they produce better results, the “Whale Done” approach allows you to change your environment by first changing your communication toward your employees. As you change to a praise-oriented management approach, your employees will change in response, resulting in a cascading effect. So ask yourself, “What type of environment do I want to create around myself; one centered on criticism or praise?” While it is easy to wish for change in your workplace, it is important to recognize that change must start somewhere, and what better place than to start than with yourself? For more information on this change in communication, visit Blanchard’s website at http://www.kenblanchard.com/.