moving from traditional marketing and public relations to

Moving from Traditional Marketing and Public Relations to Agile Digital Communications

MODULE #7

How to build a digital communications team in a 24/7 news and media cycle

Getting StartedThis seventh module focuses on true transformation. Now it’s time to move the digital dial from traditional communications to citizen-first mobile communications. In this module you will discover how your team is your greatest asset even if all are not up to speed on all aspects of digital marketing. Many job descriptions are out-of-date and overlap and inefficiencies are evident as staff struggle with the changing digital landscape. Begin this module by watching the welcome video. You will then be directed to the core module tutorial video. I have provided a number of alternative ways to consume this content. So, you can read the transcript, listen to the audio or flick through the PowerPoint slides. A module handbook along with relevant resources are provided to help you bring transformation into your organisation. I have also provided a case study available as a video, audio file and essay. Finally, there is a checklist to ensure you have completed all learning and are all set to move onto module #8. On successful completion of this module you will be sent your CPD certificate.

Module Aim:The aim of this module is to give you clarity on how transformation can happen within your organisation and how to bring leaders and colleagues with you.

2

Module Description:Many public sector PR and marketing pros have embraced digital communications, but how do you transform a whole department or organisation? I’ll tackle this challenge in this chapter. Being able to pivot so that your traditional communications is agile and fluid in the Digital Age is not just advantageous, it’s absolutely necessary.

Learning Outcomes:

Merging old traditions and new technologies to achieve transformation7.1

3

Learning Resources:

Welcome video [Setting expectations: learner input + learning outcomes]

Public Sector Marketing Pros Forum

60-minute video tutorial

PowerPoint presentation

Transcript of video tutorial

Audio of video tutorial

Module handbook

Case study video

Case study essay

Module #7 Checklist

JSB Office Hours [60-minute live Q&A]

CPD Certificate on completion

Case study audio

Scaling digital skills7.2

Organisation-wide KPIs (key performance indicators)7.3

The role of internal communications in transformation7.4

New roles and responsibilities7.5

New work practices7.6

Systems and processes7.7

4

7.1 Merging old traditions and new technologies to achieve transformation

"Digital transformation relating to communications in our organisation is simply about merging old

traditions and new technologies."

The craft of public relations has never been so important. The battle to convince, convert and converse is becoming increasingly difficult as we battle content overload, fake news and a fragmented Internet. What happens if a Tweet causes a social media storm and hours pass before you’re alerted? What happens if your social share of voice on a critical issue is losing ground faster than you can say digital transformation? Well, quite simply, if you are ignoring the speed of digital conversations, you’ll be chasing the crisis on the back foot. There is also no room for the argument that ‘social media is not relevant for our organisation’. The time for that excuse has passed. Fear paralyses progress, so in this module, my aim is to help you, your senior leaders and your organisation overcome any crisis of confidence to create an agile and responsive digital communications department, no matter how large or small your organisation is. Let’s be honest, transformation takes time. Transformation requires buy-in from everyone involved. Transformation costs money. But transformation only happens when mindsets shift and work practices evolve. But the rewards of transformation are greater than the effort, so be prepared to stick with the pain of change. To simplify digital transformation in your mind, consider this mantra.

5


Consider your press team. Their expertise has never been more important. But they need to fully embrace Twitter as their digital newsroom, and implement SEO tactics in their PR campaigns for greater reach and digital authority. Consider your marketing team. Their expertise has never been more important. Brand building and engagement is the sweet spot of digital. Marrying your organisations needs with those of citizens should be their digital focus. Consider your senior leadership. Their expertise has never been more important. The ability to remain relevant, being decisive in the fact of disruption, motivating a team and taking action is required. Senior leaders that leave their personal bias at home will steer your organisation through any transformation turbulence. Leaders with 'digital snobbery' will hurt their organisations beyond repair. Technology combined with the social web provides you with the ability to scale and target messages with a few taps, packaged with a story and monitored for response. The speed of conversation has increased but so has our ability to be responsive because of software as a service and the broad range of social networks. So, we are simply merging old traditions with new technologies to serve a demanding citizen who expects information and answers through their smartphone. This is our first step into transformation and it is a mindset shift. Change happens but normal business continues. When embarking on a new path, the day-to-day operations won’t stop and so it can be challenging to find the time and even mental bandwidth and tenacity to keep the wheels of change in motion. But if you are not evolving your communications function, you are slipping down the hill into a place that will feel like 1999, such is the speed of digital change right now.

6


Let me point out that the team that you have right now, probably are instinctive communicators, experienced marketers and intuitive to the needs of your Government department, public sector agency, law enforcement agency or political party. So, let’s not fire the team! Your team are going to be the driving force, the shoulders to the wheel, the heart and soul of transformation, so the first task is to empower them to be the change you want to see in your organisation. Digital disruption will feel like a tornado if you ignore its inevitability. I’ve set the scene of how to approach transformation, but let’s talk about changing world around us. The news cycle is no longer controlled by top of the hour bulletins or print deadlines. Always-on media is being driven by the smartphone revolution and the incessant desire for ‘right-now’ information satisfaction. The combined challenge to serve a 24/7 media and public requires a shared communications service with shared objectives. The insatiable attraction of six figure numbers means that we have lost a sense of tracking real individuals while ensuring we are having meaningful conversations. The vastness of the communication manager’s remit today is daunting. In fact, there are roles in this discipline that didn’t exist even five years ago and I predict there are new positions that The tactics involved in digital public relations are relatively similar to those of traditional.Building relationships and securing placements are at the forefront of this digital arm, however, digital PR has the added benefit of impacting SEO and link building across the web. These measurable, digital tactics provide tangible results and insight. Another key differentiator of digital PR is the able to build connections with bloggers and influencers, who are key players in the digital space.

7


The case for a Digital Communications Department In order to make a case for an agile digital communications department you might want to have a discussion with your team on the points below.

Citizens are information obsessed, interacting with their smartphones 200 times per day in 76-second bursts called micro-moments.Public interest messaging is more demanding in the digital age as citizens expect real-time information across web and social.Content is now a commodity, owned by the creators of it. Government and public sector organisations have to prove their authority by having a constant flow of content to meet citizen needs.Trust and transparency are the true currency of digital age communications. If you are now publishing content in line with public expectation you are in danger of losing trust.News is always on: the free availability of WiFi, the democratisation of the Internet, the explosion of social media use and the smartphone have revolutionized.Over 50% of news consumption in many European countries is on social media.Over 70% of people get their news on their smartphone.During the 2008-2016 European recession there was a 21% decline in news circulation which was filled by PR firms and the growing phenomenon of influencers.News is becoming more niche and the in the hands of more creators.News is being consumed in multiple formats for specific channels.

Responding to the communications revolution When you set out on your transformation journey and endeavour to reform staff work practices, communications team structure while introducing new systems - all to remain relevant in the Digital Age - you will need a plan. Very often most of what you need exists, but it’s about taking time and people with you. Organisations that don’t embrace change face being outmanoeuvred by their tech and digital-savvy public sector peers.

Marketers agree that marketing has changed more in the past two years that it has in the past 50.

8

Document what has changed for your organisation in the past two years because of digital disruption. This could be a useful conversation to have with your peers and senior management at work. Discuss and document the following:

Task 7a

1) How has citizen engagement changed for your organisation in terms of their expectations and behavior? Are they contacting you via Twitter, have inbound calls reduced? Are they getting their information from other sources?

2) How has your organisation embraced digital transformation so far? Have you launched new social media channels? Have you re-designed your website with citizens in mind? Have you launched new digital and social strategies and tactics, have you increased your digital team?


9

7.2 Scaling digital skills

I’ve taken a step back with you in order to help you assess what you need and how you should approach revitalising your traditional communications department into an agile, pro-active and social responsive function. In the rest of this module I will map out the actions to enable transformation, suffice to say, the detail of each step should be customised to your own organisation’s needs. Digital is everyone’s responsibility. In-sourcing digital If digital is everyone’s responsibility in your organisation, then you need to scale digital education and skills. If social media and content creation is left to the communications or marketing manager then true transformation will never happen. Out-sourcing digital is a stop-gap but it will prolong your transformation period as you fail to accept that digital skills in the 2020s is much like ECDL in the 19080s. So, the very first step is to audit the skillset available within your marketing and PR department. It is likely that you already have social media managers, a website manager and digital content creators that operate in isolation of or alongside traditional marketing, press, media and internal communications roles and alongside external digital agencies. Let’s face it, all of these roles are communications roles and you might argue with me as to why I separate them. In my experience, many public sector bodies still have segregated roles dividing old and new media, while many others, have just hired a social media manager and layered that over a traditional communications role. My approach is somewhat different. But before we can go into the structure and work practices you need to identify the current skillset within your department or organisation. I have developed a training model for public sector organisations in order to scale the knowledge internally and truly deliver digital first communications.

10


Public Sector Digital Skills Academy Model

Figure 7.1 Scaling knowledge by building an internal digital skills academy

11


How the model works:

Digital Skills Audit: A digital skills audit is undertaken amongst all communications staff to establish the level of knowledge and expertise in-house.

Digital Skills Quiz: During this process it’s also important to Identify the depth of knowledge in certain digital marketing disciplines. As part of the audit, a digital skills quiz should be developed.

Peer-to-peer learning: A model of peer-to-peer learning should be developed in-house to help scale knowledge within the organisation as you realise that digital is everyone’s responsibility.

Internal digital skills academy: To digital-proof your organisation, an internal digital skills academy would serve you well with ongoing continuing professional development (CPD) accredited training.

In-house events: Digital marketing and social media seminars, conferences or bootcamps twice a year will ensure that the digital agenda is prioritised within the organisation.

Regular meetings: Holding regular social media, digital transformation and editorial meetings will ensure that everyone involved in a project understands the role of digital. It is also important that digital is not simply pushed over to a digital manager and glossed over in meetings.

Learning materials: Within the Digital Skills Academy there should be updated and live policies, procedures, tutorial videos and templates which staff members can access.

Recognition of learning: When CPD modules are completed by staff members, this professional learning should be recognised in some way by senior management and should go towards promotional opportunities.

Conduct a digital skills audit within your organisation using my template digital skills audit questionnaire. This can be downloaded from the Learning Hub.

Task 7b

12

7.3 Organisation-wide KPIs (key performance indicators)

When you are certain of the skills gaps and how to fill those vacuums, you need to set shared key performance indicators for your communications department. Up to now, many departments within public sector organisations work independently of each other. This means that each department had their own KPIs and while every element of work has a communications remit, the measurement of results did not always include a full cross-departmental report.

Press teams provide press release output, media monitoring results and advertising value equivalent (AVE) metrics.Internal communications teams provide updates on staff engagement, Intranet statistics and internal social network metrics, such as Yammer.Social media teams provide reach, engagement and channel growth reports.Marketing teams provide campaign analysis and traditional advertising data.Website managers provide analytics based on user sessions, most searched terms, most visited page/s, time on site, bounce rate, goals and conversions.

This structure of reporting doesn’t cut it anymore. It is fragmented and does not join up the dots in a world where clicks and shares and likes and comments and opens and downloads reflect the actions of possibly one person, but we are taking these massive top-level metrics as success. The question is, do we really know what each means? Share KPIs will ensure that the communications objectives of the organisation are prioritised while also serving the public in the world of fast-moving digital communications. As an example, let’s say that one key objective for a police force (this can apply to any Government department or agency) over a 12-month period is to build up trust among the public after a series of internal crises which dominated media headlines for a period of three months. A structured and sustained effort to engage in digital storytelling supported by traditional PR and marketing activities should be developed. For this example, I set out the activities and associated KPIs that might apply to this entire project.

13

7.3 Organisation-wide KPIs (key performance indicators)

EXAMPLE

Citizen survey: Results of public trust research.

Public relations: Positive media mentions and interviews (radio, TV, print,

online) and trust marketing PR output.

Marketing: Trust marketing campaign output and specific results.

Website: Site keyword search analysis.

Social media: Cross-channel sentiment analysis.

Email marketing: Sign-ups to new citizen e-zine.

Internal communications: Communications team

meetings, priorities pursued and achieved.

List how traditional and digital communications was used in a recent campaign in your department or organisation. You can use the example above for inspiration.

Task 7c

14

7.4 The role of internal communications in transformation

You will need to look at your internal communications structure among all communications disciplines. Do they only meet when they need to? Do they have defined shared KPIs? Do they delegate among heads of department? How is work prioritised and who has the power to decide what is done and when? If there is internal strife around tasks and projects, this will filter out and negatively impact your external communications. Streamlined communications among heads of department is vital along with a shared understanding of each other’s work and team dynamic. When you try to reform your communications function it will require workshops to identify synergies, fragmented work practices and opportunities for efficiencies.

Document how you see internal communications supporting digital transformation in your organisation.

Task 7d

15

7.5 New roles and responsibilities

Many job descriptions are out of date. They simply do not take into account digital communications tasks (whether they are being done or not). Here is a list of job functions that you would find in an agile digital communications department. The size of the department or organisation will dictate the scale of the skills you have. Of course, some of these tasks may be done by more than one person.

1) List the digital job roles in your organisaton right now – you may choose from the list above or indeed add any of your own.

Task 7e

Social media managementCommunity management Digital content creatorEditorial managementAnalytics managementEmail marketingSocial listeningSocial media crisis managementDigital design (web, social, email)Video creation

Video editingBloggingFunnel development and managementCRM managementSocial customer serviceWeb customer serviceSearch engine optimizationSearch advertisingSocial media advertisingDigital PR

Very often there are digital agencies undertaking tasks which need to be taken into account.

16

7.5 New roles and responsibilities

Task 7e continued...

2) List the digital job roles that you would like to have if budget allowed and write a one-paragraph business case for this new role.

17

7.6 New work practices

When job descriptions are updated and digital communications roles divided among your team (existing and/or new), it is then time to understand new work flows. Very often I see overlap or worse, gaps in digital communications when people step back from seemingly mundane tasks. It’s important to note that the smallest of digital tasks, are usually very important. Take for example, tagging your blog posts on your website. It seems not that important, but post tags are used for granular classifications. Think of them like a book’s index, tags should help visitors find information that your blog often covers. In order to understand the remit of all team members, it’s useful to start a project or campaign that everyone with a communications role has an involvement in. This can be your test or benchmark project to test your work flows. Below I set out an example of how multiple communications functions are required to deliver a successful public sector campaign.

18

7.6 New work practices

Task 7f

Outline how one core area of work has changed in the past two years. This could be moving from manual social media management to using social media management software. The example you share can be useful to show management how you are transforming and how easy transformation can be applied.

19

7.7 Systems and processes

Workplans

BudgetTransformation requires investment. The opposite, being stagnant, will also cost money, but the former is a long-term investment. Moreover, digital is always evolving so it’s not a defined budget but a rolling investment that is required.

ContentThe transformation of content reminds us that new skills and work practices are needed to meet the content demands of search and social.

SoftwareSoftware as a service (SaaS) and technology will support the evolution of digital communications and create efficiencies as machine learning completes tasks much more quickly and accurately.

20

Digital transformation is happening across all facets of public life. It’s not a case of ‘if we’ embrace digital transformation in the public sector, the reality is that conversations should be happening now around ‘what steps do we need to take?’ Public sector communications is now firmly in the hands of the public as their voice influences the media, Governments and of course each other. The days of using the media as a buffer are over. Citizen journalists, whether we like it or now, are power brokers at a time when trust in our institutions – political, Government and media – are at an all-time low with 20 of 28 markets surveyed now lying in distruster territory, up one from last year. (Edelman Trust Barometer, 2018) Our lives are changing and changing fast and so are the ways we communicate with each other. This means that old ways of engaging with the public are becoming increasingly out-of-date. But is the public sector able to adapt, and more importantly is it willing to? That’s the biggest challenge facing your workplace today.

Final Thoughts

https://www.edelman.com/trust-barometer

2321

Module 7 - Checklist

Watched the Welcome Video (Setting expectations: learner input and learning outcomes)

Have you completed the following steps for Module 7 - Moving from Traditional Marketing and Public Relations to Agile Digital Communications?

Signed in to the Public Sector Marketing Pros Forum

Watched the Video Tutorial

And/or Flipped through the PowerPoint presentation

And/or Read the transcript of the Video Tutorial

And/or Listened to the audio of the Video Tutorial

Read through the Module 7 Workbook

Completed Task 7a

Reviewed the Case Study Materials

Watched the Case Study video

And/or Read the Case Study essay

And/or Listened to the Case Study audio

Attended JSB Office Hours [60-minute live Q&A]

Applied for your CPD Certificate on completion of the module

CONGRATULATIONS!

Get ready for Module 8How to Integrate Social and Live Video into Public Sector Communications

All filled in?

You have completed the Diploma in Digital Communications for Public Sector – Module 7 - Moving from Traditional Marketing and Public Relations to Agile Digital Communications

Completed Task 7b

Completed Task 7c

Completed Task 7d

Completed Task 7e

Completed Task 7f

moving from traditional marketing and public relations to

Documents