Publish once and proliferate: Make your channels work better together
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You rush out a story and video package on your CEO’s honorary doctorate in clown science. But when you rope in IT, you hear they can’t get it up until next Thursday.
It’s no fun to be dependent on others. So Geoff Ivey, Intel Corp.’s employee communications channels and operations manager, offers tips for extending your content’s reach without having to beg for help from the tech staff.
The tips are just a small part of a must-see session from Ivey’s talk, “Publish once and proliferate: Make your channels work better together.”
As an internal communicator, you’ll learn:
- How to integrate your channels in order to share content that gets read
- Ways to create your content for effective multi-channel distribution
- How to exploit each of your social platforms as a great publishing tool for the masses
- Techniques to reach employee audiences through different digital channels
Gain tips such as “simplify your e-newsletter.” Be honest, Ivey says: How many internal email newsletters look like a public transportation bus in India, where people are clinging to the sides and luggage is piled on top?
That’s what happens when everybody at an organization tries “to wedge and squeeze their link and their article and their spotlight on people into the newsletter,” Ivey says.
Intel limits links in its email newsletter to a maximum of five—and as few as three.
Intel’s social intranet shoulders much of the work once done by newsletters and acts as a publishing platform.
Find out how to break content apart and share it across devices. At Intel, the full intranet version of the stories includes pictures, sidebars and other “rich experience,” Ivey says. Intel presents a stripped-down version for smartphones, a version that displays story highlights in bullet points. Those who want more are directed to Circuit, the internal platform.
Find out why you must borrow from Facebook’s playbook. You don’t use “likes” and comments because everybody loves photos of cute sleeping babies. You do it for business purposes.
Learn to give “communicators” publishing freedom. And no, Ivey’s not talking about “communicators” as in you and your colleague in the UGG boots and plaid miniskirt. He means “everybody out there who has a keyboard and a mouse, who wants to communicate around the company,” Ivey says.
Intel pays special attention to taxonomy (or principles of classification) in its social sites. Every Intel office worldwide has an employee group. There are forums for news, work activities, even a marketplace so you can unload that old lawnmower on the guy in accounting.
Anybody running a club can mention the next meeting. Anybody can spotlight another employee, recognizing others in a way that doesn’t require any of your time.
“The nice stuff bubbles to the top, and the stuff people don’t care about kind of disappears,” Ivey says.
Geoff Ivey, Intel’s employee communications channels and operations manager, heads the team that administers corporate communication channels for employee engagement. He is the strategic architect of Intel's employee-centered vision: "Deliver an intuitive, integrated and employee-driven experience through our channels and communications."