10 Replies Latest reply on Oct 31, 2012 8:34 AM by mikecalderon

    Managing and monitoring your Internal Community: How many resources do you have?

    Melissa.Rosen

      HI all, with regard to managing and monitoring your internal Jive community, how many resources do you have assigned? Specifically with regard to monitoring (bad language or behavior), do you have some one dedicated to this full time? I am looking to get some input on the right-sized team for a company of about 55k. Any input appreciated!

        • RE: Managing and monitoring your Internal Community: How many resources do you have?
          mpallia
          We couldn't get anyone to agree that a proactive strategy was necessary/worth the investment.  We landed on an approach that basically said "what's good enough for email is good enough for our internal community".  This lead to 3 things being implemented:  1) Access to the team that supports Email and agreement to apply a "like" level of service (which is pretty much a report abuse like process), 2) We implemented the "f-bomb" filter that comes out of the box in the admin console (similar to what we already have in email) and 3) we put in a centralized way to manage the "report abuse" button. 
            • Re: RE: Managing and monitoring your Internal Community: How many resources do you have?
              Melissa.Rosen

              10/29/12

              Hi Mike, thanks. about how many are on your team to manage the "day to day" of your community? And about how big is your company?

               

              Right now, for my company (size 55k), our breakout is roughly 7 core people, plus some technical folks. We're trying to figure out where the "monitoring" piece lives and how much time it would (or should) take up (we're 5 mos into soft launch right now):

              Program Manager

              Platform Manager

              Change Management Lead

              Enterprise Community Manager

              Business Systems Analyst

              Technical Lead

              Developer

              + various technical folks who are testing performance, etc.

               

              What a difference 2 years makes-- we are down to four full time plus 2 consultants (9/2/14) in our core team. The breakout is this:

              Platform manager

              Enterprise community manager

              Business Systems Analyst

              Technical Lead

              2 Developer consultants

                • Re: RE: Managing and monitoring your Internal Community: How many resources do you have?
                  mpallia

                  Our company has roughly 60K and we have a little different set-up than yours.  Here's how we're aligned right now

                   

                  Core working team - Made up of a group of business leaders and our community sponsor who are engaged and weigh in on priority and overall direction.  I manage this team and we meet monthly to discuss progress toward the goals of our community.

                   

                  Program manager - He leads our internal team below and we meet weekly to game plan how we're going to meet our priorities/goals.  As we define the actual initiatives, he will take on the management of our plan/tasks etc to ensure we get things done. He also manages our Jive relationship.

                   

                  Support team - This is an IT team of 4 that manages the day to day challenges that come up in our community (how-to or technical).  They are also our space/group admin training along with our Community Help space.  Basically, if things need to get done within the community, this is the team that helps push the boulder up the hill.

                   

                  Engineering team - We have a small IT team that works primarily automations (such as our profile synch and security groups) and an occasional customization to the product as needed.

                   

                  None of the teams above are focused 100% on our community although some weeks are more than others.  We've had some discussions around whether or not it would make sense to consolidate some of the roles, but for now we seem to like the flexibility we have to scale up when higher priority items come through. 

              • Re: Managing and monitoring your Internal Community: How many resources do you have?
                jessekane

                At 15,000 users, we are smaller compared to the previous examples, but this is our set up:

                 

                1. One Business Manager (that's me): responsible for business adoption of communities and our future social intranet, rollout strategy, organizational change management, and enterprise community management (all in addition to my other job as manager of the current intranet and employee communications.
                2. One IT Project Manager: overseeing technical implementation, software maintenance, coordinating with other internal IT teams and end user technical support
                3. Two IT Application Support contractors (One on-shore, one off-shore) They keep our internal hosted Jive up and running and install all the fixes, upgrades and enhancements.

                 

                My challenges are I'm spread pretty thin across the business and our app support people do not have Jive experience when they are hired.

                • Re: Managing and monitoring your Internal Community: How many resources do you have?
                  mikecalderon

                  Hi Melissa,

                  Our internal community at HP just crossed over 75,000 users with almost 4,000 activities per day. Since we're not officially pan-HP we focus primarily on sales and marketing for our enterprise group. Currently, about 250 people per day log in for the first time. As far as program structure goes we have changed quite a bit during the last 18 months. During the pre-launch and pilot phase we broke things down to several workstreams including

                  • Platform
                  • Governance
                  • Community
                  • Content
                  • Communication
                  • Analytics

                   

                  These working teams were formed by stakeholders from various parts of the business and reported in to the central PMO managing the program and our executive sponsors. As we finished the pilot and focused on building communities and adoption we formed a central WW team to manage the program as a whole and brought in a primary stakeholder from each business unit to be responsible for their communities. These stakeholders aligned to the overall governance plan and had the freedom to use the platform to fit their use cases. Some business groups then created their own structure of community managers and so on while others engage more conservatively. So basically, we went from a centralized to a primarily de-centralized structure. We found the businesses who really leveraged the platform to be comprised of strong social/community advocates just reinforcing that finding the right people in your organization is critical for ongoing adoption and engagement.

                   

                  Thanks

                  Mike