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Forrester Groundswell Awards: Managing

ArcelorMittal Web TV


(1 vote)
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ArcelorMittal Web TV

By Vanksen
ArcelorMittal Web TV, an interactive online communication platform mixing videocasts, blog, comments, RSS feeds, and tags was launched in 2006 by the steel giant ArcelorMittal. The group, created through the Arcelor and Mittal Steel merger in 2006, wanted to use an innovative communication channel to reassure its 330,000 employees by explaining the new group’s values to them. The Web TV also allowed the employees located all over the world to understand how other employees experienced the merger through authentic testimonials, at all hierarchical and structural levels.

Whereas the focus of season 1 named “Creating History” was to strengthen the delicate fusion and create a common brand identity, the objective of season 2 called “Inside Transforming Tomorrow” was to give precedence to the group’s values, “Sustainable Development, Quality and Leadership.”


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UPSjobs Delivers a Groundswell by TMP Worldwide Advertising & Communications, LLC


(48 votes)
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UPSjobs Delivers a Groundswell by TMP Worldwide Advertising & Communications, LLC

By UPS & TMP Worldwide Advertising & Communications, LLC
UPSjobs Delivers a Groundswell by TMP Worldwide Advertising & Communications, LLC

UPS Corporate Workforce Planning partnered with its digital advertising agency TMP Worldwide, LLC to create and deploy a “spreadable” social media campaign to efficiently and more cost-effectively attract, engage, and recruit jobseekers.

The UPSjobs-Problem Solved "spreadable" campaign launched in August 2008 created a groundswell that has attracted, and engaged millions of people to learn more about U.S. employment opportunities at UPS and ultimately driving them to apply at UPSjobs.com

In one month alone, from October 20, 2008 to November 20, 2008 over 1,000,000 people viewed these UPSjobs-Problem Solved videos.

The UPSjobs-Problem Solved "spreadable" campaign resulted in over 150,000 applications being submitted from August 20, 2008 through December of 2008.



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Phi Sigma Sigma Online Member Services


(349 votes)
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Phi Sigma Sigma Online Member Services

By Phi Sigma Sigma
WE ARE PHI SIGMA SIGMA - and we are today's leader in the interfraternal world when it comes to implementing Web-based member services and social networking.

In four short years, we have transformed our organization from a paper-laden operation to a virtually paperless, completely self-servicing entity supporting 107 chapters and 60,000 members. As a result, our staff, volunteers and sisters-at-large can now mentor one another online using a myriad of existing Phi Sigma Sigma networks, and they can create their own personalized networks as well.
Today our members access applications on our Web site to tell us all about themselves and their chapters. Most recently, we transitioned our Chapter Excellence program from paper to the Web. Chapter Excellence sets forth expectations for each of our chapters and their individual members in four key areas: self, chapter, campus and community, and the Fraternity. In the past, our chapters compiled this information throughout the year and then mailed a portfolio to Headquarters for review. This year, we moved this entire program online using database tables and Web forms along with our social networking resource library.

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innovate!™ - a framework to change the voice of innovation at MWH


(50 votes)
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innovate!™ - a framework to change the voice of innovation at MWH

By MWH
More than ever we are all challenged to apply what we know more effectively.

MWH created innovate!™, a web-enabled framework that leverages the knowledge, capabilities and passions of over 7,000 employees on six continents and empowers them to connect faster and smarter across geographical distance and operational silos.

innovate!™ uses social technologies to bring together key elements that impact the frequency and speed of innovation. Our blogs, wikis and success stories encourage two-way dialog (engagement/communication). We’re using Organizational Network Analysis to identify knowledge brokers (community/engagement) and an Innovation Ledger tracks the value of our collective efforts (measurement).

At its heart is Idea Hub™ where staff are encouraged, recognized and rewarded to co-create ideas (idea generation & management). Developed ideas are accessible to all through online libraries (production/distribution).

Easy to use and visually appealing, innovate!™ openly encourages every employee to help shape MWH’s future while broadening their own influence and experience – as our fastest-growing network of over 400 participants can attest.

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Social Computing at Edelman


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Social Computing at Edelman

By NewsGator Technologies
Edelman's ASP-based intranet was becoming seriously outdated: it was difficult to update and not as flexible as users wanted; the content was rarely updated; the start page was the same for every employee (so there was no customization); there was limited search capability; there were no real collaboration tools; and IT intervention was needed every step of the way from creation of the intranet through administration of it.

Edelman acknowledged the serious limitations of their existing intranet system and turned to Microsoft SharePoint and NewsGator Social Sites to provide significantly enhanced functionality and features with social and collaborative components. The new intranet they created, called “Fusion,” employed Enterprise 2.0 and social computing technologies to greatly improve communication and the flow of information between its 3,200 employees across 45 offices worldwide.

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Risk Managment Recognition and Engagement thru Social Media


(3 votes)
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Risk Managment Recognition and Engagement thru Social Media

By Risk & Insurance Management Society, Inc. (RIMS)
The Risk & Insurance Management Society, Inc. (RIMS) has focused its social media and social networking initiatives in two key areas: Engagement and Recognition. RIMS has incorporated many innovative measures to engage members, mostly by educating them on the benefits of prompting their own personal brand using social media and related techniques. The system which RIMS employs also allows members to dynamically build their own networks by completing industry specific demographic questions.
After RIMS licensed the Forrester Technographics survey in 2008, we are able to measure how engaged our members were and adjust our strategy accordingly. As a result, we placed much emphasis on recognizing members. One example of the many innovative ideas we employed was the creation "Digital Ribbons". We know members love ribbons on their badges based on what we have witnessed at our annual conference (many "generals" walking around). We decided to extend this functionality to our online presence also. The digital ribbons have given all our members recognition in a way they never imagined and has been a key driver in the growth of our industry specific network.


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The Employee Is Always Right


(127 votes)
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The Employee Is Always Right

By HCL Technologies
Do you know how your CEO or manager fared on annual performance reviews? All 55,000 employees of HCL Technologies are given intranet access allowing them to read the reviews of HCL's CEO Vineet Nayar and the company's top 20 managers and with thousands of employees who make theirs public. This is just one of the many unconventional steps that HCL has taken to build a more democratic workplace; one that employees have become very comfortable with.

CEO Nayar is seeking to "destroy the office of the CEO" and encourages employees to look beyond just him in answering questions. Seeking to have managers at the mercy of employees, instead of the other way around, Nayar spends roughly seven hours weekly directly responding to employees inquiry "tickets." Nayar spearheaded the "smart service desk" for employees to voice concerns on everything from their offices being too cold to qualms about their bonuses. Everyone of HCL's employees, from junior programmer to Nayar himself use the service desk, discussion forum, testimonials and many other resources that drive the "Employee First, customer Second" initiative - all resources making a huge difference in their lives as an HCL employee.


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