AU In House Social Media Staffing Discussion

User Generated

aofg3316

Humanities

Amberton University

Description

Your Ideal Social Media Team

Imagine you were a manager at an organization that did not currently have any in-house social media staffing and did not engage in any outside sources or consulting. You have now been tasked to build a social media team/department. Describe what would be your recommendations for the roles, staffing, tools, etc. to run and manage social media for the organization. must be 500-600 words.in MS-WORD. Pdfs and links attached for guidance.

If it helps you to provide context of the size of the organization (e.g.: small non-profit vs. large corporation), you may do so. You also do not have to worry about providing any kind of budget or cost numbers; but remember the size/roles of the team typically has a relationship to the kind and size of organization.

A few thought-starters (you may or may not choose to use this list):

  • What roles would you hire? What would be the responsibilities for each (high-level)?
  • What tools and other resources would you desire? Provide a description of why you would need them.
  • Would you outsource any activities or roles? Why or why not?

Unformatted Attachment Preview

SOCIAL MEDIA ROLES, SKILLS & TEAMS https://sproutsocial.com/insights/social-media-team/ https://sproutsocial.com/insights/guides/social-media-org-charts/?registered=true&cp_status=error https://sproutsocial.com/insights/social-media-department/ https://blog.hubspot.com/marketing/great-community-management-tips https://www.morningbrew.com/marketing/stories/2021/10/04/social-media-marketing-growsup?utm_source=morning_brew&__cf_chl_jschl_tk__=pmd_iFEZsYNWBV7nF6hSW7TB1z9p_pUH_Q.yOT 2BipzT6bQ-1635812160-0-gqNtZGzNArujcnBszQi9 https://www.wsiworld.com/blog/anatomy-full-service-social-media-team-part-1 https://www.wsiworld.com/blog/anatomy-full-service-social-media-team-part-2 SOCIAL MEDIA ETHICS & POLICIES https://everyonesocial.com/blog/need-sample-social-media-policies-here-are-7-to-inspire-yours/ https://blog.hootsuite.com/social-media-policy-for-employees/ https://blog.hubspot.com/blog/tabid/6307/bid/29441/5-noteworthy-examples-of-corporate-socialmedia-policies.aspx 5 Fundamentals All Social Media Managers Should Know https://www.youtube.com/watch?v=1-WG4_nYt8I&t=2s Social Media & Business Weekly Guide – Week Eight Introduction This week’s subject is pretty straightforward and then again it’s not. By that I mean any organization knows that to do social media for the company, they need the proper tools, personnel and policies. However, where it gets complicated (or a little less straightforward) is that: • While there are some core roles and tools, one size does not fit all. • Social media is constantly changing; therefore, so do the roles/tools. • There are plenty vendors that have an opinion; however, what they say varies because they typically are trying to differentiate their related products and services. • Many organizations are still trying to figure out how to use what they have (regarding talent and technologies) and decide what they need. • Understanding true ROI (return on investment) of social media is still in flux at many organizations; but it is getting better. • Social media efforts often overlap with other key digital initiatives; therefore, organizations struggle with determining the best points of integration for tools and personnel; particularly when using staff in multiple departments. ©2021 Karen D. Pate, Ph.D. 2 Introduction The articles listed for reading on Moodle are a sample set of descriptions types of talent needed that are the opinion of the author of each article. There’s a wealth of opinions; and these articles should give you a good flavor of what’s out there. The intent of this week’s guide is to provide you with an understanding of the types of tasks and responsibilities that need to be done for an organization’s social media program so you can discern the right talent and tools. Of course, for some organizations it may not all come into place at once, but understanding what’s needed can also help with longer-term planning to build a social media program. ©2021 Karen D. Pate, Ph.D. 3 Introduction Two perspectives that influence how social media is planned, developed, delivered and managed In organizations, decisions on how social media is implemented is often viewed from two perspectives: Experiential and Operational. Just like our brain, each side has a unique set of attributes; however these aspects intertwine and work together to support a successful social media program. Effectiveness (experiential) cannot be achieved at the expense of efficiency. Efficiency (operational) cannot be achieved at the expense of effectiveness. The roles and tools an organization puts into place to support their social media program must balance these two perspectives. ©2021 Karen D. Pate, Ph.D. EXPERIENTIAL Effective social media content for Customers • What content areas will help customers: understand, make decisions and use the organization’s products/services? OPERATIONAL Efficient social media content for the Organization • How can the organization publish on social media more efficiently? • How can social media be managed more efficiently? • What content and social media-related processes are needed and how are they governed? • How do customers want to consume the organization’s content? (format)? • What technologies best support the organization’s social media efforts? • Where do customers want to consume the organization’s content (which social media platforms)? • What new skills do employees need to work with social media? • What types of content will help the organization’s brand be memorable, gain credibility, be considered an authority? 4 Roles Related to Social Media Having the Right Talent in an Organization ©2021 Karen D. Pate, Ph.D. 5 Related Roles in Social Media Social media job titles are fluid across industries and even within industries. The size and makeup of a social media team will vary depending on a lot of factors such as organization size and complexity of what is needed. No matter the size of the social media team, an organization must ensure the related tasks and responsibilities are covered throughout the process by at least one of these three: • Dedicated social media role. • Shared role that also performs tasks for things outside of social media. • Third-party outsourced role that is either a vendor that completes certain deliverables or outputs or an individual free-lance or contractor that performs certain tasks. ©2021 Karen D. Pate, Ph.D. Establish Insights & Goals Measure & Manage Identify & Plan Promote Design & Create Optimize & Publish 6 Related Roles: Community Manager When organizations starting engaging in social media, there was typically one person, a Community Manager handling all of the tasks such as: • Planning, developing and executing content (at the beginning most of it was text with images). • Listening and monitoring the platforms. • Engaging with others on an organization’s social media platforms. Immediacy of response and monitoring 24/7 was not as critical. In addition, businesses were still trying to figure out social media and didn’t initially make much of an investment in personnel. In certain cases, some organizations outsourced managing social media to third-party vendors since they had more expertise in community management. ©2021 Karen D. Pate, Ph.D. 7 Related Roles: Community Manager As organizations started to increase the amount of content they published on social media and also were needing to respond and engage more with their customers, the number of community managers at a given organization increased. Today, large and more complex organizations (e.g.: multiple brands or a global company in many regions) will have big teams of either dedicated community managers or mix of dedicated and shared roles where employees have community management tasks added to their core jobs. As well, even mid-size organizations are obtaining some personnel dedicated to social media due to the rise in companies realizing it is a necessity. ©2021 Karen D. Pate, Ph.D. 8 Related Roles: Community Manager Another thing organizations realized as community management for social media evolved within the company is they needed to differentiate the persona that was behind a blog or Facebook post or a tweet for certain situations; much like they did prior to social media. For example: • A press release was typically a statement from “the company/brand” as a whole. • A customer, may call the company to discuss an issue with a product; in this case, they are speaking to someone (at least by first name) who is helping them on behalf of the brand. ©2021 Karen D. Pate, Ph.D. 9 Related Roles: Social Media Manager From this, the role of Social Media Manager was introduced. Their job was to focus on the brand, be the brand in all appearances. Today, companies that use both, distinguishing these two roles in this manner. • When a Social Media Manager engages and publishes content on social media platforms, they represent the brand—basically they act as the organization’s brand on social media; people see the brand, not the individual. • When a social media Community Manager engages and publishes content on social media platforms, they represent themselves on behalf of an organization—basically they promote the brand and are an advocate for the organization. They will typically be identified as a person by using their name or initials. You often see this in cases where a community manager is a customer service representative interacting via a social media channel to help customers. Typically, a large organization will have both of these roles served by different people. Smaller organizations or even nonprofits cannot not afford to have two separate people. The key is that even if it’s one person, an organization must account and plan for which instances the content is from the brand and when it can be from someone representing the brand. ©2021 Karen D. Pate, Ph.D. 10 Related Roles: Social Media Manager Some organizations will have multiple channels with one platform and typically, will have different roles dedicated to them. In the Twitter example below, Adobe has a Twitter account (Adobe) that represents the brand and another Twitter account (Adobe Care) that handles customer service; in many of the Tweets from Adobe Care, a community manager represents themselves as a customer service on behalf of the brand. The language each uses is slightly different. ©2021 Karen D. Pate, Ph.D. Content published on behalf of the Adobe brand. Content published by a customer service representative on behalf of the brand. In these two cases the Adobe Care rep, provides their name after their response. 11 Related Roles: Specialization As the needs of a good social media program got more comprehensive and complex (more platforms, more data, need for speed, etc.), the demand for having individuals focus on specific tasks and having certain skills increased. To meet these demands, organizations as well as thirdparty vendors began to identify specialization roles. In addition, as social media became more “closer to the business” or integrated into an organization’s efforts more shared roles were identified. The next few slides for this section provides an overview of those specialization and shared roles. ©2021 Karen D. Pate, Ph.D. Establish Insights & Objectives Measure & Manage Identify & Plan Promote Design & Create Optimize & Publish 12 Related Roles: Social Media Strategist A social media strategist establishes measurable objectives that are relevant to social media and ties them to an organization’s overall goals. Social media strategists contribute a great deal to the social media plan including the details for a campaign; as well as what goes into an organization’s social media content calendar. Social media strategists also are involved in the collection and analysis of data that feeds the development of key insights for the organization’s social media efforts; making changes to the plan and calendar as needed. In addition, a social media strategist stays abreast of trends and new platforms and/or for when a business needs to engage with an existing platform that they currently do not use. Overall, the social media strategist has a comprehensive understanding of an organization’s social media efforts. ©2021 Karen D. Pate, Ph.D. Establish Insights & Objectives Measure & Manage Identify & Plan Promote Design & Create Optimize & Publish Social media strategists spend the majority of their time in these three phases. 13 Related Roles: Social Media Strategist Some organizations may have their social media strategist role focus only on the analytics and measurement phase only. While at other organizations, the social media strategist focuses only on the insights and planning (the other two phases). The thinking behind separating, is that Measure & Manage requires more of a science approach, while the other two phases need more of an art approach. There is not a single correct answer, the point is to have a good understanding and be clear of what tasks the business wants the role to fulfill. It can get confusing in the job market; there are many job descriptions for a social media strategist, that have different expectations. ©2021 Karen D. Pate, Ph.D. Science of strategy Establish Insights & Objectives Art of strategy Measure & Manage Identify & Plan Promote Design & Create Optimize & Publish At any given organization, the social media strategist role may be focused on just one or two phases that typically a strategist would be involved in. 14 Related Roles: Social Media Analyst As well, where organizations have a dedicated role to the tasks in Measure and Manage, they may call the role social media analyst where their responsibility is to focus on the collection, analysis and interpretation of social media data (deriving the key insights). This role may also be called a social media data analyst. Establish Insights & Objectives Measure & Manage Identify & Plan Promote Design & Create Optimize & Publish ©2021 Karen D. Pate, Ph.D. 15 Related Shared Roles A few things to note about both Social Media Strategists and Social Media Data Analysts is that some organizations will have these roles without the term “social media” included, because they cover work beyond the social media portion of the business (shared role). For example: • A digital strategist or strategist may perform the same tasks as a social media strategist because they are developing plans that include other digital properties such as web sites or other non-social media classified apps or platforms. • A data analyst or data specialist may perform the same tasks as a Social Media Data Analyst but are looking at data beyond just social media. This makes sense in the case where it’s important to look at data inputs from all aspects of the company. ©2021 Karen D. Pate, Ph.D. 16 Related Roles: Content Strategist Another role you may find at an organization that performs duties that overlap with a social media strategist is a content strategist. Typically content strategists are focused on all of the organization’s content (mostly the digital side, but some may include non-digital), not just social media content. In essence, content strategists are responsible for (or at least highly involved in) analysis, planning, governance and measurement of content for all channels. They may also plan and manage the content calendar. ©2021 Karen D. Pate, Ph.D. Establish Insights & Objectives Measure & Manage Identify & Plan Promote Design & Create Optimize & Publish 17 Related Roles: Editorial Team With the explosion of the amount of content an organization produces, some businesses set up editorial operations to increase productivity and ensure brand and editorial standards were maintained. The editorial model evolved from the journalistic approach to running a newspaper or magazine. Some editorial groups were focused solely on social media and in other instances the editorial team was shared and produced content for all digital and non-digital properties, not just social media. ©2021 Karen D. Pate, Ph.D. Establish Insights & Objectives Measure & Manage Identify & Plan Promote Design & Create Optimize & Publish 18 Related Roles: Editorial Team Editorial teams were responsible for the planning and creating of social media content (or content for other channels if shared roles). Roles on a typical editorial team include: • Editor • • • • • Establishes writing and brand guidelines that are followed by all writers. Reviews and provides editorial feedback to writers on an ongoing basis. Approves final content. Consults and/or reviews/approves for more robust content such as graphics, video, etc. May create and manage the content calendar. • Writer or copywriter – Creates copy for content including rounds of revisions and may include working with subject matter experts. Just to show how fluid titles are, there are times that personnel who mainly write have the title of “content strategist”. Compared to a writer, a true content strategist typically has more digital skills in the understanding of information architecture, content management systems, content planning/calendaring and governance. Writers are an important part of a social media program; however, organizations need to be clear in hiring editorial teams and content strategy personnel because people within the organization and people applying for jobs may have varying expectations. ©2021 Karen D. Pate, Ph.D. 19 Related Roles: Creative Content Creators Whether an organization has a formal editorial model or not, they will certainly have or outsourced some type of personnel for the planning, design and creation of all of the assets for social media. If not outsourced, some of these creative roles may be dedicated to social media, but often they are shared resources and work on other digital and perhaps print initiatives. These typical roles are: • Creative director – more involved in the planning and oversite of the design of content (often manages a creative team). • Graphic designer – creates visual assets; sometimes including animation development and shooting photography. • Interaction designer/user experience designer – develops the interface of digital spaces including the arrangement and flow of the elements. • Photographer – plans and shoots photography. • Video Producer – plans, shoots and edits video (may also be involved in writing or overseeing script-writing; as well as producing animations). ©2021 Karen D. Pate, Ph.D. Establish Insights & Objectives Measure & Manage Identify & Plan Promote Design & Create Optimize & Publish If an organization does not have a separate editorial or writing team, the copywriters are typically managed by the creative director. 20 Related Roles: Social Media Coordinator Some organizations may have a social media coordinator. This role carries the responsibility of managing the process through the four phases highlighted on the right and have involvement with the other two phases. If an organization has this role, they will be the main keeper of the content calendar. A social media coordinator may also do some of the content development. In other cases, an organization may use a shared role, where a project manager that oversees other digital properties will manage the day-today tasks through out the entire social media process. If a project manager is used, they typically are not planning or creating any content; they just manage the process. ©2021 Karen D. Pate, Ph.D. Establish Insights & Objectives Measure & Manage Identify & Plan Promote Design & Create Optimize & Publish 21 Related Roles: Influencer Manager A role that has evolved over the last few years in Influence Manager. Influencer management requires the individual to find influencers that are a good match for the organization. They can be bloggers or other types of advocates. In addition to finding influencers, the Influence Manager would broker and maintain the relationship including tracking the influencer’s mentions of the organization (or products, services, etc.) and assess the overall return on investment (ROI) of the partnership. The duties of an influence manager can be done by a social media manager, social media strategist or community manager. In certain cases, organizations have made the decision to create this specialized role to ensure focus on the tasks. ©2021 Karen D. Pate, Ph.D. 22 Related Shared Roles: Search Many organizations have dedicated personnel who are responsible for organic search. They typically work on all digital platforms such as the organization’s web site and will take on social media platforms. In regards to social media, SEO (search engine optimization) personnel will: • Evaluate created content to ensure the content meets search criteria and make recommendations for improvement. • Work with other social media staff to ensure the content on social media platforms is working well with other digital content (from a search perspective). • Monitor social media content from a search perspective. ©2021 Karen D. Pate, Ph.D. Establish Insights & Objectives Measure & Manage Identify & Plan Promote Design & Create Optimize & Publish 23 Related Shared Roles: Paid Search & Media Additional shared roles that assist with social media is Paid Media and Paid Search. In general, all the paid advertising media within an organization is typically handled by a group or an individual in the case of smaller companies. This function could also be outsourced to a thirdparty vendor. In certain cases where an organization desires a hyper focus on paid content within social spaces; there will be Paid Social Media roles. Personnel that work with the aspect of paid social media are responsible for ad placement, monitoring and reporting. They will also conduct A/B testing where small variations of the content are placed to determine which version is more effective with a certain audience. ©2021 Karen D. Pate, Ph.D. 24 Related Roles in Social Media As you can see, the actual roles and titles of personnel who work with social media for an organization can vary. One way for an organization to ensure they are hiring and training the appropriate talent is to build competency in these areas: • Community management – Encompasses developing and enforcing social media policies, creating and publishing content, reporting feedback throughout the company and working with or maintaining influencers (advocates). • Content Development – Includes having an understanding of what types of content works well in social media and what doesn’t. • Strategy and Performance – Ensures the organization understands why they launch into certain social media platforms, establishing key performance indicators (KPI) and having an overall plan and direction for the social media program. • Social Intelligence & Analysis – Looking at the data collected from social media sources and applying to recalibrate an effort or give direction to a new action. • Training – With social media becoming more ingrained into the activities of many personnel, appropriate training is key. Customer service people know service, but may need to be trained in how to execute on social media platforms. Subject matter experts within a company may be blogging requiring training in writing for social media. All personnel on a given social media team will need to continually be trained as new platforms and technologies are introduced. ©2021 Karen D. Pate, Ph.D. 25 Related Roles in Social Media The last mention related to roles is where an organization obtains the talent they need. The most common avenues for social media skills are: • Hiring professionals in the organization • Social media companies or agencies – these are businesses that specialize in social media and can provide a variety of consultants and expertise. An organization may hire on a project basis or completely outsource their entire program. • Boutique agencies – similar to the previous bullet, just smaller in size (and typically price tag). • Free-lancers/self employed – also can be hired on a project basis or as staff augmentation for an internal social media team. An organization may hire freelance talent directly or go through a staffing agency that has pools of people with the skill sets needed. ©2021 Karen D. Pate, Ph.D. 26 Tools Related to Social Media Choosing the Right Technologies to Help Manage Social Media ©2021 Karen D. Pate, Ph.D. 27 Related Tools for Social Media Management In earlier lessons we’ve learned about the various social media platforms and a lot of your reading/videos have discussed tools at a high level. For this lesson, “social media tool” is defined as a tool (most likely a technology) that helps an organization with certain tasks in the social media process. There’s quite a few social media management tools on the market today, and that number continually grows. This section will cover the capabilities and attributes that these tools typically offer. ©2021 Karen D. Pate, Ph.D. Establish Insights & Objectives Measure & Manage Identify & Plan Promote Design & Create Optimize & Publish 28 Related Tools for Social Media Management Social media management tools offer several capabilities that helps organizations with content, particularly the content calendar, which you’ve learned about earlier. These capabilities include: • Scheduling and publishing content, including bulk-scheduling (by date, time and platform). • Seeing the content calendar in various views (daily, weekly, monthly). • Identifying appropriate key words. • Publishing responsive messages quickly. • Curating content – some tools allow the organization to collect in a library for employees to pull from when they need to include curated content. Also helps with organization by providing tagging, search, and usage stats. ©2021 Karen D. Pate, Ph.D. 29 Related Tools for Social Media Management Many social media management tools provide capabilities related to engagement tasks such as: • Assigning conversations to various employees. • Showing which employee is responding to a conversation in real-time to alleviate confusion and having two people respond with different answers. • Allowing internal communication – a manager can observe and give feedback privately to community managers who are posting responses. • Reviewing conversation history for reference when needed. ©2021 Karen D. Pate, Ph.D. 30 Related Tools for Social Media Management Social media management tools provide capabilities related to measurement (mentioned in last week’s lesson) tasks such as: • Monitoring conversations that are occurring on social media (this is often called social listening) related to the organization, the industry, competitors, an event or any other subject area. These capabilities typically include filtering abilities such as by keyword, hashtag, location, language, etc. • Tracking metrics and trends related to social media performance identified by the organization. • Tracking internal metrics such as length of time for social media team to respond and/or resolve a customer issue. • Reviewing the performance of content at various levels (a single post, a campaign with multiple pieces of content and the performance of a certain social media platform. • Developing dashboards for a customized view of metrics and performance data in real-time. • Creating reports and various levels of detail for dissemination. ©2021 Karen D. Pate, Ph.D. 31 Related Tools for Social Media Management Also, some social media tools provide additional capabilities such as: • Searching for social media influencers. • Scheduling and running social media ads. • Creating and managing a media library of visual assets. • Providing security alerts such as notification if an organization’s social media account on any of the platforms has been compromised. ©2021 Karen D. Pate, Ph.D. 32 Related Tools for Social Media Management Many of the social media management tools are equipped to address any size budget and need by providing: • Free versions (limited capabilities). • Levels of plans (one user and then other increments of users). • Customized versions. • Add-on capabilities, such as the organization can choose to just have monitoring but not content scheduling. • Services where the vendor performs some of the tasks and activities or provides consulting on setting up and using their tool. ©2021 Karen D. Pate, Ph.D. 33 Other Related Tools for Social Media In addition, to social media management tools, some organizations acquire tools that help with the bigger picture, meaning these tools were designed for an organization’s digital publishing efforts on the web site(s), applications and social media. For example, there are content marketing tools that automate and manage the entire content process, which would allow companies to create and publish content on their web site and social media platforms. In addition, some of these tools provide access to networks of talent pools such as writers and designers to help organization’s with their content process. Other tools are focused on CRM (customer relationship management) pulling all kinds of data (behavioral, transactional, financial, operational, and thirdparty) from many sources. Some organizations will invest and blend these types of tools with their social media management tool. ©2021 Karen D. Pate, Ph.D. 34 Other Related Tools for Social Media Again, this isn’t a deep dive into all the tools and how to use them. But the key takeaway is to have a general understanding of the types of tasks social media tools can support to better run a social media program for an organization. ©2021 Karen D. Pate, Ph.D. 35 Social Media Policies Providing Guidance for a Social Media Program ©2021 Karen D. Pate, Ph.D. 36 Social Media Ethics and Policies When organizations first started engaging in social media, they didn’t really have many rules or guidelines. Throughout the years, this has changed due to the increasing realization that it is necessary to have some checks and balances as well as guardrails for engaging in social media. The legal and ethical landscape for social media and organizations is constantly evolving; in general most organization policies ensure the following items are addressed: • Legal compliance – what is required by governments of various countries; as well as, compliance to policies mandated by each social media platform. • Employee conduct – guidelines for what employees can/cannot do on behalf of the organization (every employee, not just the social media team) • Ethical standards and responsibilities – this includes things such as authenticity/disclosure (ownership of content and crediting curated content, disclosure of paid influencers or other publishers), responsibility of humane and truthful content (content that represents the values of the organization.) ©2021 Karen D. Pate, Ph.D. 37 Social Media Ethics and Policies Your reading goes into more detail of the types of things that may go into an organization’s social media policy. The takeaway here is that it’s imperative that organizations, big or small, should have standards, codes of conduct, and guidelines in place so it is clear to all employees; as well as, any third-parties such as influencers or agencies what is acceptable behavior. ©2021 Karen D. Pate, Ph.D. 38 Risk Management Plan - Process Insert Project Name Risks are potential events that, if they occur, could negatively impact a project. Every project carries with it a certain amount of risk due to the complexity and environment in which projects are managed. Risks may come from a variety of sources, including: new technologies, regulatory uncertainty, or assumptions made during planning. The Risk Management process seeks to control project risks by: • Defining the approach/method used by the project team to manage risks • Proactively identifying risks early in the project • Assessing the project’s exposure to the risk by evaluating its impact and probability • Specifying the project’s risk tolerance by establishing a threshold for tracking risks • Understanding the risk’s impact on scope, schedule, cost, quality, etc. • Developing an appropriate response strategy for each risk identified • Continuously monitoring the risk environment and responding as necessary Risk Management should not be confused with Issue Management. Risks are potential conditions or events that may occur or impact the project. Issues, however, are conditions or events that have already occurred and must be adequately handled. Some risks identified may become issues when they materialize (or are “triggered”) during the course of the project. Formats to consider for formulating risk statements: • IF __risk event___ occurs, THEN specific impact 1 and specific impact 2 (if applicable) will occur • IF __risk event___ occurs, THEN another event will occur and result in specific impact 1, specific impact 2, and specific impact x (if applicable) Risk response strategies to consider: • Avoidance – Avoiding risks that have been identified can be accomplished through a variety of techniques. Better clarification of the scope or product description may help to avoid the risk. Planning activities may also be altered to include additional resources, schedule time, or a different approach. Avoidance may also be as simple as a decision not to become involved in the risk situation, or to take action to withdraw from it. • Transference – At times, it is possible to share the impact of a risk event with a customer, third party vendor, another internal business unit, etc. Transference is the shifting of the risk responsibility and/or burden to another party. It does not eliminate the probability of the risk event, but it could position all parties to better control, avoid, or mitigate the risk event. This technique is typically used when strategizing financial exposure. • Mitigation – Mitigation is a risk response strategy that decreases the risk to an acceptable level either by lowering the consequences of a risk event, or by a combination of reducing the probability that a risk event will occur and reducing the consequence of that event. Mitigation techniques may include adopting less complex processes, or adding more resources or time. • Acceptance – Acceptance of a risk indicates that the risk is within acceptable limits, or that contingency plans are sufficient to ensure project success even if the risk event occurs. Accepted risks typically require the development of a contingency plan (an alternative course of action should the risk event occur). This may include the allocation of a contingency allowance, or reserve, in terms of finances, time, or resources. 20211106023422risk_management_plan_opt2 Page 1 Risk Management Plan - Roles & Responsibilities Insert Project Name Directions: Describe the responsibilities for the planning and execution of project risks for the following roles. Insert names into identified roles. ROLE RESPONSIBILITIES Project Sponsor(s) - approve risk response strategy - approve closure of risk Business Owner(s) - approve risk response strategy - approve prioritization of risks based on probability & impact Project Manager - schedule and conduct risk review in meetings - facilitate identification/prioritization/planning discussions - assist with risk response planning - assist with managing risk action plan - implement or designate risk management strategy - participate in risk review during meetings - assist with risk response planning - prioritize risks - take on role as Risk Owner as appropriate Project Team Project Stakeholders - approve risk response strategy Risk Owner - research a specific risk and provide the Project Manager / Project Team with research results and risk management options such as mitigation or contingency plans - determine appropriate risk response strategy - if designated, implement the approved risk management strategy - manage risk action plans - provide timely updates to the risk log Page 2 Risk Management Plan Risk Management Plan - Analysis Insert Project Name REF # Directions: Use this analysis worksheet to determine if the perceived risks identified are critical enough to warrant additional action and tracking. In general, risks with an exposure rating of 6 or higher should be added to the Risk Log. List at minimum 6 Risks. 1 Impact Criteria (the consequence of the event) Probability Criteria (the likelihood of an event occurring) Low - Relatively minor impact in functionality or usability Med - Reduction in functionality or usability requiring customer approval High - Major impact in functionality or usability unacceptable to customer Low - Risk event less likely, or not expected, to occur Med - Risk event may or may not to occur High - Risk event more likely, or is expected, to occur Risk Event Statement* (Risk Description) Area(s) of Impact Comment / Update Ex. If the Facility does not complete tasks timely and accurately, then the project may experience delays, additional costs and rework. Schedule Cost, Scope Quality Schedule Impact Probability 1-Low 2-Med 3-High 1-Low 2-Med 3-High Impact x Prob 2 3 6 Exposure Add to Rank Risk Log? Order (Y/N) 1 Y 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 *Formats to consider for formulating risk event statements: IF ____ risk event ____ occurs, THEN specific impact 1, and specific impact 2 (if applicable) will occur. IF ____ risk event ____ occurs, THEN another event will occur and result in specific impact 1, specific impact 2, and specific impact x (if applicable) will occur. Page 3 Risk Management Plan Risk Management Plan - Response Planning, Monitoring & Control (Risk Log) Insert Project Name Directions: Identify the strategy for minimizing the effects of the risk to a level where it can be controlled and managed, and to ensure that project objectives are achieved. Use the log below to plan, monitor, and track project risks. At minimum 6 risks need to be listed. REF # (Note: This log may not be appropriate for all projects. Some projects may require risks to be tracked in Clarity or SharePoint) 1 Status Risk Title Ex. Timely completion of facility tasks Risk Description Ex. IF the Facility does not complete tasks timely and accurately, THEN the project may experience delays, additional costs and rework. Open Close Comment/Update Close 7-12-17: Reviewed work plan with ops team Assigned To (Owner) John Smith Due Date 7/31/2017 Date Complete 7/18/2017 Area(s) of Impact Schedule Cost, Scope Quality Schedule Response Strategy Impact Probability 1-Low 2-Med 3-High 1-Low 2-Med 3-High Impact x Prob 2 2 4 Exposure Trigger Facility not meeting due dates as established on the project plan Acceptance Avoidance Transference Mitigation Mitigate Response Plan Logged By Communicate dependency of the facility John Smith being prepared to go live at the designated time. Inform Facility and Division management of a facility that is at risk of creating delays. Date Identified 6/18/2017 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Page 4 Risk Management Plan Cr ea PROJECT TITLE Enter Company Name in cell B2. Project Manager Name Sat, 11/6/2021 Enter the name of the Project Lead in cell B3. Enter the Project Start dateProject in cell Start: E3. Pooject Start: label is in cell C3. Th 1 e Display Week: C Th ASSIGNED TASK PROGRESS START END is TO C Phase 1 Title ell C Task 1 Name 50% 11/6/21 11/9/21 ell R Task 2 60% 11/9/21 11/11/21 o Task 3 50% 11/11/21 11/15/21 Task 4 25% 11/15/21 11/20/21 11/10/21 11/12/21 Task 5 Task 6 Task 7 Task 8 Task 9 Task 10 Th e Phase 2 Title Task 1 50% 11/11/21 11/15/21 Task 2 50% 11/13/21 11/18/21 Task 3 11/18/21 11/21/21 Task 4 11/18/21 11/20/21 Task 5 11/18/21 11/21/21 Task 1 11/21/21 11/26/21 Task 2 11/27/21 12/1/21 Task 3 12/2/21 12/7/21 Task 4 12/8/21 12/12/21 Task 5 12/2/21 12/6/21 Task 6 Task 7 Task 8 Task 9 Task 10 Phase 3 Title Sample phase title block Nov 1, 2021 Nov 8, 2021 Nov 15, 2021 Nov 22, 2021 Nov 29, 2021 Dec 6, 2021 Dec 13, 2021 Dec 20, 2021 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 M T W T F S S M T T F S S M T W T W T F S S M T W T F S S M T W T F S S M T W F S S M T W T F S S M T W T F S S Th e C Th is Display Week: TASK ASSIGNED TO PROGRESS Nov 1, 2021 1 START END Task 1 date date Task 2 date date Task 3 date date Task 4 date date Task 5 date date Nov 8, 2021 Nov 15, 2021 Nov 22, 2021 Nov 29, 2021 Dec 6, 2021 Dec 13, 2021 Dec 20, 2021 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 M T W T F S S M T T F S S M T W T W T F S Task 6 Task 7 Task 8 Task 9 Task 10 Phase 4 Title Sample phase title block Task 6 Task 7 Task 8 Task 9 Task 10 This is an empty row Th Insert new rows ABOVE this one is Page 2 of 2 S M T W T F S S M T W T F S S M T W F S S M T W T F S S M T W T F S S
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Explanation & Answer:
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Explanation & Answer

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Social media has become more complex and advanced than ever before. Today, every company
strives to have their social media presence. However, without proper social media team, a
company cannot be able to reap big out of social media advertising. Some companies are
considering having their own in-house social media department that is responsible for all social
media related communication including social media advertising. However, other companies
consider outsourcing these services as the most cost effective social media strategy within the
company. Nonetheless, social media plays a critical role within the organization and every
organization must be able to have proper arrangements to ensure it has a working social media
team that can be able to manage the company’s social media presence.

Please view explanation and answer below.

Running Head: IN-HOUSE SOCIAL MEDIA STAFFING

In-House Social Media Staffing
Name
Instructor
Institutional Affiliation
Date

1

IN-HOUSE SOCIAL MEDIA STAFFING

2

Social media has become more complex a...


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