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GET REWORKED PODCAST: A COMMUNITY-BASED APPROACH TO EMPLOYEE COMMUNICATIONS

June 20, 2023 Employee Experience
By Siobhan Fagan, Kate Cox


How does the world's largest professional network help its own employees build
connections?

In this episode of Get Reworked, we talk to Laurel Dzneladze, employee
communications, digital platforms leader at LinkedIn about the community-based
approach to employee communications at the company and how it feeds into the
broader employee experience.  

Listen: Get Reworked Full Episode List

"Some of our work focus has been on that — how can we make this flexible work,
work?" said Laurel. "We're creating a virtual experience for our remote
employees. But we're also creating these in-person experiences, or even driving
the desire to go to an office by surfacing community-based content that would
make somebody go to an office or attend a virtual event."



Highlights of the conversation include:

 * Why Laurel and her team focus on amplifying employee and leader voices.  
   
 * How community building is central to their approach.
 * What channels and tools she uses to get the messages out.
 * How to help people participate in community, whether in person or working
   remotely.
 * How she measures the success of these efforts.

Plus, co-hosts Kate Cox and Siobhan Fagan talk with Laurel about why she's on
team 'no newsletter,' how LinkedIn still sees itself as a scrappy start-up, and
how to reuse, repurpose and recycle content. Listen in for more.

Have a suggestion, comment or topic for a future episode? Drop us a line
at editors@simplermedia.com.




TUNE-IN HERE




SHOW NOTES

 * Laurel on LinkedIn
 * LinkedIn Company Page
 * The Community Roundtable's Community Engagement Framework


EPISODE TRANSCRIPT

Note: This transcript has been edited for space and clarity.



Laurel Dzneladze: We've been calling it ferocious prioritization. And that
really boils down to, is it aligning to our strategy? Is it helping us drive our
business forward? Is it foundational to our culture? And if it's not doing any
of those things, then that's not something that we need to be dedicating a bunch
of time to.

Kate Cox: You've just heard from Laurel Dzneladze, who is the employee
communications, digital platforms leader with LinkedIn. At LinkedIn, she's
focused on driving culture and engagement through technology to create inclusive
experiences for hybrid and remote workers.

Siobhan Fagan: We've brought Laurel here today to talk about the work she's
doing at LinkedIn to use digital platforms to build connections and community
among the employees of the company. I'm Siobhan Fagan.

Kate: And I'm Kate Cox.

Siobhan: Kate, are you ready?



Kate: Let's do it.

Siobhan: Let's Get Reworked.


A ROLE AT THE CROSSROADS OF LINKEDIN CULTURE

Siobhan: Welcome to the podcast, Laurel.

Laurel: Thank you for having me.

Siobhan: So Laurel, we recently heard you speak at Reworked CONNECT where you
were sharing some of the work you're doing at LinkedIn. And before we really dig
into that work that you're doing, I was hoping you could sort of explain your
role because it sits at a rather interesting intersection.



Laurel: Yes, it does. So I sit within our employee comms team. I like to tell
people that I don't really do communications though. So I act as more of a
program manager, product manager, change manager within employee comms. And my
role is both focused on improving some of the aspects within employee comms of
how we work together, the processes that we have in place around self-service
and digital literacy, and then this role is as also designed to help navigate
the employee experience here at LinkedIn and thinking about what technology can
we use, what are the parts and pieces that we need to focus on from a comms
perspective when we're thinking about engagement and feedback, and how we're
communicating with our audiences, and then what products we need in order to
accomplish those things.

So my role is a little bit of comms, it's a little bit of data, it's a little
bit of product, it's a lot of things. But it's really cool, because I get to
work across the business and get to see the inner workings of the LinkedIn
experience.


A MOVE AWAY FROM 'RANDOM ACTS OF COMMUNICATIONS'

Siobhan: Laurel, your background is from a more traditional communications role
where it was all about push communications, and in your current role, it's more
about amplification of the employees voice. So I was hoping you could talk a
little bit about that shift in communication styles and where it fits in at
LinkedIn.

Laurel: Sure, there's a lot of complexities to this as there are with many
things. I think there's been, as we all know, a shift in both the technology and
the rate at which technology is changing and growing, and our ability to adapt
to that there's been a major shift in the workforce with some of the older
generations retiring, some of the newer generations coming into the workforce.
And there's really a world of optionality now, so I can pick and choose the type
of content I want to receive and where I want to hang out in digital and
physical spaces. And for those reasons, we found that sending communications to
everyone, or random acts of communications, just to figure out if maybe people
read it wasn't really working anymore, and that a lot of our messages were not
being read or seen or heard.

We've also found that people really want to have more that authenticity is so
our shift in thinking about how we communicate at LinkedIn has been about, I
mean, we're a social network to begin with. So we've really noticed that we have
an audience group, there's a huge portion of our employees that are in the Gen
Z, or younger millennial category. And a lot of those people are creating really
amazing content.



And because of that, and because of our desire to be authentic, and to be cool,
and to be hip as LinkedIn is, we saw a real nugget there of how we can take
content that's being created by our own employees or own leaders and we can
amplify that and we can bring that content to the forefront in any of our are
digital channels. And then we can curate that content for some of those
audiences that might have some of that traditional styling of like newsletters,
and they want to opt into certain spaces. So that shift is really been across
all of the different spaces. And I think it's something that's really helped us
remain connected, as well as like not feeling the kind of 'Voice of God' as a
communications function within the company. 


COMMUNICATION STYLES ACROSS GENERATIONS

Siobhan: I love the idea of random acts of communications, I think that many
people can relate to that.

I want to dig in a little bit deeper into these generational changes that you're
seeing. And I'm just curious, we have five different generations in the
workplace now. How do you actually meet the different information gathering
habits and needs of all of those different generations if they are that
dramatically different?

Laurel: For one, I'm not going to say that I'm getting it all right, for every
generation, and I think you know, where I am, I'm in my late 30s. In in LinkedIn
world, I'm pretty old. But in terms of technology, I think my generation, we
both grew up with hardline telephones, and then we actually experienced the
emergence of cell phones, and then smartphones. And so we have this nice
crossover in this pre-tech era, if we want to call it that. I feel like I'm
probably offending a bunch of people right now, so I apologize.

And then we have this very technical advanced, and then people who are 10 years
younger than I am, in they're late 20s, or even younger than that really didn't
have that same experience. And I think as we look at like, how can we meet the
needs of all these different generation, there's a lot of some of the older
generations that we're finding, are actually very receptive to some of this new
tech. And I think that they are like that, because they're like, What do I have
to lose? Right, right. I've been here a while, I might as well learn what the
new kids are doing. And I've seen them really adapt and be apt to that there's
outliers of that, as well.



Some of the bigger challenges that I have, are the groups that are a little bit
older than me that were really taught to do things in a certain way. And so for
us as a comms team, right? We're trying to be as flexible as possible, but also
super intentional about where we want to move the needle, where do we need to
create community space? Or where do we want to shift how we're engaging with
employees, and how they engage with one another and back to us. And so I think
there's a need to balance all of those things, as well as just being intentional
on where we want people to play and where we think that we're going to make the
most impact when it comes to like new styles and new ways of working.


SHIFTING COMMS FOR A NETWORKED WORLD

Kate: You know, you've been with LinkedIn for a couple of years. LinkedIn,
obviously, is a social network. That's its point. And so I was wondering if you
see if there's maybe a selection bias with your folks, like if they're more
willing to engage with some of this social stuff, or if this is some stuff,
you've really seen evolving across the last years, decade, whatever of your
career sort of across organizations, if you're really seeing a shift, that
people broadly are sort of more willing to engage in this community-driven
content or even if they're actively looking for it.

Laurel: So I worked at Microsoft before LinkedIn. And I worked at Whole Foods
before that. And I think those three companies have very strong cultures. And I
think that there a lot of consensus buy in across the three cultures that have
most recently worked with. And in those three cultures, there's definitely a
sense of wanting to feel like you're part of a community that you're giving to
the community and that you're receiving something from it. And I think it can
manifest in like, small team spaces, I think about can also manifest in like
larger. I don't know who to ask this question to, or I don't know who might have
the answer. And so therefore, I'm gonna go to community and see what I find. I
think there's generally a desire in the most recent companies that I've worked
for, for that.

I will say like, one of the things I do in my career is I go to conferences, and
I go, speak or I just go hang out. And that is always for me a very, like
humbling experience because I attended another conference in Austin not that
long ago. And it was a lot more manufacturing, kind of maybe traditional
companies that oil and gas that attended this conference, and there was a lot of
how do I make my email look really pretty? How do I write a super engaging
newsletter? And it's like, I haven't even thought of the necessity to be doing
that in a while. And that was still top of mind for them.

So I think people are coming along to it because social media is such a profound
part of our life at this stage and like technology adoption and where we are as
a world. But I think that there's still a lot of companies that our fearful of
it and I think you have to be really careful about designing a community for the
1% of people that will do something naughty. And I think you have to also be
willing to create a psychological safety within those communities, so that
people feel comfortable that asking a question, right, and not that they will
feel like they're gonna get attacked, or people will think they're dumb, or
whatever it might be. So there has to be a balance of that. And I think that as
we continue to evolve as organizations, and people want the authenticity and
people want to feel connected to one another, especially in a hybrid or remote
world, I think we're going to continue to see the need for communities, and the
value of communities grow and evolve over the next couple of years. 

Siobhan: So Laurel, I've heard you say a couple of things in that response. You
were talking about culture, you were talking about building community, you were
talking about building connection. And I guess I'm gonna bring it back to basics
now with this next question, which is, what purpose does the comms function play
at LinkedIn?

Laurel: Any good comms team needs to ask themselves, what are we in service to?
What are we bringing to life. And ultimately, we are helping drive the business
forward, whether it's thinking about how we make sure that people are aware, our
employees are aware of what we're doing and why we're doing it. So I think
that's one aspect of it. I think there is an aspect of getting people excited
about the company as a whole. So kind of diving into that engagement piece of
it.

And I think there's also from a comms perspective, we're supporting leaders,
we're supporting employees. So we also have this kind of support arm and that
might manifest as, hey, we're helping write things, or we're helping communicate
things that maybe are just internal, we're helping clarify and provide that,
hey, this is why we're making these changes are we're doing these things or this
thing exists. And then I think like, that whole element of bringing it to life,
what's the story that we're telling to help make that clear, and valuable to
both the company and to employees as well?


BALANCING COMPETING DEMANDS 

Kate: What you were just sitting there too, about balancing? I'm guessing you
really have to deal with competing demands from a lot of different stakeholders,
right inside the company, some people really want news out, and some people want
to think everything is the most important thing because their department thought
of it. So how do you really balance all of those competing demands? Have you
really balanced those needs?

Laurel: I think from a strategic standpoint, and I will say like LinkedIn is
still figuring out how, as a company internally to be a little bit more
strategic, we've historically been a scrappy startup. And I think we still think
of ourselves as that way. And I think, because of that, right, we're building
things as they come, we want to be innovative. So as we think about what's the
most important thing, I think we're still sometimes a slave to, hey, here's this
really cool thing that just bubbled up out of nowhere in this one team. And we
just think it's really cool. So we want to talk about it. And I don't think
that's ever gonna go away fully. But it definitely is something that can
sometimes get in the way of making sure we're prioritizing the right things.

So as a team having a strategy that says, These are the themes for the year. And
these are the top priority items that fit within those themes. And if you're
getting asked to focus on things that are not within that space, deprioritize
them. And we've been calling it ferocious prioritization. And that really boils
down to: is it aligning to our strategy? Is it helping us drive our business
forward? Is it foundational to our culture? And if it's not doing any of those
things, then that's not something that we need to be dedicating a bunch of time
to.

And yeah, there's still things that pop up that kind of fit outside of that, but
ended up being really cool opportunities. And that's not to say it can't be
communicated, right. Because if you're looking at it from a mindset of, hey,
we're amplifying right, then it's just about empowering the people who are doing
this and saying, like, Hey, we're not going to write a whole comms plan for this
because it doesn't fit within our predetermined framework. But you all are more
than welcome to go out and get excited and communicate it on like these channels
and, and that's really my role and where my role fits in is in that space.


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WHY COMMUNITY BUILDING MATTERS, WHETHER IN-PERSON OR ONLINE

Kate: You mentioned sort of thinking of LinkedIn still as a scrappy startup,
right? That there's that strong culture of that even though it got acquired by
Microsoft, I want to say 2016. I'm wondering sort of how you see this community
building and creating the corporate culture, like, I'm guessing this is
something valuable to employees, right to feel that they're part of the company.

Laurel: Yeah, for sure. I think, joining from Microsoft, I was like, they're
not, they can't be that different, right, because they've been part of Microsoft
for a while. And I was actually really surprised on the bright lines between the
two companies. And they really are functioning entirely separately from like a
culture standpoint, and they're just very different places to work. And I was
surprised by that.  

I think for LinkedIn, before the pandemic, everybody was in-person in these
gorgeous offices with free food and beautiful sofas and bicycles and game tables
and great gathering spaces. So there was all of this opportunity for people to
form these in-person communities. And I think it was such — and is such — a huge
part of our culture, especially for people who are entering the workforce and a
lot of the younger generation that works for LinkedIn, right? Like, that's how
you get to know and gain friendships and learn how to exist in the corporate
world.

And I think as we've moved to a hybrid and remote states, there's more need than
ever for these communities to come up and form and be a part of our digital
strategy, because I'm a remote employee. So I don't get to go hang out with
people in an office and, and I don't get to play on ping pong tables, or hang
out at the coffee bar, or whatever it might be. So how can I create somewhat of
a similar digital culture where I feel valued, and I feel like I'm contributing,
and I'm learning new things that I wasn't explicitly looking to learn. And I
think that's where like LinkedIn and Microsoft do a really good job is by
creating these spaces where you can lean in or out and find the things that you
don't know, through either in-person or digital communities.


USING COMMUNITY-BASED COMMS TO MAKE HYBRID WORK

Siobhan: So Laurel, I have so many questions to ask you. And that's why we're on
a podcast. But I am curious, I want to dig into this switch over because I know
that your role is one of the first work from home roles at LinkedIn. And the
part that community is playing in supporting the employees who are working
remotely who are working in a hybrid manner. Was the intention already there to
nurture these communities? Or was it something that really became amplified
after the push to work from home?

Laurel: Well, so I joined two years ago, so we'd already been work from home for
like 18 months when I joined. I think there is a definite lot of the research
that we were doing around like personas, and what is our company culture now
like who are we, as a company, I think a lot of companies were in are going
through this kind of identity crisis with this remote work and the disruption
that it caused.

And there was a lot of this, we have these employees that had this whole legacy
experience, right where they were onboarded in person, and they came to the
office every day, and they enjoyed that life. And then you have these people
that were onboarded during this really difficult time during the pandemic, and
post pandemic. And you're all in this remote space. And then you have these
people who, even after me joining right, who've maybe joined in the last year or
so that have an entirely different hybrid experience.

And I think because of that we did all these resources for these different
things. We have remote community leads, I am one for Austin and all of Texas.
And you know, it's my job in that role to help figure out like how we can
connect the remote community within Austin and whether that's organizing
in-person events, or digital events or activities that we can all do together.
It's just an opportunity for people in Austin to come together and experience
whatever it is we decided to do as a little community. So there was a definite
focus on that from a LinkedIn perspective on creating these remote community
leads to help drive that. And then I think there's also this recognition of, you
know, how can we balance the hybrid world and how can we know when like, events
are happening that if I do live close enough to an office that I can opt to go
to the office to experience these events, and a lot of that is through
community.

So this old dodge of like, 'Join the distribution list and get the newsletter
that's talking about what's happening in the New York office!' Like it works, if
you've already taken that action to join and to get that newsletter, and then
you actually read the newsletter. But there's also this massive opportunity for
us to move this to a community space where I can ask questions, where I can
promote events, where I can talk about an activity, where I can make a
suggestion.

And so that is the big opportunity — it's to not only get people excited about
creating a community about like that, but also using the technology to help
people stay informed about what's happening in a location that they might be
attending. And even for me as somebody who's fully remote, if I do end up going
to the San Francisco office, for instance, I might make my plans to visit that
office around an activity that's going to be happening there, just because I
want to experience it because I don't normally get to. So some of our work focus
has been on that, like how can we make this flexible work, work? And how can we
use it as both. We're creating a virtual experience for our remote employees.
But we're also creating these in-person experiences, or even driving the desire
to go to an office by surfacing community-based content that would make somebody
go to an office or attend a virtual event.


THE MEDIUMS FOR THE MESSAGE 

Siobhan: You were talking about people getting the newsletter, or how they would
find information through community spaces, I'm imagining email is probably in
the mix somewhere. And I realized that we would be remiss if we didn't talk
about the different channels that you're using to get your message out. So can
you talk a little bit about how you approach that and how you make those
decisions?

Laurel: So we have a plethora of different tools that we're using. And we have
community taking place in different spaces, whether it's a small team based
communities or larger org or functional based and, you know, a lot of the ways
that we work with our partners there and across the business is thinking about,
like, how can we help them write content in a way that's engaging, be very clear
about what we're asking people to do, and assist them really in like making
great posts and content in those spaces.

We also have, you know, in our offices, we have digital signage, and we have
very vibrant digital signage. So people are allowed to promote various events
that might be happening in the office through our digital signs. We have
newsletters, we're probably a little too dependent on newsletters. I'm very in
team 'No newsletters.' If you're sending me a newsletter, I'm probably not
reading it. Just because I always feel like by the time the newsletter gets to
me, it's old, like a newspaper, people still get those though. And then the
other thing that we use is we have like a chatbot that we use for Broadcast
Communications. And those, my general rule of thumb with any kind of chatbot
broadcast comms is like, the less you use it, the better it is. And so we use
that one sparingly and only when there's a very like a small audience with a
very clear action tied to it.

We're also building an intranet. And so that's going to be our place where the
primary use case or I guess, way we want to use the intranet isn't that like I
expect people to go there every day, to do their jobs, or to read the news. It's
really a place where I'm hoping we can create, you know, a destination for
people who, when they want to learn about what's happening in the company, when
they want to find their benefits when they want to learn about 401k or what the
product team is up to that they can go to this space and find that and creating
it in a platform and tool that is shareable so that people can grab a link and
reference it elsewhere within our ecosystem of tools. So that we're not
constantly creating new posts and new content everywhere we go. So we have a
knowledge base within our intranet that allows us to share the most relevant and
up to date, news and activities that are happening within the company. So those
are kind of our main channels.

Siobhan: Reuse, repurpose, recycle — it applies to so many different things.

Laurel: Totally.


HOW DO YOU MEASURE THE SUCCESS OF COMMUNITY?

Kate: I'm a little curious. You just said something perfect to lead me and you
mentioned sort of email metrics. But how do you measure the success of
community? Right? That's a big and nebulous concept. And I know that there are
lots of anecdotal ways and then there are some sort of hard metrics ways to how
can you tell when you're being successful and what that looks like?

Laurel: Yeah, I mean, that's kind of like the Holy Grail of comms and employee
engagement, right is to be able to clearly articulate how communications, 
community, whatever activities are connecting back to business value, or
customer delivery, or whatever it might be. There's a couple of different ways,
you know, we look at community success or general metrics, and there's always
vanity metrics that we'll look at to say, like, hey, people have visited the
community or people shared something in the community, and what was the reach of
that — all of that kind of stuff.

I think there's also ways that we're measuring and the Community Roundtable has
a really good framework called working out loud, where they're looking at, you
know, getting people comfortable with being in a community asking a question,
sharing feedback, sharing project stuff. And so I think when we think about some
of the softer metrics within communities, it's like, how many people are really
actively engaged in that community, and how many people would say, Hey, I found
this valuable, or it helped me complete this task or project, or I learned
something here that I wouldn't have gotten somewhere else, right. So to be able
to do kind of pulse feedback on that, as well as just looking at where questions
are being answered.

I think there's also like, as we look at engagement in the community, right?
Where are certain posts or content happening, that are tied back to the culture
that we want to drive, right, if it's being inclusive, and having somebody share
something in a internally public community space that three or four years ago,
never would have happened? And thinking about like, hey, maybe this post didn't
get the most engagement, but it is a moment that matters from a cultural
perspective, in that this community, this person felt safe enough to say this
thing to ask this question. And therefore that is a key indicator for us in
terms of how these things are connecting back to our culture and our values. 

I think eventually we're going to be able to see that employees that engage in a
community early on have higher retention rates, or indicate that they're more
engaged at work than people that don't, and I think there's going to be stuff
that'll come out. And it's so hard to like, look in the past and say, like,
'Hey, we're going to draw what happened three years ago, we're going to use that
as a representation from today.' Because we just can't because of all the
disruption that pandemic did for organizations, anything that happened
pre-pandemic is really like, not comparable to where we are today.

And so I think it's over the next couple of years that we'll start to be able to
really draw some of those conclusions as it comes to retention, or bringing
people into the workplace, right, like recruiting people in, as well as how we
might be able to say, hey, from a customer delivery standpoint, we were able to
find the answer to this question for a customer better than we could have
without these communities. I know when I worked in a customer-facing role at
Microsoft, if I had a question that a customer was asking me, nine times out of
10, I could find that answer within Viva Engage. And that was my go-to place for
any question that a customer came to me with. And if the question wasn't there,
I can ask the question, and I would get an answer, right.

But that behavior and fostering that within your community, getting people to
answer those questions, takes work. And I think that's where more time needs to
be spent going forward so that that value can really be showcased more broadly
over time.

Siobhan: Laurel,thank you so much for joining us today, I am going to ask an
incredibly obvious question for you now, if people wanted to find you online,
where could they find you?

Laurel: You can go to LinkedIn and find me there.

Siobhan: How about that? Shocking. Well, we'll link to that on the podcast page.
Thank you again for joining us today, Laurel.

Laurel: Thank you for having me.

Siobhan: If you have a suggestion or a topic for a future conversation, I'm all
ears so please drop me a line at editors at reworked dot co. Additionally, if
you liked what you heard, post a review on Apple podcasts or wherever you may be
listening. Please share get reworked with anyone you think might benefit from
these types of comments. sessions, find us at rework.co And finally, follow us
on Twitter. apt get reworked as well. Thank you again for exploring the
revolution of work with me, and I'll see you next time.


ABOUT THE AUTHOR



Siobhan is the editor in chief of Reworked, where she leads the site's content
strategy, with a focus on the transformation of the workplace. Prior to joining
Reworked, Siobhan was managing editor of Reworked's sister site, CMSWire, where
she directed day-to-day operations as well as cultivated and built its
contributor community. Connect with Siobhan Fagan:




TAGS

 * linkedin
 * community management
 * employee engagement
 * employee experience
 * internal communications
 * employee communications




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