Social media in the public sector: Overcoming fear to help customers

Christine Townsend, a former multimedia producer with Sussex Police and a serving special constable, looks at how public sector organisations need to overcome cultural and technological barriers in order to use social media for the public good, just like some police forces.

Public sector organisations worry about social media

It’s understandable that organisations in the public sector are nervous about social media. There’s a sense of handing over control of our message, which makes reputation harder to manage. And then there’s the worry that, in 140 characters, a whole organisation can be brought to its knees.

Recently, the head of tourism at Greenwich Council was suspended for posting an inappropriate tweet about Woolwich, which caused uproar from residents and businesses.

However, while there are risks, they are no greater than in any other sector. Adopting a good training package and identifying key blockages and barriers should stand you in good stead.

Not a week goes by when someone isn’t challenged about a comment they made on Twitter, and it’s easy to focus on the medium. But the message – and the person delivering that message – is more important.

Training is key

Training your workforce is not as simple as telling them how to do it. Empowerment, trust and confidence go a long way to ensure that your customer receives the experience they deserve.

Enagaging staff

In a public sector organisation, where most actions are wrapped up in process, policy and deep-seated cultural habits, stepping into the unknown frightens most people.

This is not to say that once you can prove it works, people haven’t embraced it. Often, it’s just been met with a cautious regard in the first instance. There are cultural barriers as well as physical barriers that need to be overcome.

The technological barrier

Many people in the private sector take for granted the tools of their trade. They have the most recent version of Internet Explorer and relatively unmonitored internet access. Most of their work has an element of the internet and new technology attached to it. Equally, they are not as bound by legislation such as data protection or freedom of information.

In the public sector it is a luxury to have such ‘cutting edge’ technology. Combine this with a history of being guarded about what information the police and other public sector organisations put out to the public, and you’ve got a whole lot of unpicking to do in terms of building the confidence of those who know they need to embrace social media.

Events can force change

The public and the media are usually two steps ahead in terms of how they conduct their business online, but there has been a shift in attitudes. The police are demonstrating innovation, and adapting to change.

The 2011 riots were evidence of this. Before the riots there had been a move to adopt social media in policing – the riots forced the issue. Not only was there a proliferation of intelligence, but the police used social media to dispel rumour and reassure the public that it was ‘business as usual’, despite sending considerable resources to London.

By seeking out and responsding robustly to rumours, the police were able to raise public confidence. They then made the most of newly forged relationships by continuing to engage with the public after the riots.

When I worked for the police I would focus on engagement and building the confidence to engage online. Not solely because the police are sensitive about what enters the public domain, but because it’s changed the very nature of how the police interact with the public and the media.

The existing protocols (of which there are many) are being questioned, changed and adapted. This is what makes things scary for some and exciting for others.

Managing reputation beyond the comms team

Reputation is crucial. Being on the ball online will stand you in good stead for building customer relations, dispelling rumour and gossip and showing you’ll go the extra mile.

Many think that handling social media should only be done by communications teams, but think further than that and look at call centres, human resource, finance – all departments that have a customer facing role should be social media savvy and able to manage relationships online.

Widen perspectives: look on and offline

It's vital to remember that digital can't exist in a bubble. A digital strategy needs to be embedded within an existing communications strategy. After all, social media is merely another communication channel, one part of an holistic approach to communications and customer engagement.

It is true that many people prefer to do all of their business online, but there must be an alternative. You need the resources to cope with online chatter. It will increase, but it won’t open the floodgates. You need confident people who take responsibility for managing online relationships.

Posting content

Content is an important part of your online presence. You can give insight into your organisation that will help your customer understand why you do things.

People are more knowledge-hungry than ever and the more information you give them about your organisation, the less likely it is they’ll go elsewhere. People want to know who they are dealing with, your organisational ethos and what they need to do if they aren’t happy.

What may seem dull to you is all information for your customers. Look inwards instead of outwards and see through the eyes of your customer. What would you want to know?

Look at content as a way of reducing call volume – provide as much information online as you can and encourage staff to direct your customers via social media.

Conversation vs broadcast

The key to being online is conversation. Broadcast is no longer an option. Opening yourself up to feedback – or straightforward criticism – should be seen as a good thing.

You can only do something about your customers’ concerns if you actually know what they are. You’re listening – so what are you going to do about it? Be honest about your mistakes and the online world will forgive you as long as you accept them, make changes and remain transparent.

Getting started

Don’t even think about setting anything up until you’re sure that it’s the appropriate social media platform for your organisation. You may think you need a Facebook page – but is that where your customers are? Twitter might be the done thing, but will it work?

Social media isn’t just Twitter and Facebook – there are many options out there and it’s about balancing creativity with realistic outcomes. Think carefully about your resources, communications strategy and customers. It’s all about them, not you.

Christine Townsend runs Kickback Communications, a digital communications and training consultancy.

She has experience in integrating social media in policing and the public sector, as well as writing and delivering training packages for the public and third sector.