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5 Great Time Saving Tips on How to Boost Engagement on Social Media

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In an age when digital presence is king, building a dynamic and strong social media presence for one’s business is a fundamental requirement. High engagement with content on social media indicates that the business is:

  • connecting meaningfully with current and future customers;
  • making a desired impact on the market and creating its niche;
  • able to build credibility and trust.

These are important to bring the business a sense of legitimacy. This helps drive up the sales of the company. The key to getting a boost in social media engagement is to keep the business up-to-date always, and Socials Up is an excellent companion to take into account.

What Qualifies as a Desirable Engagement on Social Media?

Simply put, social media engagement is a measure of one’s successful presence on social media websites. Although an essential part of the package, it is not enough to only generate a large fan-base or followers. It is also necessary to keep this audience engaged and to keep it growing organically. Besides, to build the right brand image, a business should retain the existing audience’s interest while attempting to attract potential new followers.

It is crucial to remember that any interaction with one’s social profile is tracked as a kind of engagement. Getting comments, shares, likes, and reposts are hence one way of ensuring social media engagement. Finding mention in posts of other users is another way. Click-through, tags, hashtags are all means to raise attention on social media. However, for successful and relevant social engagement, one has to identify and reach the right audience.

How Can One Increase Social Media Engagement with the Right Audience?

  • To boost social media activities with the right audience, one has first to devise marketing strategies that lead to gain visibility.
  • The biggest mistake one can make to treat digital marketing strategies separately from social media engagement strategies.
  • The latter should ideally be an integral part of the former’s planning and execution, even if one chooses to give it a more relaxed and informal persona.

Uploading regular, relevant, and quality social media content can ensure that the right audience is getting driven to one’s profile. This exercise, no doubt, involves much pre-planning. Its execution can be quite time-consuming, especially when a business is just starting out. Looking into time-saving strategies is hence crucial.

Tips on How to Increase Social Media Engagement

#1 Use Social Media Analytics to Your Advantage

To expand presence and build trust, a business must first review the existing organic audience engagement dataset. Keep track of what posts are getting more likes, comments, and shares. Most social media sites provide their analytics tools for ready use.Facebook, for instance, allows for the tracking of the following metrics for a post:

  • How many saw the post.
  • How many interacted with it by viewing, commenting, and sharing.
  • How man hid the post.
  • If the post was reported for inappropriate content or spam.
  • Which demographics had greater visibility of the post.
  • If the post led viewers to view other content.
  • How the post performs over time.

Such tracking is important for making major decisions regarding one’s social media presence. The data obtained can save valuable time in figuring out what works to generate real audience engagement and what does not.

#2 Schedule Regular Content Publishing

It is not enough to create informative and engaging content. A business has to put content out for its followers on a regular basis to keep the engagement alive. The crucial question here is determining how frequently content should get posted and how. The tone and voice of content should always be created, keeping the intended audience in mind. So should the frequency of post updates.

Depending on the nature and size of one’s business and its outreach, the content may be put up daily or weekly. For most businesses, posting one to three times a day turns out to be the ideal number to keep their social stream active and organic. Depending on the analytics reports of the time span during which content is most likely to get viewed or shared, a business should select the timing for posting new content onsite.

  • Doing this manually may be too tedious and stressful.
  • It is smarter to line up content and schedule a publishing sequence and time for the same.
  • The use of scheduling tools to block time for creating and publishing content comes in handy here.

When a business has a presence on more than one social media website, it is a good idea to update all the profiles at the same time. Most businesses are able to maintain an impressive presence on multiple social media websites by simply scheduling simultaneous publishing of content across the sites.

#3 Employ Available Social Media Engagement Tools

The best content puts information out for the target audience and strives to make a human connection to encourage audience interaction and engagement.

  • Use available tools to save preferences for photos and video edits and to make the content more appealing to the intended audience.
  • Tailor the content to ask questions to the followers. These encourage them to particulate in polls, contests and share the content with their social media communities.
  • Create and schedule such polls and contests in advance for boosting social media engagement.

Again, what tools may be available are specific to the social sites used to build a business presence. For instance, if Instagram is the preferred site for boosting content engagement, following the hashtag activity around one’s content is crucial to determine how the post is being received and what demographics. It is prudent to save lists of must-have hashtags to reduce the time required in typing them out each time a new post is uploaded.

#4 Tap into Employee Advocacy

Although it may look reasonably simple, managing a business profile for social media engagement is a fairly exhausting task.

  • To effectively monitor it as constantly as possible, tap into the potential of employee advocacy.
  • Get your employees and business partners to share, like, and generate conversations around the business content on their profiles.
  • Employee advocacy can not only drive engagement towards the business; it also exponentially expands the reach of the content by bringing it to the notice of new audiences in the employees’ social media circles.
  • It brings traction and ultimately leads to an increase in sales as having employees circulate content in a positive light can give the content and thereby the business a boost in its credibility.

If the business is a one-man show, it helps to get family and friends to take this task up on a regular basis to enable the business to grow and sustain its online presence. The ultimate goal of boosting social media engagement is to build a brand that also profitably manages to sell its wares. Hence, the business feed must getreal clicks and organic shares that will bring desired channels of advertisement and potential customers to the business. Delegating this means of content distribution to others frees up valuable time. Any time saved on social media can be spent on other strategies for driving up sales.

#5 Make Content More Variable and Interesting for Others

It is no secret that generating new content from scratch without compromising on quality or information is a task that requires considerable time. Time needs to be invested in research, drafting, editing and finalizing other more delicate aspects of any content before actually publishing it. However, social media engagement requires a faster turnover of content on social websites to keep the audience from losing interest in the business. For this, re-purposing already created content can be a quick and effective means of boosting engagement with the audience. An image from an earlier post can serve as a backdrop for fresh content, or a blog post can be retweeted with a new headline. Throwback posts give the business opportunity to bring back previously published matter to the audience as is. One could summarize old posts, build memory books of old photos, or turn the format of the content in an article into a new one to save time without compromising on the quality of the content.

Aside from repackaging old content in a new form, it can also be used as a take-off point to create a completely new post too. All it needs is a little creative brainstorming. For instance, if some post has already been made on how to dress up for a cocktail event, then the next one is recommended to be soon written about what types of closes to avoid on a cocktail event. Besides saving time, such posts can also be linked back to the original post to create traction for the earlier post and boost its audience engagement too. This can attract new visitors, but it can also open up dormant conversations around a publication, thus increasing search engine ranking for the older content.

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Finance

Corporate Boards are Critical Starting Points for Implementing Stakeholder Capitalism

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COVID-19 has led to global and systemic economic, social and environmental disruption, and an increasing number of companies are recognizing the need for pragmatic approaches to implement the principles of stakeholder capitalism.

A new white paper, The Future of the Corporation: Moving from Balance Sheet to Value Sheet, provides analysis about the important role boardrooms and corporate governance play in addressing the environmental, social and governance (ESG) challenges their companies face. Focusing on practical tools for corporate leaders, the white paper, produced in collaboration with Baker McKenzie, provides a set of actions and stakeholder governance considerations boardrooms can take to reshape their company’s purpose and practices.

This includes leadership-level actions, such as aligning company purpose and incentives with transparent goals and KPIs, increasing board diversity and adopting the common stakeholder capitalism metrics to measure and manage global risks and opportunities related to business, society and the planet.

“Business leaders are increasingly implementing business models that create value based on stakeholder needs,” said Klaus Schwab, Founder and Executive Chairman, World Economic Forum. “While there’s increasing momentum towards stakeholder capitalism, many businesses are also looking for practical solutions to help them fully understand and address the concerns of all their stakeholders. The Forum is committed to providing measurement and governance tools that will help these leaders succeed, thereby advancing stakeholder capitalism globally.”

Effectively aligning a company’s practices with its purpose is another key role boardrooms must play when integrating stakeholder interests into their business models. Setting clear metrics for management, which align with company purpose is an important step for boards.

Ørsted, a company who successfully transformed its business from fossil fuels to renewable energy, is a clear example of how effective governance is critical to company-wide transformation For example, in its transition to being a sustainable business, Ørsted made it a board-level priority to ensure its transformation was transparent, the journey was measured with concrete metrics and it was communicated to all relevant stakeholders.

“The pandemic, climate and inequality challenges of the last year were and continue to be unprecedented. Against this backdrop, how can companies drive long-term value creation and sustainable growth? A good stakeholder governance framework will help companies mitigate risk, build resilience and enjoy sustainable value creation and long-term success; at the heart of good stakeholder governance is clearly understanding who key stakeholders are, engaging with them and bringing their voice into decision-making,” said Beatriz Araujo, Head of Corporate Governance, Baker McKenzie. She added: “There is no ‘one-size-fits-all’ approach; each company must embark on its own stakeholder governance journey and we have suggested some of the steps companies should consider taking on such a journey.”

In addition to the examples above, the white paper provides a stakeholder governance framework centred around four key areas of four key areas of leadership focus. These are:

1) Purpose

Purpose is returning centre stage as an enabler for long-term sustainable value creation for corporate success.

Boards should ensure their companies have a clear and well understood purpose, informed by their key stakeholders’ expectations, and regularly use this purpose as a guide in their strategic decision-making.

2) Strategy

Corporate leaders should ensure their company’s strategy is robust and designed to deliver the company’s purpose.

This strategy needs to be flexible to take account of changing stakeholder considerations. Periodic ESG risk and opportunity assessments are a tool that leaders can use to ensure they are pursuing an appropriate strategy in light of changing externalities and stakeholder feedback.

3) Culture/Values

A company’s culture and values are important in ensuring decisions and daily business practices appropriately reflect their stated purpose.

4) Governance

Effective governance, which regularly addresses stakeholder input, is critical for running a sustainable, resilient business.

Board composition, diversity and inclusion are important factors in ensuring boardrooms are equipped with the skills needed adequately understand and consider the needs of their stakeholders.

Along with input from the Forum’s Community of Chairpersons, the whitepaper is based on interviews with senior leaders at bp, the Cambridge University Institute for Sustainability Leadership, Fidelity International and Ørsted.

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Digitalization crucial to SIDs’ COVID-19 recovery, long-term development

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The upscaling of digital technologies presents a host of opportunities for small island developing states (SIDS) to diversify their economies, boost manufacturing, gain greater access to global value chains, and improve disaster preparedness. However, significant obstacles remain, including inadequate digital infrastructure, insufficient training opportunities for women and young people, a growing digital divide, and a lack of data and policy knowledge. That’s according to an expert panel convened for the Global Manufacturing and Industrialisation Summit’s Digital Series on the topic: “How Information and Communication Technologies can foster inclusive and sustainable industrial development in Small Island Developing States”.

Ralf Bredel, Chief of the Asia-Pacific Regional Programme at the United Nations Industrial Development Organization (UNIDO), said that SIDS share common challenges such as limited resource bases, long distances to primary markets, and vulnerability to climate change.

“ICT has the potential to help SIDS in overcoming some of the challenges derived from the isolation and remoteness. It can support trade in economic diversification. This is even more true under the current circumstances, with COVID-19 and the restrictions on people’s movements and the heavy blow to SIDS’ economies in relation to their continued reliance on tourism,” said Bredel.

Vanessa Gray, Head of the Division for Least Developed Countries (LDCs), Small Island Developing States (SIDS) and Emergency Telecommunications at the International Telecommunication Union (ITU), added, “We know that small islands are naturally prone to disasters caused by earthquakes and severe weather events and are being affected by climate change, resulting in increased tropical cyclones, hurricanes, flood and landslides, to name a few. Connectivity can help address these events by providing remote communities with access to early warning systems, real-time weather information, remote sensing and geographic information systems.”

Gary Jackson, Executive Director of the Caribbean Centre for Renewable Energy and Energy Efficiency (CCREEE), said that countries in the region are “pushing the envelope” towards energy efficiency.

“We have to recognize that islands don’t have what we call a supergrid, don’t have a lot of interconnections that would give us reliability and availability and that’s what people really want,” said Jackson. “So one of the things we have to consider is how we move towards decentralization, decarbonization and some of the things that we need to do to ensure that reliability, availability and affordability are consistent with what people require.”

Michelle Marius, Publisher of the ICT Pulse blog highlighted a continuing gender gap concerning digital employment. “We do have so many girls and women in the workforce. Many of them, sometimes even in management positions in reputable organisations, but somehow we still have not been able to crack that barrier between women in tech and digital entrepreneurship by women” she noted.

Amjad Umar, Director and Professor of ISEM (Information Systems Engineering and Management) programme at Harrisburg University of Science and Technology, said, “We know that, in many cases, SIDS do not have 3G technologies – they are still at 2G range. So, we specifically designed this plan (for the ICT4SIDS Partnership) that produces solutions that would work with very, very low technologies…”

“Digitalization consists of people, processes and technologies,” underlined Umar.

Concluding, moderator Martin Lugmayr, Sustainable Energy Expert at UNIDO, stressed that there is a long way to go towards realizing inclusive and sustainable industrial development in SIDS, particularly in light of current circumstances. “COVID-19 recovery must have a long-term perspective. Iit has to be green, it has to be blue in the case of Small Island Developing States, and it has to be digital,” he said.

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Fewer protections, lower wages, and higher health risks: Homeworking in the COVID era

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Image: European Wilderness Society

The UN’s labour agency (ILO) called on Wednesday for greater recognition and protection for the hundreds of millions of people who work from home, accounting for almost eight per cent of the global workforce even before the COVID-19 pandemic.

Since movement restrictions linked to the global spread of the virus were implement in many countries, the number of people working from home has increased sharply, and that trend is expected to continue in coming years, despite the rollout of vaccines that began in late 2020.

Drop in wages in rich and poor countries

According to a new ILO report, many of these “invisible” workers experience poor working conditions, face greater health and safety risks, and lack access to training, which can affect their career prospects. They are also likely to earn less than their counterparts who work outside the home, even in higher-skilled professions.

“Homeworkers earn on average 13 per cent less in the United Kingdom; 22 per cent less in the United States; 25 per cent less in South Africa; and about 50 per cent in Argentina, India and Mexico”, ILO said in a news release on Wednesday.

The report, “Working from home. From invisibility to decent work”, also showed that homeworkers do not have the same level of social protection as other workers, and are less likely to be part of a trades union or to be covered by a collective bargaining agreement.

Homeworkers include teleworkers who work remotely on a continual basis, and a vast number of workers who are involved in the production of goods that cannot be automated, such as embroidery, handicrafts, and electronic assembly. A third category, digital platform workers, provide services, such as processing insurance claims, copy-editing, or cutting edge specializations such as data annotation for the training of artificial intelligence systems.

Growth likely to continue

According to ILO estimates, prior to COVID-19, there were approximately 260 million home-based workers globally, representing 7.9 per cent of global employment.

However, in the first few months of the pandemic, an estimated one-in-five workers found themselves working from home. Data for the whole of 2020, once available, is expected to show a “substantial increase” over the previous year, said the agency.

The ILO predicts that the growth of homeworking is likely to continue and take on greater importance in the coming years, bringing renewed urgency to the need to address the issues facing homeworkers and their employers.

Poorly regulated

At the same time, homeworking is often poorly regulated, with little compliance with existing laws, and homeworkers usually classified as independent contractors, which means that they are excluded from the scope of labour legislation. In response, ILO outlined clear recommendations to make working from home “more visible and thus better protected”.

Industrial homeworkers should be made part of the formal economy, given legal and social protection, and made aware of their rights, ILO urged. Similarly, teleworkers should have a “right to disconnect”, to ensure the boundaries between working life and private life are respected.

The report also urges governments to work closely with workers’ and employers’ organizations, to ensure that all homeworkers move from invisibility to decent work, “whether they are weaving rattan in Indonesia, making shea butter in Ghana, tagging photos in Egypt, sewing masks in Uruguay, or teleworking in France”.

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