Enterprise Social Networks: the importance of coordination, motivation and training people

Estimated reading time: 4 minutes

Having had various training experiences on the use of social tools from a business perspective one learns a natural way of distinguishing the key points when implementing these types of solutions.  Direct contact with the users (the so called UX discipline or “User Experience“), client training on the use of Zyncro and the documentation of methodology in the form of reports, necessary for the implementation of a Corporate Social Network that allows the role of fundamental aspects to be discovered to include:

  • The Coordination of the team to be carried out by the manager or community administrator.
  • The Motivation of its members in order to use the solution
  • Training people on the use of these types of tools
  • Without these three points, the implementation of internal social solutions would be considerably exposed to the possibility of failure, at least in organisations with classic model structures with a more traditional style where its employees are unlikely to be reading this post.  Let us take a look at what I mean by this point by point.


The coordination and involvement of the community “administrator” or “dynamizer” is a must for the correct usage and rollout of the solution.  This is in addition to training about the possibilities it offers (which I will speak about in the third point of this article).
The manager must be an involved person (within both the company and the project), who believes in the tool’s real virtues and above all, have the capability to coordinate and manage their team to achieve the set objectives which is vital for those more “classic” employees so that they may modify their communication methods and evolve towards more social or “2.0” models.

I have always considered management within a company as a task requiring the most skills and professional capabilities and management in terms of 2.0, an even more complex management whilst being valuable at the same time within large organisations, both for its strong technological component as well as the novelty of its style.


In the same way that the administrator or dynamizer should coordinate, they should also ensure the motivation of their colleagues to use the network.  They must understand all of the benefits on offer and that it becomes a form of help rather than an obligation and that they may discover how the tool can facilitate their work is essential.

Without motivation and especially without training (motivation is closely linked with knowledge about the environment, whilst a lack of knowledge or lack of experience results in the complete opposite), the solution will remain unused.


Last but not least, knowledge about the environment, its methodology or processes (sharing, communicating, expressing, collaborating, categorizing…), such as the technological side (the storage or basic document management concept, interface interaction for web content publishing or of other 2.0 applications).

Therefore training employees is not just about explaining what a Corporate Social Network is about but also explaining the meaning of professional development from a 2.0 perspective and all of the tools that currently make up the spectrum of social digital applications.

We will discuss these concepts further down the line.  But in the meantime, does your company value coordination, motivation and training?   Do you think there is any other aspect missing?  If so, don’t hesitate to share it.