While there continues to be a range of definitions of “external” and “internal” roles in social media, one truth remains: there continues to be a huge gap in pay between the two, as the internal socialites continue to rake in the dough compared to their externally focused cousins.
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Earlier this spring, we surveyed the members of the Social Business Council about salaries and applications (stay tuned for a report on the app data), and summarized the data from 64 responses across 14 countries.
In this scenario, we defined “external” social business as the practice of utilizing social networks and social tools to interact with prospects, customers, and partners. People in this role often tag themselves as “social marketers.” “Internal” social business is defined as the practice of integrating social bookmarking, social networking, and wikis into enterprise settings to improve internal collaboration and product development. Those who champion internal social business are often known as E2.0 professionals.
The short story? Executives in internal social business roles, including knowledge management and IT, continue to earn more than social business execs in Marketing and Corporate Communications.
Twice as many “internal” pros earn >$100K compared to “external” social marketers.
70% of internal social business practitioners claimed to earn $100K or more, while only 35% of external social business practitioners earn $100K or more.
The 2013 data is similar to what we found two years ago, in the 2011 SBC Salary Survey, which showed internal social business execs pulling in more salary on average compared to their external colleagues.
It will be interesting to see what happens to the wages of social marketers as companies, agencies and brand teams gain deeper expertise and process knowledge relating to earned media measurement savings, social selling attribution and competitive benchmarking.
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It takes senior level direction to unleash the benefits of workforce collaboration.
There is a myth in the marketplace that 2.0 adoption can be driven from the ground up, with no formal structure in place for organizational acceptance or strategic imperative. The truth is that our member survey demonstrates that senior level professionals are directing staffs and worldwide teams with engagement strategies and legacy integration programs.
The 2.0 Adoption Council is the premier “club” for early adopters. And while this survey was short – just three questions – the data is very pure. It serves as an important “mythbuster” in our space.
Discussions at the CEO and Board level regularly involve 2.0 Adoption Council members. On average, they are managing million-dollar annual budgets on the roadmap toward introducing social business to their organizations. This is what’s happening on the ground among people who have self-identified that this is their job.
Depending on the emphasis of the company and its vision, social business can emerge as a strategic imperative in any organizational domain. The mix of our membership demonstrates that all workforces have a uniquely common denominator: quite simply, social business is about people.