Growing challenges and emerging opportunities ahead for NZ’s not-for-profit sector, says JBWere’s New Zealand Cause ReportGrowing challenges and emerging opportunities ahead for NZ’s not-for-profit sector, says JBWere’s New Zealand Cause Report.

New Zealand’s not-for-profit sector makes a significant contribution to this country’s economy and is vital to our quality of life. Yet there are growing challenges, and also emerging opportunities, to make the sector work more efficiently to maximise impact, says the JBWere New Zealand Cause Report published today.

The JBWere New Zealand Cause Report is the first major in-depth analysis of the state of New Zealand’s $20 billion a year not-for-profit (NFP) sector, tracking its growth over the decade from 2004 and providing a detailed sector analysis.

The Cause Report provides an overview of New Zealand’s NFP sector including its asset base, income and expenditure, philanthropy and innovation, the makeup of its workforce and volunteers, and how the sector compares internationally. It offers some predictions for the future of the sector. The second part of the report focusses on data and analysis on 18 sub-sectors ranging from arts, culture and heritage; education; health; care and protection of animals; and international activities. The Cause Report analysis was based on data from Statistics New Zealand and data collected and published by Charities Services from charities’ annual returns.

JBWere’s New Zealand head Craig Patrick says, “It’s very clear that New Zealand’s not-for-profit sector, which not only helps the most vulnerable and needy in our society, but also touches all of us almost every day in areas such as sport, education, arts and health, is crucial to our country’s future prosperity and wellbeing.

“Kiwis care very much about causes, and want to start and be involved in good works. There’s one NFP organisation per 170 New Zealanders – 27,380 in total. This is substantially lower than Australia with 422 NFPs per head and the US with 339. Since 2010, there have been 2.5 charities established each business day in New Zealand. Considering the governance obligations from board members and the sheer number of people required, we’re concerned that this very large number of organisations will create a burden on their supporters and volunteers. Looking ahead, we think that more collaboration and mergers could be part of the solution.”

Funding growth for the sector has been reasonably strong, almost 6% annually since 2004. “This growth has often been at the expense of margins which are squeezed. This has impacted on the ability for organisations to fund innovation and think more creatively. Where, for example, are the Googles in the NFP sector?”

With $60 billion in assets, the NFP sector has a strong base. “However, we ask if these organisations are using their assets for maximum impact and return? For example, in 25 years’ time will universities need their highly valuable bricks-and-mortar campuses, or will the cream of academia be available to all online? On a smaller scale, is there any reason why, say, local rugby and football clubs can’t share their administration – and some of them already are doing this. We would encourage organisations to re-examine the suitability of their assets,” says Mr Patrick.

Looking ahead, JBWere sees a trend of new sources of funding emerging. “Impact investments are becoming more popular where a project seeks to deliver both a financial profit as well as a social return. An example of this would be a fund which buys water rights, selling to farmers when demand is high, and later returning to the environment when rainfall is good. Another example is a profitable catering business employing and training vulnerable youth.”

“As well, we’re seeing new methods of corporate support through partnerships that offer shared-value opportunities. A corporate and a charity will form a partnership – with mutual benefits. This is happening with, say, the development of a financial literacy programme where banks then experience a drop in loan defaults, and charities see fewer clients having to deal with financial pressures,” says Mr Patrick.

Cure Kids CEO Frances Benge has welcomed the findings in the JBWere New Zealand Cause Report. “The Cause Report initiates an important discussion on a vital sector in the wellbeing of our society. It’s an important analysis for not-for-profit organisations as we grapple with the need to demonstrate its tangible contribution to our people. The New Zealand picture emphases this need further with the reliance on philanthropy rather than government funding driving the importance of mutual interest collaborations, astute management of expenses and a greater appreciation of the value of volunteers.”

Graeme Dingle, co-founder of the Graeme Dingle Foundation, says the JBWere New Zealand Cause Report encourages the sector to have innovative win/win discussions with the corporate sector. “The Report identifies the need to move from well-meaning philanthropy to shared-value partnerships with New Zealand businesses. These will create more value and mutual benefits to both parties.”

Craig Patrick concludes, “The NFP sector is the glue that holds much of New Zealand society together. The JBWere New Zealand Cause Report 2017 highlights the breadth and depth that NFPs contribute to not only our country’s economy, but also how it touches all our lives. We look forward to engaging more with the NFP sector in working through the challenges ahead and the opportunities available to make it work better for all New Zealanders.”

The next edition of the JBWere Cause Report for New Zealand will be published in early 2019.

This media release was sourced directly from Business Scoop NZ and was written by JBWere. 

AuSAE has welcomed new members from the following organisations this month. Is your organisation on this list? If your organisation is on this list as an AuSAE organisational member but you are unsure if you are part of the membership bundle, please contact the friendly AuSAE team at info@ausae.org.au.

Not on this list? To join AuSAE today please visit our membership information page here.

AuSAE have now released dates and speakers for the second round of Networking Luncheons for 2017. The topic for this round of Networking Luncheons is "Member Engagement: Remaining Relevant in a Society of Choice". 

AuSAE's networking luncheons are a great way to connect with others in the industry to discuss high level topics of real importance, develop new relationships and gain critical information. This is a rare opportunity to network with other CEOs and senior management professionals from charities, associations and other non-profit organisations. Ample opportunity will be given for you to discuss issues and network with others.

See dates below for the second round of Networking Luncheons for 2017:

• Brisbane Tuesday 11 July - Richard Stokes, Executive Director, Australian Boarding Schools Association
• Sydney Wednesday 12 July - Martin Thomas, Operations Manager - Training & Development, St John Ambulance Australia NSW 
• Perth Thursday 13 July - Steve Moir, Chief Executive Officer, Motor Trade Association of Western Australia
• Melbourne Tuesday 25 July - Allan Crosthwaite, Director, The Pharmacy Guild of Australia
• Adelaide Thursday 27 July - Kerrie Akkermans, National Membership Strategist & SA State Manager, Australian Water Association
• Canberra Monday 31 July - Martin Thomas, Operations Manager - Training & Development, St John Ambulance Australia NSW

Perspective is critical. I have been reminded of this several times recently.

The most recent was at the Asia Pacific Great Ideas in Association Management conference in Korea where one of the US speakers talked about his near-death experience. While dying (multiple times) on his hospital bed he quizzed the nurse if she belonged to the Nurses Association and when the stunned nurse replied “No”, he told her to go away and send someone who did. I applaud his unwavering commitment to receiving the best possible health case and commend his support of the Association sector. His message to the attendees in Korea was that associations matter! That associations can mean the difference between life and death. That we should all be incredibly proud of the work we do each and every day to serve our associations and the industries or sectors they represent.

I was privileged to attend the conference and honoured to co-present one session titled from ‘Start Up to Sustainable – Negotiating the S Curve’ and assist in the conference closing session by presenting a 5 minute Ignite session on volunteering.

Two of the key themes from the conference for me were around engagement and diversity.

A former VP of Kodak, Don Strickland, emphasised the lack of diversity on the staff, management and board which lead to the downfall of the photographic giant. It raised the question of what we are doing to ensure diversity of thinking, experiences and knowledge within our organisations to forecast disruption, assess opportunities and stay relevant.

Another presenter, entrepreneur So-Young Kang, a USA Korean woman living in Singapore (now there’s some diversity) talked about mechanisms and tools for engaging with members and clients. From gamification to instant feedback on-line, she showcased innovative options for associations to consider like Gnowbe.

If you want more information from the APGI conference just let me know. An remember early bird registrations for ACE close on Friday 7 April.  Register now for what will be an amazing conference!

The internet has made world-class content front, center, mobile and affordable—often free.

Anyone can hear the best experts for free (or nearly free) on almost any device they own. Anyone can get thought leadership at their fingertips.

And your conference audience does. They have access to the same information you do. They can hear, watch and read the greatest speakers anytime.

Technology Disrupts Traditional Content-Driven Conferences

So why should someone pay a registration fee, book a flight and hotel rooms, and take a couple of days off from their normal work to attend your conference?

The conferences of the 80s, 90s and 2000s built their attendance by offering excellent speakers, slick productions, amazing networking and access to professional tribes. They often had fantastic closing parties with great entertainment and music as well. Content, entertainment and production ruled!

The challenge today is that the internet, technology and mobile devices have disrupted that model. What conferences had that were exclusive and something to be experienced, is now portable, affordable and everywhere.

Conference Experience Trumps Delivery Of Content

Ultimately, your conference experience will have to trump content.

So we need to use curated content to attract the right target market. We need to leverage the best thought leadership to appeal to conference customers. We should secure the best professional speakers that entice the right registrant.

However, don’t stop there. Content will attract. But your experience will keep them coming back for more…or not. You’ve got to focus on designing great participant experiences!

You can no longer afford to just deliver content at your event. You can no longer afford to distribute content in two or three days and expect it to turn a profit.

Why?

More people are asking, “If I can watch and listen to this on my phone or tablet, why would I attend?”

If you don’t have a good answer to this question as a conference professional, you lose!

Conferences that cultivate great experiences win.

Great Conference Experiences

So what makes for a great experience?

Using content as a tool for active peer to peer and small group discussions. (Not large audience discussions!)

Focusing on audiences as learners and asking speakers to facilitate learning experiences not listening sponges.

Allowing audiences the chance to share and contribute what the content means to them and their work.

Leveraging content to serve as a catalyst where audiences co-create knowledge, solutions and new ideas.

Community experiences with like-minded tribes and outside influencers all discussing the same content and topics.

Sifting Through Online And Face To Face Experiences

Conference organizers will have to sift through what can happen in person and what can be duplicated online.

Those that focus on designing conference experience will continue to grow. Those who continue to follow the old model of spray and pray, sit and get, schedule and deliver, secure and distribute won’t.

You’ve got to offer something in person that you can never get online.

The future belongs to the innovative conference professionals who get better at uncovering and leveraging the differences between online content, online experiences and face to face conference experiences.

This article was originally sourced from Velvet Chainsaw. 

Many associations are slow to change.

Often association leadership views change as something that disrupts the peace. They want to maintain the status quo.

When beliefs that we lean on and build programming around change, we flinch. We deny. We fight and scream to maintain the past. Yet, sometimes, these changes proceed forward like waves on the beach. Nothing will stop them.

Six Disruptive Issues Associations Must Face

Here are six disruptive 21st Century issues that associations are having great difficulty responding and adapting to.

1. Digital transformation is not easy and is required!

Digital transformation is more than a buzzword says technology guru Scott Klososky. It is the historic era we are currently experiencing. And it’s transforming associations, business, industry, and daily life.

“We are only beginning to understand how our society and our species will appear at the end of this transformation. What we do know is that technology is impacting every component of our civilization; from the way we communicate, to the way we conduct commerce, and ultimately the way we experience the world around us,” says Klososky.

Our association’s success or failure hinges on digital tools and ultimately becoming digitally mature organizations.

Klososky says digitally mature organizations offer a wealth of advantages including profit amplification, a technology halo, and long term viability. Long term viability–relevancy–alone should make every association board member jump for digital transformation.

And organizations that embrace digital transformation and become digitally mature have a two-year lead on their competitors says Klososky. Now that’s relevancy!

2. Connectivity is replacing knowledge.

Connectivity—the measure at which people are connected to each other, networks and the internet, and the ease or speed at which they converse—is replacing knowing.

Connectivity offers associations, businesses, institutions, and people access and visibility. We all want the ability to survey business landscapes, identify trends, adopt and adapt innovations, stay abreast of new endeavors, and create new products and services.

Here’s the rub: What do I know, and what should I do with what I know? How does always-on access to Google, digital communities, and vast multimedia libraries credit or discredit the idea of knowing something? How can I use those things I am connected to, and with, to my business advantage? (Hat tips educator Terry Heick.)

Now think of it like this: How can I use my association to my business advantage?

Sure knowledge will matter. In a world where information is commoditized and is boundless associations can’t compete with just dispensing information. What’s scarce is feedback, understanding and application.

3. Members don’t understand learning.

Our association members don’t understand learning.

Our Board of Directors speak about learning and education in of terms and attendance at workshops, number of butts in seats, compliance, certification and standards. Why? Because that’s how we speak to them.

They understand lecturing, speaking, passing a test, subject matter experts, success, and failure.

What if they understood how people learn even half as well as many educators, cognitive psychologists and neuroscientists? What if they understood the pros and cons of dispensing content through a lecture versus collaborative co-creative methods of knowledge creation and understanding? What if they understood the need for higher order critical thinking versus telling an audience what to do?

You association customers are the sleeping giants when it comes to learning. Think of them as students with 25+ years of life experience. If they had any clue how poorly association education efforts create attitude, behavior and skill change, regardless the evaluation satisfaction rates, they would stop attending your education. And they would leave your association.

4. Most certification academic standards have limited value.

There! I said it. It doesn’t mean those standards are not worth knowing. It does mean that understanding, application and wise use of specific standards represents a certification priority. Knowing is not enough! Too many certified individuals can pass a test of industry standards and can’t apply it to save their business!

5. Members have real options.

We have a large variety of learning options today. We also have a plethora of curated content to help us keep our edge. MOOCS, elearning, digital events, blended learning, curated feeds, are brazen to association offerings. Associations have to compete with other possibilities that are frankly more compelling, creative, and social than marching through a passive, one-way webinar, outdated newsfeed, lecture or recording.

6. Mobile changes everything, and true mobility makes associations nervous.

Mobile technology is changing everything we do as a culture. It’s not going to stop at shopping, communication, and entertainment. Mobile isn’t a buzzword. It’s the future.

This article was originally sourced from Velvet Chainsaw.

You’ve probably heard of grants in the context of academia or community building: An organization offers a sum of money to any individual or group that promises to pursue a project, an idea or a program within certain parameters. Receiving a grant has traditionally meant spending hours researching details that justify your need for the grant, writing a detailed proposal that outlines how you would use the grant money and then waiting and hoping you’re chosen to receive the grant.

But, grants aren’t just for academics or community planners. Did you know that associations are using grants to encourage seasoned professionals to continue their professional development or to help young people interested in their industry find internships?

During our session at the 2017 Great Ideas Conference, we presented three ways your association can leverage grants funded by industry or vendor partners to strengthen your membership: use them to draw in new members, to encourage professional development, and to support the sponsors who fund them.

Use grants to bring in new members

It can be financially difficult for professionals in your industry to become dedicated members if they cannot experience firsthand the value of being a member due to the financial cost. With many companies operating on lean budgets, money for association dues is not always available. If it is available, some professionals may have a hard time convincing their supervisor or accounting department that association dues are a wise investment in their professional skill set.

At the Florida Society of Association Executives, membership dues grants specifically for professionals in the field of association management grew out of a recognized need to help people who still need financial assistance diving in to the association community. Some might have changed careers mid-life and deserve some support as they learn about their new field and strive to network and become more comfortable in it. Others may be looking to get more involved in their professional association and to further their own development. FSAE takes funds from one industry partner and applies them toward a new member grant that covers membership dues for one year plus one registration to their annual conference. This new member grant has opened the door to greater association involvement for many eager association professionals.

“After experiencing FSAE for myself, I eagerly volunteered to serve on the marketing committee to help plan and promote the 2017 conference and am happily paying to renew my membership. I am thrilled to be a part of this truly inspiring group of creative and innovative individuals!” Lonnie Parizek, MHCA

Another membership grant that helps draw in more members is a young professionals-only grant that grew out of a need voiced by a task force made up of these professionals. They vocalized to the association board that many young professionals want to join and become involved an association but don’t have the funds from their company or individually to cover conference fees and associated travel expenses. Having the chance to apply for conference attendance funds would encourage more of their peers to actually become engaged members of FSAE. The association created an application for this type of foundation-funded grant and saw young professional involvement at the conference, through year-round committees, and on the Young Professionals task force grow. Encouraging more young professional involvement early on in their careers helps ensure that FSAE’s future leadership will be strong and sustainable.

“I am grateful to the Foundation for allowing this opportunity for our young leaders to be seen in a more professional way.” Amanda Bowen, 2016-17 FSAE Young Professionals Task Force Chair

Use grants to encourage professional development

Another way to apply industry partner funding through grants is to designate it for professional development programs. After a few years of not distributing all the donations given to its foundation because of lack of interest in traditional professional development certificate programs and seminars, the Georgia Society of Association Executives researched what its members really wanted when it came to financial help. The answer? Assistance funding internship positions. Its member organizations, who are associations and association management companies, really wanted to attract more college students and young professionals to the field but couldn’t compete with the handsomely paid internships other industries offered.

GSAE quickly reorganized its member grant program to focus on funding paid internships among its members. Organizations that had at least one GSAE member on staff could apply for money to be used to pay for an intern for a summer, a semester, or a year. A job description for the internship must be submitted with the application and must show that the intern would do work integral to the organization’s mission and vision, and not just make coffee or file paperwork. The organization must share in the cost of the intern as well, so that the organization would be just as invested in the intern and their potential future as a full-time association professional as GSAE.

During the 16 years GSAE’s internship program has been around, dozens of interns have thrived at association management companies and associations, and many have chosen to continue working full time in the association field after their internship ended. At the same time, the program has helped out the very same members who fund it by returning their donation to them in the form of extra help for organizations that want to grow their staff but must do so in small financial increments. GSAE’s internship grant program has become a way to introduce students to the field of association management while grooming future members.

Use grants to support the sponsors who fund them

Members and member organizations aren’t the only ones who belong to associations. Industry partners and sponsors who belong to associations for access to potential customers and to give back to the professionals who patronize their business deserve to benefit from the money they routinely give to bolster the industry on the local, regional, or even national level.

When businesses donate money for grants, they often expect recognition and certain benefits in return. They want brand exposure, access to your members as potential clients, the chance to build goodwill with the association and its members, the opportunity to give back their industry, and the chance to nurture existing client-member relationships. Donating to an association’s grant fund is a tangible way for businesses to give back and show support for members. It’s up to your association to fill in the other benefits. Recognize your grant sponsors every chance you can. Bring them up on stage at your events. Thank them for their support in your publications and on your website. Consult with them about new grants you could create aimed at specific audiences they want to meet and nurture.

Consider taking some of the money they invest in your association and invest it right back in them. The Georgia Association of Convenience Stores did just that when it learned that many of its members, who own and operate convenience stores across the state, wanted to upgrade the outdoor lighting at their stores but couldn’t easily bear the cost. GACS secured a $450,000 block grant from the Georgia Environmental Facilities Authority and redistributed this money to members who applied for their newly created lighting retrofit grant project. Having this extra cash allowed many c-store owners to enhance the lighting (and thus the level of safety) at their gas stations, which boosted their business and their profits by encouraging more motorists to stop at their stores at night.

Grants can potentially add a lot of value to your membership offerings by making membership benefits more accessible to more people. Use grants to invest in all segments of your membership. By doing so, your association will open doors for more fulfilling careers in association management, build a stronger membership value proposition, retain more members, and turn existing members into brand ambassadors for your causes.

This article was originally sourced from Association Adviser. 

While associations are staffed by some pretty amazing, skilled, intelligent people, even the most strategic, forward-thinking multitaskers need help completing a project sometimes. Sometimes an association just needs an extra set of hands to complete a project, and sometimes they need a specialized skill set that no one on staff has yet.

Enter third-party service providers and vendors who can help associations achieve their goals in areas from advocacy to finance to events. Our February/March reader poll asked readers:

For what type of project are you most likely to work with a third-party vendor?

Responses clustered into two camps: technology and communications.

If you’ve worked on updating your membership database or association website, you’re likely aware of how helpful a vendor who is well-versed in current IT structures and systems can be. With technology changing as rapidly as it does, the cost of working with an IT vendor usually pays for itself in the long run in terms of improved efficiencies and time-saving systems set up for your association.

Similarly, if you’ve taken on a refresh of your association’s entire communications portfolio, you’ll appreciate the external perspective an outside vendor can offer. Communications consultants, public relations firms and publishers can conduct audience research, suggest a data-based brand refresh and in some cases take on the majority of the publishing process, thus freeing up your staff’s time to focus on other mission-critical areas of your association’s operations.

Says Liz Richards of the Material Handling Equipment Distributors’ Association about their partnership with Naylor, “We were just looking for a print publication, and it has gone worlds beyond that.” Naylor provides magazine, website, video and social media services for MHEDA.

Another area where association-vendor partnerships can benefit membership is events. More specifically, industry vendors looking to give back to your association or to a particular category of professionals, such as students, people new to the field or seasoned professionals looking to take the next professional step are often eager to fund grants that will help individuals in these categories bear the cost of attending professional development programs or events. Kelly Clark and Hester Ndoja offer more details about this topic in their discussion about using sponsored grants to strengthen your membership.

This article was originally sourced from Association Adviser. 

Women have a tremendous amount of spending power, ranging from $5 trillion to $15 trillion in the United States alone. They account for 85% or more of all consumer purchases, from new homes and cars to food and healthcare. Women even drive vacation decisions for their families.

The power women wield with their money doesn’t stop at consumer goods and services, either. It seems there’s quite a gender gap in charitable giving, with women more likely to reach into their purses for a good cause.

A Look at the Statistics

In almost every situation, women are more likely to give—and give more —than men. In fact, in the latest studies, boomer and older women gave 89% more than men of the same age. Women of all demographics are influencing philanthropy in new ways and use their clout to change the way funds are raised and distributed. And, as the boomer women experience the largest transference of wealth this decade as they inherit from parents and spouses, this trend should only continue.

The reason? Studies show that, because of the way they’ve been socialized, women tend to be more empathetic than men. That ability to understand what less fortunate people are going through often translates to their relationship with charitable giving.

Because of that empathy and the need to feel they’ve made a real difference, female-deciding households are more likely to give to youth and family services charities, like emergency relief, homeless services, food assistance, and legal aid. Men, however, are less likely to give to these organizations, and more prone to giving at higher levels to sports, adult recreation, veterans’ aid, and civil rights organizations.

What Prompts a Donation?

Studies show that men give to maintain the status quo or to serve their interests, while women give to help the less fortunate or to promote social change. It’s the message that reaches the giver; men want to hear that their donation will better their environment, while women are driven by knowing they’ll make a real difference.

Men may also be more likely to give in situations where there is a competition or someone to impress. This often becomes obvious in charitable auctions, where bidding against another reflects on the depth of the wallet. This doesn’t mean that men don’t have noble intentions. It’s simple biology. Basic competitiveness is evolved and related to testosterone. The way competitiveness is displayed, though, depends on the context.

Flipping the Switch

While women give more in almost every situation, there is one occasion where the numbers flip: in workplace charitable giving, where women tend to give less, and less often than men. It may be that men in the office feel the need to support their employer or impress with higher donations, or that women simply prefer to give to charities of their own choosing rather than ones selected by their employer. Aligning workplace charitable causes with women’s interests could result in more giving.

One thing is clear: Non-profits and other charitable organizations would benefit from understanding how gender comes into play – particularly with charitable donations.

This article was originally sourced from Business 2 Community. 

My company set up a new social media strategy at the beginning of the year. Indeed, we felt that our previous configuration no longer corresponded to our new business ambitions and wanted to bring more freshness to our networks.

6 QUESTIONS TO REVIEW OUR SOCIAL MEDIA STRATEGY

To do this, we asked ourselves the following questions:

• What messages do we want to share?
• What resources should be allocated to our strategy?
• What are the profiles of our community?
• What type of content to share?
• What KPI’s follow?
• When to publish?

This last issue, which is our topic of the day, is one of the key success factors of a social media strategy. Even if your posts are tailored to your audience, they will underperform if you do not publish them at the right time.

Based on this assumption, we have carried out several test publications on our accounts and measured their performance. Then we crossed these statistics with the data of the clients we manage, in order to determine with greater precision the best moments to publish on each social network.

LINKEDIN, THE ALLY OF YOUR INBOUND MARKETING STRATEGY

First of all, let us explain why we have prioritized Linkedin in our reflection. Unlike Facebook or Twitter, the timeline of the social networking professional is, for now, lighter and therefore more readable in terms of the amount of information. Even if this tends to change, on Linkedin you are not forced to multiply the publications to be visible. Sharing has a much longer lifespan than on other networks. It is common to see a publication several times, from the moment it reaches a certain level of interactions (like sharing, comments).

Aware of this strength, we automatically integrate Linkedin into the social media strategies we develop for BtoB activities, whether they are buying space or publications targeting organic traffic.

In addition to the visibility offered by Linkedin, this social network fits perfectly into an Inbound Marketing approach. Instead of “bothering” your prospects as they try to forget their work for a few seconds, like Facebook or Instagram, you offer them professional content just when they are looking for it. It is indeed a particularity of Linkedin, which is mainly used in a professional (curation, networking …). This directly impacts the connection peaks.

THE LINKEDIN USER IS EARLY

The results of our tests allowed us to draw several conclusions. First, we noted that our publications were given higher visibility when published in the morning (between 6 am and 9 am). An observation that seems logical because many professionals have the habit of doing their watch before arriving at work or failing, on the first hours of office.

The other observation we made is that the publication days are of particular importance. Indeed, only the most involved users are active on weekends and to a lesser extent on Friday. Linkedin is a social network aimed at professionals which are in fact, less used in the “off” periods.

To summarize, for my company, our best publications are from Monday to Thursday, from 6 am to 9 am. Of course, this is not a miracle recipe. Depending on your community and the targeted population, you may have different ideal publishing hours. The best advice we can give you is then to test yourself different schedules and compare the performance of your publications.

The reflection my company has had around Linkedin is far from being an accessory in your digital strategy.

This article was originally sourced from Business 2 Community.