Which departments should participate in creating content can be a tricky objective to address.
Large organizations consist of multiple departments, often across international borders, complicating content creation initiatives.
The types of organizations that exist are also highly diverse, often making it confusing to decide on which departments should be involved in creating content.
Breaking organizations down into varied sizes and types is only helpful when identifying the department numbers, types, and functions.
This departmental division helps identify core business areas and separate core functions from support services.
Apart from departmental division, it is also helpful to highlight the different purposes of content creation, making it simpler to determine which departments should be responsible for creating content.
How to choose who’s responsible for content creation?
Content creation across organizations, large and small, is a massive project.
When people think about content creation, they’re typically thinking of the content that appears in public formats such as the internet.
However, content creation in organizations extends beyond visible content on public websites.
Organizations create content for internal use, for internal stakeholders and external stakeholders, and shareholders.
Some content is available to the public, such as guiding company values in the form of vision and mission statements and setting objectives.
Other private organization documents contain proprietary intellectual property that should only be seen by key role players in specific documents.
On the other hand, much content creation in organizations is public and provides pertinent company information for stakeholders and shareholders alike.
Beyond this point, organizations use public content on the internet for visibility and ranking purposes to promote goods and services.
Dividing content into private and shared categories and sub-categories for further use begs the question of which departments should participate in creating content.
The partial answer to which departments should be involved in content creation comes down to the organization’s size and type.
Organization size should inform who is responsible for content creation.
If the organization is massive, it typically creates a department that controls the content, such as a public relations or communications department.
While the media or communications department can manage internal and external marketing, all departments have a role to play in content creation, no matter the organization’s size.
Without integrating departments in content creation, information sharing can get uncoordinated, resulting in the organization transmitting mixed signals within and without its boundaries.
Coordination becomes a focal point for which departments should be involved in creating content for various purposes.
Some of these purposes include maintaining standardization of branding, synchronizing shared information, and presenting a united front to the internal and external organizational environments.
However, content creation in massive organizations differs from smaller companies. Diversification of which departments should be involved in content creation then becomes key to transmitting integrated information.
Content creation also relies on the organization type, with some companies having low-level needs and others focusing on this task to promote their business offerings.
Much of the time, the organization type dictates which departments should be involved in creating content.
If the company’s core focus is engineering, then this department should lead the content creation function. When the company’s core focus is manufacturing, the sales department should head content creation.
The company’s focus or core competencies must be the most vital aspect of deciding which departments should be involved in content creation.
If your company’s core reason for existing is to market products to other businesses, then the specialized product or service department is the starting point.
This starting point should rope in support services to augment this specialization. In other words, an engineering company that develops airplane parts should use communications experts for marketing their product to other businesses.
Combining the specialized field of airplane parts engineering with communications creates a united marketing front. This united front ensures the precise level of content creation for the intended market in the right quantities.
If the company focuses on business to customer products or services without the need for specialized knowledge, support services can lead the content creation function.
In other words, if the company sells Christmas trees around the world, marketing, advertising, and communications departments should be responsible for content creation to help sell the product.
Which departments should contribute to creating content depends on the organization’s size and type?
It also depends on the content creation requirements of the company, its growth needs, and its target audience. There are many departments in support services and core areas where content creation responsibilities should be highlighted.
Content by department
The target audience should lead which departments should contribute to content creation.
Content creation should also create value, otherwise, it is obsolete. Content can only generate value if written for the right audience, contains relevant information, and is consistent across departments and platforms.
This comprehensive plan is where content creation and responsible departments and people begin.
Once you define the audience, you can segment it to create directly relevant communications.
The whole purpose of internal and external content creation is to attract buy-in, whether this buy-in involves employee unification or is developed to attract customers.
The best way to approach the responsibility of content creation is to gather information from departments in an integrated manner.
Those people with the most knowledge about the organization, its goods or services, and its target audience should be involved in the process.
Executives generate voluminous content for internal and external purposes, especially where shareholders are involved.
When deciding which departments should be involved in creating content for this hierarchical organizational level, the executives are the most important people from which to draw information.
Executives usually possess in-depth knowledge of organizational priorities and can update assistants of marketing goals.
This information can then form the foundation of content creation, whether for shareholders, stakeholders, or customers.
Marketers in this department are frequently the ‘go-to’ people for content creation.
These people involve themselves intimately with products and services. They possess in-depth knowledge of target markets and are supremely positioned to advise on content creation.
Marketing staff members are often solely responsible for creating campaigns alongside their communications departments.
Where no communication department exists, content strategy and creation usually fall into the realm of the marketing department.
Marketing specialists typically control the organization’s overall content, primarily if no public relations section exists.
They do not necessarily take a hands-on approach but find other avenues for content distribution and delivery to the right audience on schedule.
Having said this, marketing should consult with the IT department to deliver online communications at the right time and to the audience that marketers identify.
Delivery of timeous communications is essential for organization growth and to capture prospects at various points in the sales funnel.
This is where the sales department plays a critical role in ensuring appropriate content creation at the right time.
Sales, marketing, and IT should consult with each other to discuss which departments should be involved in creating content.
Even though IT departments don’t create marketing materials, they are responsible for much of the online delivery of this material.
Sales departments also understand their markets thoroughly, which means their involvement is essential when creating comprehensive marketing material.
Sales staff members connect with clients, listen to their needs, and note their feedback, making them vital to the content creation process.
Customer service is yet another department that should be involved in creating content because they are on the frontline.
Customer service personnel continuously deal with customers, reporting feedback, product experiences, and dealing with product sales.
These personnel are also directly associated with customer satisfaction and retention, making them critical in content creation.
Human Resources Department
Human resources maintain all employee records, making them ideal for pointing out potential staff members who can assist with content creation.
When organizations are small, it is vital to tap the HR department for resources to add to the organizational value in creating relevant content.
The accounting department can be a surprising source of content creation since they often deal directly with customers.
Direct dealings give this department clear insights into customer behavior, especially regarding payment for products.
The accounting section is one of the many departments that should be involved in content creation as they hear about product or service queries, complaints, and suggestions.
Depending on who oversees product or service creation, the engineering or other specialist departments should involve themselves in creating content.
These specialist development areas are familiar with products, making them the ideal source for inputs about the technical aspects of generating relevant content.
When considering which departments should be involved in creating content, the answer is that all relevant sections of the organization should participate.
Inclusive participation across the organization ensures the appropriate development and distribution of content to the target audience.
Therefore, coordinated efforts are ideal but should take their cue from the organization size and type.
However, not all departments have the resources or skills to participate in content creation.
In the absence of a special public relations section, the organization must source talent from across departments to integrate content to highlight branding.
Which departments should contribute to content creation depends on the organization, its products, and its target market.