Making social media work for your organization January 2012

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Post on 28-Nov-2014




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Half day open training event held in Waterloo, Canada.


  • 1. Making social media work for your organization by Toronto Training and HR January 2012
  • 2. 3-4 Introduction to Toronto Training and HR 5-10 Reasons for using social mediaContents 11-12 Myths & barriers about social media 13-14 Ways of categorizing social media applications 15-18 Web 2.0 19-20 What kind of interactions do social media tools enable? 21-26 Recruitment and social media 27-30 Implementing social networks effectively 31-32 Protecting the employer 33-35 Legal risks 36-40 A clear policy 41-43 What can be done if the worst happens? 44-45 Figures for 2012 46-47 Drill 48-53 Case studies 54-55 Conclusion and questions Page 2
  • 3. Introduction Page 3
  • 4. Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  • 5. Reasons for using social media Page 5
  • 6. Reasons for using social media 1 of 5Proactive engagementInstant feedbackConsumer voiceInternal focusMeasuring the noiseEmpowering users Page 6
  • 7. Reasons for using social media 2 of 5Brand awareness (80%)Marketing (60%)Recruitment (42%)Employee communication (39%)Employee engagement (37%)Team working (28%) Page 7
  • 8. Reasons for using social media 3 of 5USING SOCIAL MEDIA IN EDUCATIONTutors are able to extend the opportunities forgroup work and discussion beyond the confines ofthe classroom and into online spaces that may beeasily accessed on and off campus, from homeand potentially from the workplace Page 8
  • 9. Reasons for using social media 4 of 5USING SOCIAL MEDIA IN EDUCATIONStudents can participate in activities at a place,and time that suits their individual circumstance,increasing the accessibility of an activitys designand bringing the benefit of increased participationand achievement Page 9
  • 10. Reasons for using social media 5 of 5USING SOCIAL MEDIA IN EDUCATIONTutors, individual students and whole class groupscan benefit from learning with and across formaland informal communities by exploiting thepotential of social media to connect groups ofstudents (and professionals) with people in otherplaces Page 10
  • 11. Myths & barriers about social media Page 11
  • 12. Myths & barriers about social mediaSocial media distracts people from their jobs andmakes them less productiveWhat if someone writes something negative orderogatory about our business?We dont have the resources to manage, monitorand administrate internal social media Page 12
  • 13. Ways of categorizingsocial media applications Page 13
  • 14. Ways of categorizing social media applicationsAuthoring toolsSocial networking applicationsSocial media platforms Page 14
  • 15. Web 2.0 Page 15
  • 16. Web 2.0 1 of 3DefinitionCharacteristics of Web 2.0 Page 16
  • 17. Web 2.0 2 of 3WHERE HR CAN ADD VALUEEmployee engagementLearning & developmentMotivationEmployer brandKnowledge creation and knowledge sharing Page 17
  • 18. Web 2.0 3 of 3SCENARIOS FOR WEB 2.0Traditional face to faceModern face to faceLaissez-faire 2.0Enterprise 2.0 Page 18
  • 19. What kind of interactions do social media tools enable? Page 19
  • 20. What kind of interactions do social media tools enable?Active participationOpennessConversationCommunityConnectedness Page 20
  • 21. Recruitment and social media Page 21
  • 22. Recruitment and social media 1 of 5Recruiting to your organizationCandidates backgrounds and getting to knowthem Page 22
  • 23. Recruitment and social media 2 of 5USING SOCIAL MEDIA EFFECTIVELYUse groups, and specifically closed groups, tointeract with potential candidatesDialogue should be little and oftenEffective contact management is key Page 23
  • 24. Recruitment and social media 3 of 5ONE-OFF CAMPAIGNSTarget groupsEmployee profileBrandChannels Page 24
  • 25. Recruitment and social media 4 of 5CHECKING OUT CANDIDATESBusiness websitesTwitter and FacebookGoogle Page 25
  • 26. Recruitment and social media 5 of 5TWITTERBe thereIntegrate TwitterInvolve your stakeholdersCreate handle strategyDrive cohesionPublish content creativelyDelivering valueThink globally Page 26
  • 27. Implementing socialnetworks effectively Page 27
  • 28. Implementing social networks effectively 1 of 3Build trustBe openTeamworkCustomer service enhancementSet the rules and boundaries Page 28
  • 29. Implementing social networks effectively 2 of 3POLICIESEnlist an employment lawyer to prepare a policywhich fits your business and your business needsA good policy will set out what behaviour isunacceptable both inside and outside of theworkplace, and what in particular will beconsidered gross misconduct Page 29
  • 30. Implementing social networks effectively 3 of 3POLICIESIt will set out clearly the potential consequences,e.g. disciplinary action which may include dismissalIt should be communicated clearly to employees,in writing and if possible alongside trainingsessions (attendance records should be kept) Page 30
  • 31. Protecting the employer Page 31
  • 32. Protecting the employerA well-written and robust social media and ITpolicyIssue helpful written guidance to employees onusing social media for business purposesWhere justified in certain professions and sectors,issue guidance for employees on using socialmedia for personal purposes Page 32
  • 33. Legal risks Page 33
  • 34. Legal risks 1 of 2Employee posts derogatory comments aboutemployerEmployee posts video clips on a social media sitethat may bring the employer into disreputeEmployees leak confidential information about theiremployer via a social media siteEmployee airs controversial views on blogs in whichhis/her employer is namedRejecting an applicant because of the content oftheir Facebook profile Page 34
  • 35. Legal risks 2 of 2An employee takes lists of contacts they have beenbuilt up from social media sites accessed in work andtheir own time and then leaves to work for a rivalEmployees post user-generated content on internalsites without checking copyright status or accuracyEmployees spend too much time at work on socialmedia sitesUsing information posted on blogs when makingrecruitment decisionsCyber bullying of other employees Page 35
  • 36. A clear policy Page 36
  • 37. A clear policy 1 of 4NEEDS TO BE PUBLISHED AND INCLUDEWhat is required of the employeeThat monitoring and/or recording may take placeThe consequences of breaching policy Page 37
  • 38. A clear policy 2 of 4EMAIL AND INTERNETmake it clear that communications systems areprovided to promote effective businesscommunicationset out the restrictions governing personal use the circumstances in which employees may or maynot use the e-mail system and internet access forpersonal communicationmake it clear that policies on sexual harassmentand discrimination will apply to communications Page 38
  • 39. A clear policy 3 of 4EMAIL AND INTERNETinform users that interceptions, monitoring andrecording may take placegive examples of reasons for interceptions, such asensuring compliance, monitoring standards andpreventing or detecting unauthorised usemake it clear that interceptions will be used tocounter legal action against the employer Page 39
  • 40. A clear policy 4 of 4EMAIL AND INTERNETmake it clear that passwords and terminals are notto be made available to unauthorised personsset out the penalties and disciplinaryconsequences of breaching policyemphasize that it also applies to home workersmake clear to employees that any e-mail contactlist stored on the organizations system is theproperty of the organization, even if the employeehas created and maintained that list Page 40
  • 41. What can be done if the worst happens? Page 41
  • 42. What can be done if the worst happens? 1 of 2Ensure that the social media policy is interpretedand applied reasonably and sensibly, particularlywhen deciding what action to takeEnsure that the...