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Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
Internal social media: risks and added value
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Internal social media: risks and added value

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Conference made in December 2012 for a group of communication manager from the public sector in Belgium

Conference made in December 2012 for a group of communication manager from the public sector in Belgium

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  1. Risks&added valueof an internal digital social network COMMnetkernportail Jacques Folon Partner Edge Consulting
  2. www.aliaz.com/jacques-folonjacques.folon@edge-
  3. Cetteprésentationestsurwww.slideshare.net/folonelleestàvotre disposition
  4. First part :Risks1. Data privacy2. Data security3. Intellectualproperty4. What about an internalcommunity manager?
  5. 1.0 Data privacy
  6. 1.1.Data privacy basics• Basic principles: the Data controller(i.e. the Belgian state i.e. the Minister) – collect and processpersonal data onlywhenthisislegallypermitted – respect certain obligationsregarding the processing of personal data (details on nextslide) ; – respond to complaintsregardingbreaches of data protection rules; – collaboratewith national data Source: http://ec.europa.eu/justice/data-protection/index_en.htm protection supervisory authorities
  7. 1.2. Data privacyrules for data controllers• Personal Data must be – processed legally and fairly; – collected for explicit and legitimate purposes and used accordingly; – adequate, relevant and not excessive in relation to the purposes for which it is collected and/or further processed; – accurate, and updated where necessary; – kept any longer than strictly necessary; – rectified, removed or blocked by the data subject if incorrect; – Protected against accidental or unlawful destruction, loss, alteration and disclosure, particularly when processing involves data transmission over networks. Source: http://ec.europa.eu/justice/data-protection/index_en.htm
  8. 1.3. Data privacy& internal social media questions• Whichprecisepurpose ?• Whatkind of personal data willbestored?• Are data stored in Europe ?• Are they in the « Cloud »?• Data privacy commission adviceneeded?• Whatwillbe the securitypolicy?• What about the content of ex-employees?• Is a code of conductenough? SO IT ’S AN IMPORTANT ISSUE !!!
  9. 2.0. Data securitySOURCE DE L’IMAGE: http://www.techzim.co.zw/2010/05/why-organisations-should-worry-about-security-2/
  10. Source : https://www.britestream.com/difference.html.
  11. How many information? 67
  12. Employees share (too) many information and also with third parties
  13. Where do one steal Which devices are data? stolen?•Banks •USB•Hospitals •Laptops•Ministries •Hard disks•Police •Papers•Newspapers •Binders•Telecoms •Cars•...
  14. TELEWORKING
  15. What are Control limitations? CC/COA 81 !
  16. 3.0. INTELLECTUAL PROPERTY Source de l’image: http://www.maniacworld.com/copy-and-paste-babies.html
  17. Copyright infringmentSource: http://en.wikipedia.org/wiki/File:Plagiarism_vs_Copyright_Infringement.png
  18. Employer’sresponsibility !• What about externalprotectedworks?• What about creation by employees?• What about import of protectedworks by employees?• What about sub- contractorsprotectedworks?• What about advertisingcampaign?• What about pressclipping?• What about externaltrademarks• What about employee’s images?• …• What do youthink of a code of conduct? http://amirrezashamloo.blogspot.be/2010/10/copyright-symbol-and-related-symbols.html
  19. 4.0. INTERNAL COMMUNITY MANAGERPICTURE CREDIT: http://fromthiscorner.blogspot.be/2012/10/the-community-manager-role.html
  20. Who’s in charge if …?http://www.capreseaux.fr/community-management/
  21. Second part: Added valuehttp://www.mckinsey.com/insights/mgi/research/technology_and_innovation/the_social_economy
  22. Reading and answering e-mail. Approximately 28%, or about 11.2 hours,of the average interaction worker’sworkweekisspentreading andanswering e-mails. The studyindicatesthatbecause of private socialmedia’sability to makesearchable content out of all posted messages, theamount of time spentwith e-mail canbereduced by as much as 35%, orabout 4 hours.
  23. Searching and gathering information. 19%, about 7.6 hours, of theaverage interaction worker’sworkhours are spentsearching for internalinformation only certain employeespossess. Again, because of enterprisesocial media’sability to store all messages as searchable content, thisfigure canbereduced by nearly 35% to about 4.9 hours per week,whichamounts to a savings of 2.7 hours per week per interaction worker.
  24. Communicating and collaboratinginternally. Using phones, e-mail, andin-person interaction to communicate consumes about 5.6 hours of theaverage interaction worker’sworkweek. Becauseyoucandirectly messageanyone in the organizationwithoutcluttering up an e-mail inboxwith acollaboration tool, yourorganizationcanrealize up to a 35% time savings,or about 2.0 hours per interaction worker.
  25. Role-specifictasks. Tasksspecific to a particular job consume themostamount of time for anyrole, averaging out to about 15.6 hours perweek. Internal social media increases the productivity of thesetasks byabout 15%, or approximately 2.3 hours per week. Onewaytheyenhancejob-specificproductivity lies in theirability to centralize aljob functionsat one hub, soyouremployeesbeginusing all otherapplications there.
  26. Otheradded value• KM• Collective intelligence• Co-working• Network management• BUT• The vendorsalreadytoldyou, is ‘nt it?
  27. Some test caseshttp://www.journaldunet.com/solutions/reseau-social-d-entreprise/reseau-social-d-entreprise-et-cac40/
  28. Conclusion• Do not forgetprivacy issues• CC/CO 81• Control or not control• IPR regulation s/b reminded• Internal code of conduct• BUT• There are some important added value
  29. Internal code of conduct main rules• Define the internal and external social media• Intellectualpropertyrules• Data privacyexplanations• Confidential information• Anonimityisforbidden• Penalties• And• Which communication for the code of conduct?• How to have itapproved?
  30. GOOD LUCK
  31. Jacques FolonJacques.folon@ichec.be
  32. Any questions ?Crédit image: http://jillsbooks.wordpress.com/2010/09/15/hellooooo-anybody-out-there/raise-your-hand-2/ 36

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