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Making social media work for your          organization       by Toronto Training and HR             January 2012
3-4     Introduction to Toronto Training and HR           5-10    Reasons for using social mediaContents   11-12   Myths &...
Introduction     Page 3
Introduction to Toronto Training            and HR• Toronto Training and HR is a specialist training and human  resources ...
Reasons for using social        media           Page 5
Reasons for using social media            1 of 5Proactive engagementInstant feedbackConsumer voiceInternal focusMeasuring ...
Reasons for using social media            2 of 5Brand awareness (80%)Marketing (60%)Recruitment (42%)Employee communicatio...
Reasons for using social media            3 of 5USING SOCIAL MEDIA IN EDUCATIONTutors are able to extend the opportunities...
Reasons for using social media             4 of 5USING SOCIAL MEDIA IN EDUCATIONStudents can participate in activities at ...
Reasons for using social media            5 of 5USING SOCIAL MEDIA IN EDUCATIONTutors, individual students and whole class...
Myths & barriers about    social media         Page 11
Myths & barriers about social            mediaSocial media distracts people from their jobs andmakes them less productiveW...
Ways of categorizingsocial media applications           Page 13
Ways of categorizing social        media applicationsAuthoring toolsSocial networking applicationsSocial media platforms  ...
Web 2.0  Page 15
Web 2.0 1 of 3DefinitionCharacteristics of Web 2.0                       Page 16
Web 2.0 2 of 3WHERE HR CAN ADD VALUEEmployee engagementLearning & developmentMotivationEmployer brandKnowledge creation an...
Web 2.0 3 of 3SCENARIOS FOR WEB 2.0Traditional face to faceModern face to faceLaissez-faire 2.0Enterprise 2.0             ...
What kind of interactions do social media tools        enable?           Page 19
What kind of interactions do     social media tools enable?Active participationOpennessConversationCommunityConnectedness ...
Recruitment and social        media         Page 21
Recruitment and social media            1 of 5Recruiting to your organizationCandidate’s backgrounds and getting to knowth...
Recruitment and social media             2 of 5USING SOCIAL MEDIA EFFECTIVELYUse groups, and specifically closed groups, t...
Recruitment and social media            3 of 5ONE-OFF CAMPAIGNSTarget groupsEmployee profileBrandChannels                 ...
Recruitment and social media            4 of 5CHECKING OUT CANDIDATESBusiness websitesTwitter and FacebookGoogle          ...
Recruitment and social media             5 of 5TWITTERBe thereIntegrate TwitterInvolve your stakeholdersCreate handle stra...
Implementing socialnetworks effectively        Page 27
Implementing social networks      effectively 1 of 3Build trustBe openTeamworkCustomer service enhancementSet the rules an...
Implementing social networks      effectively 2 of 3POLICIESEnlist an employment lawyer to prepare a policywhich fits your...
Implementing social networks      effectively 3 of 3POLICIESIt will set out clearly the potential consequences,e.g. discip...
Protecting the employer          Page 31
Protecting the employerA well-written and robust social media and ITpolicyIssue helpful written guidance to employees onus...
Legal risks    Page 33
Legal risks 1 of 2Employee posts derogatory comments aboutemployerEmployee posts video clips on a social media sitethat ma...
Legal risks 2 of 2An employee takes lists of contacts they have beenbuilt up from social media sites accessed in work andt...
A clear policy     Page 36
A clear policy 1 of 4NEEDS TO BE PUBLISHED AND INCLUDEWhat is required of the employeeThat monitoring and/or recording may...
A clear policy 2 of 4EMAIL AND INTERNETmake it clear that communications systems areprovided to promote effective business...
A clear policy 3 of 4EMAIL AND INTERNETinform users that interceptions, monitoring andrecording may take placegive example...
A clear policy 4 of 4EMAIL AND INTERNETmake it clear that passwords and terminals are notto be made available to unauthori...
What can be done if the   worst happens?          Page 41
What can be done if the worst       happens? 1 of 2Ensure that the social media policy is interpretedand applied reasonabl...
What can be done if the worst       happens? 2 of 2If appropriate, and depending on the scale of thesituation, get assista...
Figures for 2012      Page 44
Figures for 2012Users spend more than 500 billion minutes permonth on FacebookTwitter gets more than 300,000 new subscribe...
Drill Page 46
DrillPage 47
Case study A    Page 48
Case study A    Page 49
Case study B    Page 50
Case study B    Page 51
Case study C    Page 52
Case study C    Page 53
Conclusion and questions          Page 54
Conclusion and questionsSummaryVideosQuestions              Page 55
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Making social media work for your organization January 2012

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Half day open training event held in Waterloo, Canada.

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Transcript of "Making social media work for your organization January 2012"

  1. 1. Making social media work for your organization by Toronto Training and HR January 2012
  2. 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. 3. Introduction Page 3
  4. 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. 5. Reasons for using social media Page 5
  6. 6. Reasons for using social media 1 of 5Proactive engagementInstant feedbackConsumer voiceInternal focusMeasuring the noiseEmpowering users Page 6
  7. 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. 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. 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 activity’s designand bringing the benefit of increased participationand achievement Page 9
  10. 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. 11. Myths & barriers about social media Page 11
  12. 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 don’t have the resources to manage, monitorand administrate internal social media Page 12
  13. 13. Ways of categorizingsocial media applications Page 13
  14. 14. Ways of categorizing social media applicationsAuthoring toolsSocial networking applicationsSocial media platforms Page 14
  15. 15. Web 2.0 Page 15
  16. 16. Web 2.0 1 of 3DefinitionCharacteristics of Web 2.0 Page 16
  17. 17. Web 2.0 2 of 3WHERE HR CAN ADD VALUEEmployee engagementLearning & developmentMotivationEmployer brandKnowledge creation and knowledge sharing Page 17
  18. 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. 19. What kind of interactions do social media tools enable? Page 19
  20. 20. What kind of interactions do social media tools enable?Active participationOpennessConversationCommunityConnectedness Page 20
  21. 21. Recruitment and social media Page 21
  22. 22. Recruitment and social media 1 of 5Recruiting to your organizationCandidate’s backgrounds and getting to knowthem Page 22
  23. 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. 24. Recruitment and social media 3 of 5ONE-OFF CAMPAIGNSTarget groupsEmployee profileBrandChannels Page 24
  25. 25. Recruitment and social media 4 of 5CHECKING OUT CANDIDATESBusiness websitesTwitter and FacebookGoogle Page 25
  26. 26. Recruitment and social media 5 of 5TWITTERBe thereIntegrate TwitterInvolve your stakeholdersCreate handle strategyDrive cohesionPublish content creativelyDelivering valueThink globally Page 26
  27. 27. Implementing socialnetworks effectively Page 27
  28. 28. Implementing social networks effectively 1 of 3Build trustBe openTeamworkCustomer service enhancementSet the rules and boundaries Page 28
  29. 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. 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. 31. Protecting the employer Page 31
  32. 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. 33. Legal risks Page 33
  34. 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. 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. 36. A clear policy Page 36
  37. 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. 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. 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. 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 organization’s system is theproperty of the organization, even if the employeehas created and maintained that list Page 40
  41. 41. What can be done if the worst happens? Page 41
  42. 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 policy is applied consistentlyacross the workforceGet some legal advice early on from a specialistemployment lawyer, preferably before anyemployee is dismissed Page 42
  43. 43. What can be done if the worst happens? 2 of 2If appropriate, and depending on the scale of thesituation, get assistance from a PR professional totry and limit the reputational damage to yourbusiness Page 43
  44. 44. Figures for 2012 Page 44
  45. 45. Figures for 2012Users spend more than 500 billion minutes permonth on FacebookTwitter gets more than 300,000 new subscribersevery dayA new member joins LinkedIn every second Page 45
  46. 46. Drill Page 46
  47. 47. DrillPage 47
  48. 48. Case study A Page 48
  49. 49. Case study A Page 49
  50. 50. Case study B Page 50
  51. 51. Case study B Page 51
  52. 52. Case study C Page 52
  53. 53. Case study C Page 53
  54. 54. Conclusion and questions Page 54
  55. 55. Conclusion and questionsSummaryVideosQuestions Page 55
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