The Role of HR in Driving Social Media and Business Integration

The Role of HR in Driving SocialMedia and Business Integration Dr. Elijah Ezendu FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

Fundamental Icebreaker• Social Media and Business Integration is about value synchronisation.• What is of value to Business?• What is Social Media Value Proposition?• What range of values can Social Media contribute to a specified Business?• What are the other Social Media Products that are not of value to the specified Business?• What are those Social Media Products that are not of value to the specified Business but contribute required value to employees privately?• What are the fallouts of Social Media Activities that can jeopardise Business?• What are the challenges of navigating Social Media Space?• Social HR must be properly placed in Organisations to respond with agility and expertise.

What is Social Media?Social Media stand for online platforms basedon web or mobile technology that providecommunication tools for users to interact andparticipate in networking and co-creation bysharing ideas, information, messages, pictures,videos and other types of content. Elijah Ezendu, Social Media Strategy

Social Media Space Elijah Ezendu, Social Media Strategy

Examples of Social Media Sites 1• General Social Networking Sites - Facebook - Cocoment - Friendster - asmallworld - MySpace - baidu - Netlog - brightkite - Xanga - fubar - Bebo - ipernity - Orkut - profileheaven - NetFriendships - tribe - Hi5 - Yuku - Amitize - Skyrock - Badoo - Faves - Faceparty - Zaadz

Examples of Social Media Sites 2• Blogs - LiveJournal - Backtype - WordPress - Bloglines - TypePad - Jimdo - Xanga - Disqus - Blogger - Posterous - Vox - Intensedebate - Open Diary - Drupal

Examples of Social Media Sites 3• Professional Networking Sites - LinkedIn - Ecademy - Xing - CitiAlly - Lawyrs - Peerpower - AdvisorGarage - Synergy Street - Jigsaw - Ziggs - Konnects - Yammer - ArtBreak - 4Networking - Spoke - Mediabistro - ImageKind - Networking for Professionals - DoMyStuff - Yasni worldwide - ResearchGate

Examples of Social Media Sites 4• Book Sharing & Connection • Family Networking Sites Sites - MomJunction - GoodReads - Parentography - ConnectViaBooks - OurStory - Bookins - Famiva - BooksConnect - Amiglia - BookCrossing - Myfamily - Socialbib - Minti - Shelfari - Family 2.0 - Revish - Genoom - CafeMom - Famster - Kincafe

Examples of Social Media Sites 5• Presentation Sharing Sites • Question and Answer - Slideshare Communities - Issuu - WikiAnswers - Prezi - Quora - Scribd - Ehow - MyPlick - Yahoo! Answers - Authorstream - Ask - Empressr - Stack Exchange

Examples of Social Media Sites 6• HR Specialist Networking Sites - HR.Com - HRM Today - Human Resources People - CiteHR - HR World - Personnel Today - WTPF - Workforce

Examples of Social Media Sites 7• Corporate Social Networking Sites - Fast Pitch - ConnectBeam - KillerStartups - iKarma - Commutal - Decorati - CompanyLoop - Startupnation - Small Business Brief - Siliconindia

Example of Facebook Page

Example of Google+ Page

Example of LinkedIn Page

Example of Twitter Page

Social Media Activities

Aligning Social Media Sites to Business Identify Corporate Objectives (Organisational Level) and Business Unit Objectives (Product/Service Level) of a firm/agency/corporation. Identify Core Values and Operating Culture of the Organisation. Develop fitting Social Media Value Proposition capable of contributing effectively towards achievement of identified Corporate Objectives and Business Unit Objectives, and confirm synchronisation with Core Values and Operating Culture of the organisation. Survey the current value proposition of available social media sites. Ascertain the social media sites that are most suitable for jointly accumulating the required Social Media Value Proposition.

HR Challenges in the Integration of Social Media and Business• Structural Positioning of Social Media• Social Media Job Design, Description, Specification & Evaluation• Acquisition of Social Media Talent• Social Media Policy• Alignment of Social Media Activities to Core Values and Operating Culture.• Work System Transformation Enhancing Connection Gripping People, Technology and Service Together by Eliminating Gap.• Building Employees’ Competence in Social Media• Architecting and Managing the Change Initiative• Content Governance• Evolution of Social Business Culture• Evolution of Social HR Elijah Ezendu, Social Media Strategy

Structural Positioning of Social Media• In which department?• What layer positioning?

Survey shows that in most organisationsmarketing/business development, publicrelations (corporate affairs), sales, customerservice and IT departments struggle for controlof Social Media. More often than not, themarketing/business development departmenttake charge of Social Media thereby skewing itsfocus on marketing and business developmentgoals to the detriment of other applicable aims. Adapted from CCID

The best structural position for Social Mediashould be an independent unit or departmentwith direct reporting relationship to the CEO orCOO.Where there’s constraint of finance ororganisation size, then it should be a unit in theoffice of CEO; otherwise, it ought to be a standalone department with direct reportingrelationship to the CEO or COO to avoid stunteddevelopment and achievement.

A survey conducted in January, 2012 shows thathuman resource professionals have animportant role in helping employers deal withSocial Media, through development of SocialMedia Policy as well as embedding of SocialMedia in Business Strategy and Operations.Source: SHRM, An Examination of How Social Media is Embedded in Business Strategy and Operations

Best Practices in Social Media Policy• Recognizing that policies and guidelines have to be customized to match the culture and operating characteristics of the organization• Involving representatives from multiple functional areas to develop those policies and guidelines• Providing interactive training for employees to ensure they understand their rights and responsibilities• Reviewing policies and guidelines at least annually to ensure they’re current Source: Courtney Hunt, Social Media Policies and More

“All companies should have a social media policyin place to tell employees what is appropriate tosay and what could potentially cost them theirjobs. This requires an HR professional to let youknow what should be the company’s officialposition and response to potential questions.” - Sandy Miller, HR Role in Social Media Strategy

Indispensable Constituents of Social Media Policy• Acceptable Social Media Sites.• Social Media Guidelines for Internal Social Transactions.• Policy Thrust on Official Spokespersons.• Social Media Guidelines for Social Transactions of Official Spokespersons.• Corporate Position on Individual Social Networking Accounts in addition to Issues of Personal and Professional Social Media Presence.• Ownership of Official Social Media Accounts and Content.• Non-Disclosure Agreements and Non-Compete Agreements.• Enforcement & Discipline.

Resolving Acceptability of Social Media SitesStrategy for determining acceptable socialmedia sites can either be integrative ordisintegrative.Integrative: Focus on identifying commongrounds between the business and employees.Disintegrative: Focus only on the business andprohibiting the use of other social media sites.

Mandatory Elements of Social Media Guidelines• Prohibit some or all of the following: – disclosing confidential or proprietary information; – disclosing the name of the business in personal websites or purely social networking sites except professional networking sites (e.g., LinkedIn); – revealing the name of the company on a site with sexual or violent content; – using the company’s intellectual property (e.g., trademarks); – infringing on the intellectual property rights of others; – making statements adversely affecting the company’s interests or reputation; – criticizing customers or other important business partners; – making statements supporting competitors; – issuing defamatory, harassing, or disparaging language; – issuing content that violates the law (e.g., obscenity); and – writing or commenting on content that would constitute a violation of any other policies, rules, standards of conduct, or requirements applicable to employees.• Include a clear statement of what is permitted only with prior approval from the company, such as blogs or postings that imply employer sponsorship or support, use any logos, trademarks, or service marks, or use company time, facilities, supplies, or resources.• Identify required disclosures, disclaimers, and endorsements , if applicable.• Describe inappropriate content, with examples as necessary. Adapted from Bond Schoeneck & King, New York Employment Law

“Asking individuals to provide their login credentialsand/or allow access to their accounts during jobinterviews – or requiring them to friend people inpositions of authority in organizations – constituteDigital Era worst practices that need to stop.Fortunately, the practices aren’t widespread, but theyshould be nipped in the bud before more organizationsact on the mistaken belief that it’s okay to engage inextreme invasions of privacy in a misguided attempt tomanage their risks.” - Courtney Hunt, Demanding Access to Individuals’ Social NetworkingAccounts: A Digital Era Worst Practice

Content GovernanceThis provides a scheme for establishingstandards in web content for employees’ socialtransactions both in corporate and personalaccounts, for the purpose of aligning socialinputs to stated objectives, while avoiding socialjeopardy that may be disastrous to anorganisation.

Fallouts of Social Jeopardy• Equivalent Retaliation• Wide-Ranging Disproportionate Vengeance• Workplace Violence• Workplace Disharmony & Factionalism• Legal Issues Legal Action From External Parties - Trade Libel - Harassment - Slander - Trade Secret Misappropriation - Intellectual Property Infringement - Defamation - Misrepresentation Fraud Legal Action From Employees - Discrimination - Wrongful Termination - Class Action Suit

Email now takes on average over 20% of aknowledge workers day. Source: Gartner Group

The digital era requires review and positioningof HR in terms of appropriate responsiveness tochanging realities concerning value deliverablesand proper alignment in service streams oforganisations.

“Social HR is the use of Social Media to enrichand boost traditional HR processes for thepurpose of producing greater value contributionto specified business goals, while concurrentlypromoting and ensuring utmost SocialGovernance.” - Elijah Ezendu, Social Media Strategy

Systems of Social HR Elijah Ezendu, Social Media Strategy

“For Social HR to truly be effective, you have to understand whyyou want to use social media and how it can help you fulfil yourHR strategy, which should be tied to the organizations overallbusiness strategy. Many corporations fail due to a lack ofpurpose and understanding of a particular social network. Butno Social HR strategy will work unless you first understand theprinciples of in-person networking. You have to listen to yourend-users, whether they are potential candidates, employees oralumni. You need to find out what they want, what their painpoints are, and how you can meet their needs. You need toprovide that value in order to really harness the power of socialmedia and succeed online.” - Harpaul Sambhi, Social HR

Case ExerciseYou were recently placed as Chief Executive Officer ofan organisation, wherein social media had beenstructurally domiciled in IT department. There’s a greatdisconnect between employees and the organisation asa result of access to social media sites during workhours, lack of responsiveness of certain directorstowards communication on the intranet and high-handedness of IT department regarding processalignment of external customer-facing value pathwayto corporate social media presence. What should bethe right action points for solution?

Dr Elijah Ezendu is award-winning business expert and certified management consultantwith expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, BusinessDevelopment, Sales & Marketing, Business Turnaround & Interim Management, Leadership,ADR, Project & Programmes Management, Cost Management, Outsourcing, Franchising,Internal Control, Intellectual Capital, Online Business, Social Media, Software Architecture,Cloud Computing, eLearning, Business & Tech Integration, Social Impact Analysis, andInternational Business. He holds proprietary rights of schematic methods in HR, Strategy,Competitive Intelligence, Business Model, Business Development, Negotiation, CSR, SocialHR, and Social Media. He is currently Chief Executive Officer, Rubiini, UAE. He functioned asSenior Partner, Shevach Consulting, Nigeria; Lead Assessor and Member of GoverningCouncil, Institute of Management Consultants, Nigeria; Lead Resource, Center forCompetitive Intelligence Development; Lead Consultant, JK Michaels; Technical Director,Gestalt; Chief Operating Officer, Rohan Group; Director, Fortuna, Gambia; Director ofProgrammes, Institute of Business Development, Nigeria; Member of TDD Committee,International Association of Software Architects, USA; Member of Strategic Planning andImplementation Committee, Chartered Institute of Personnel Management of Nigeria;Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke AkintolaUniversity of Technology, Nigeria. He holds Doctoral Degree in Management, Master ofBusiness Administration and stands as Fellow of several professional institutes in NorthAmerica, UK & Nigeria. He is an author and world-class speaker who has featured in manyworkshops & conferences. His ancillary services included council member of professionalinstitutes, editor-in-chief of journals, and Board Member of some Foundations. He serves asAdjunct Faculty of Business Schools in addition to Director of Firms.

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The Role of HR in Driving Social Media and Business Integration

by Elijah Ezendu

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