The Role of HR in Driving Social Media and Business Integration

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How HR should infuse social media into organisational work systems to ensure fitting positioning, placement and processes that would enable effective integration with business.

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The Role of HR in Driving Social Media and Business Integration

  1. 1. The Role of HR in Driving Social Media 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
  2. 2. 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.
  3. 3. What is Social Media? Social Media stand for online platforms based on web or mobile technology that provide communication tools for users to interact and participate in networking and co-creation by sharing ideas, information, messages, pictures, videos and other types of content. Elijah Ezendu, Social Media Strategy
  4. 4. Social Media Space Elijah Ezendu, Social Media Strategy
  5. 5. Examples of Social Media Sites 1 • General Social Networking Sites - Facebook - Friendster - MySpace - Netlog - Xanga - Bebo - Orkut - NetFriendships - Hi5 - Amitize - Badoo - Faceparty - Cocoment - asmallworld - baidu - brightkite - fubar - ipernity - profileheaven - tribe - Yuku - Skyrock - Faves - Zaadz
  6. 6. • Blogs - LiveJournal - WordPress - TypePad - Xanga - Blogger - Vox - Open Diary - Drupal - Backtype - Bloglines - Jimdo - Disqus - Posterous - Intensedebate Examples of Social Media Sites 2
  7. 7. Examples of Social Media Sites 3 • Professional Networking Sites - LinkedIn - Xing - Lawyrs - AdvisorGarage - Jigsaw - Konnects - ArtBreak - Spoke - ImageKind - DoMyStuff - ResearchGate - Ecademy - CitiAlly - Peerpower - Synergy Street - Ziggs - Yammer - 4Networking - Mediabistro - Networking for Professionals - Yasni worldwide
  8. 8. Examples of Social Media Sites 4 • Book Sharing & Connection Sites - GoodReads - ConnectViaBooks - Bookins - BooksConnect - BookCrossing - Socialbib - Shelfari - Revish • Family Networking Sites - MomJunction - Parentography - OurStory - Famiva - Amiglia - Myfamily - Minti - Family 2.0 - Genoom - CafeMom - Famster - Kincafe
  9. 9. Examples of Social Media Sites 5 • Presentation Sharing Sites - Slideshare - Issuu - Prezi - Scribd - MyPlick - Authorstream - Empressr • Question and Answer Communities - WikiAnswers - Quora - Ehow - Yahoo! Answers - Ask - Stack Exchange
  10. 10. Examples of Social Media Sites 6 • HR Specialist Networking Sites - HR.Com - HRM Today - Human Resources People - CiteHR - HR World - Personnel Today - WTPF - Workforce
  11. 11. • Corporate Social Networking Sites - Fast Pitch - ConnectBeam - KillerStartups - iKarma - Commutal - Decorati - CompanyLoop - Startupnation - Small Business Brief - Siliconindia Examples of Social Media Sites 7
  12. 12. Example of Facebook Page
  13. 13. Example of Google+ Page
  14. 14. Example of LinkedIn Page
  15. 15. Example of Twitter Page
  16. 16. Social Media Activities
  17. 17. 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.
  18. 18. 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
  19. 19. Structural Positioning of Social Media • In which department? • What layer positioning?
  20. 20. Survey shows that in most organisations marketing/business development, public relations (corporate affairs), sales, customer service and IT departments struggle for control of Social Media. More often than not, the marketing/business development department take charge of Social Media thereby skewing its focus on marketing and business development goals to the detriment of other applicable aims. Adapted from CCID
  21. 21. The best structural position for Social Media should be an independent unit or department with direct reporting relationship to the CEO or COO. Where there’s constraint of finance or organisation size, then it should be a unit in the office of CEO; otherwise, it ought to be a stand alone department with direct reporting relationship to the CEO or COO to avoid stunted development and achievement.
  22. 22. A survey conducted in January, 2012 shows that human resource professionals have an important role in helping employers deal with Social Media, through development of Social Media Policy as well as embedding of Social Media in Business Strategy and Operations. Source: SHRM, An Examination of How Social Media is Embedded in Business Strategy and Operations
  23. 23. 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
  24. 24. “All companies should have a social media policy in place to tell employees what is appropriate to say and what could potentially cost them their jobs. This requires an HR professional to let you know what should be the company’s official position and response to potential questions.” - Sandy Miller, HR Role in Social Media Strategy
  25. 25. 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.
  26. 26. Resolving Acceptability of Social Media Sites Strategy for determining acceptable social media sites can either be integrative or disintegrative. Integrative: Focus on identifying common grounds between the business and employees. Disintegrative: Focus only on the business and prohibiting the use of other social media sites.
  27. 27. 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
  28. 28. “Asking individuals to provide their login credentials and/or allow access to their accounts during job interviews – or requiring them to friend people in positions of authority in organizations – constitute Digital Era worst practices that need to stop. Fortunately, the practices aren’t widespread, but they should be nipped in the bud before more organizations act on the mistaken belief that it’s okay to engage in extreme invasions of privacy in a misguided attempt to manage their risks.” - Courtney Hunt, Demanding Access to Individuals’ Social Networking Accounts: A Digital Era Worst Practice
  29. 29. Content Governance This provides a scheme for establishing standards in web content for employees’ social transactions both in corporate and personal accounts, for the purpose of aligning social inputs to stated objectives, while avoiding social jeopardy that may be disastrous to an organisation.
  30. 30. 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
  31. 31. Email now takes on average over 20% of a knowledge workers day. Source: Gartner Group
  32. 32. The digital era requires review and positioning of HR in terms of appropriate responsiveness to changing realities concerning value deliverables and proper alignment in service streams of organisations.
  33. 33. “Social HR is the use of Social Media to enrich and boost traditional HR processes for the purpose of producing greater value contribution to specified business goals, while concurrently promoting and ensuring utmost Social Governance.” - Elijah Ezendu, Social Media Strategy
  34. 34. Systems of Social HR Elijah Ezendu, Social Media Strategy
  35. 35. “For Social HR to truly be effective, you have to understand why you want to use social media and how it can help you fulfil your HR strategy, which should be tied to the organization's overall business strategy. Many corporations fail due to a lack of purpose and understanding of a particular social network. But no Social HR strategy will work unless you first understand the principles of in-person networking. You have to listen to your end-users, whether they are potential candidates, employees or alumni. You need to find out what they want, what their pain points are, and how you can meet their needs. You need to provide that value in order to really harness the power of social media and succeed online.” - Harpaul Sambhi, Social HR
  36. 36. Case Exercise You were recently placed as Chief Executive Officer of an organisation, wherein social media had been structurally domiciled in IT department. There’s a great disconnect between employees and the organisation as a result of access to social media sites during work hours, lack of responsiveness of certain directors towards communication on the intranet and high- handedness of IT department regarding process alignment of external customer-facing value pathway to corporate social media presence. What should be the right action points for solution?
  37. 37. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e- Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa; Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting intangible contributions of host communities and ecological environment: A model celebrated globally as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host communities. He had served as Examiner to Professional Institutes and Universities. He had been a member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.
  38. 38. Thank You

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