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1. Do you need a social media policy? - Feature Article
Do you need a social media policy?
The use of social media continues apace in many different types of organisations and
this had led to a plethora of policies, most of which aim to serve only one purpose,
that of control. Judith Christian-Carter considers the need for social media policies
and, if required, their impact on learning and development.
There is no escaping the increasing use of social media by employees, whether in their private
lives or during their working day. Activities, such as creating or contributing to blogs, wikis,
using social networking sites (eg Facebook, Twitter, Google+, LinkedIn) or virtual worlds, all fall
into the social media camp. There are still very few organisations that actively encourage their
employees to use social media in the workplace, as the vast majority regard their use to be
potentially dangerous and an abuse of their employees’ time: as in those organisations that
track their employees’ clicks on social media sites and then send lists of the top offenders to
managers. Consequently, many organisations now seek to control their employees’ behaviour
by instigating social media policies.
Are social media policies necessary?
The answer to this question frequently depends on the culture of the organisation. In those
organisations that are typically hierarchical and top-down, which operate in a blame-culture,
have numerous rules and policies including no teleworking, where employees are told what to
do and how to do it, and who are only recognised and rewarded to learn via a diet of formal
training courses, a social media policy is likely to be a given.
However, for those organisations that typically have flat structures, which recognise the value
and reward the efforts of each and every employee, who trust and treat their employees as
equals, recognise that learning can and does take place in a myriad of different ways, and who
have very few rules and policies, then the need to have a social media policy will be considered
and scrutinised carefully and, if found to be necessary, will be couched in such a way that it fits
seamlessly into the organisation’s culture.
Indeed, in some organisations, the term “policy” is avoided wherever possible. Instead, the
term “guidelines” is used, as this is far less draconian and conveys the message that the
organisation wishes to advise its employees instead of dictating what they can, or more usually
cannot, do.
Draconian policies
These are often prefixed by a statement, which says something along the lines of: while
employees can use social media in the workplace, because of the dangers of inappropriate use,
etc, the organisation has a policy, which not only applies to the workplace but also, in some
circumstances, outside the workplace.
This is then followed by a list of actions which employees must not undertake, such as:
• using social media during working hours unless their line manager gives them permission
to do so
• posting any information which is confidential to the organisation, its suppliers or customers
• referring to the organisation, its employees, customers and suppliers
• posting anything which is derogatory, defamatory, discriminating or offensive, or which

2. could bring the organisation into disrepute.
In addition, a statement is usually included which says that the organisation will monitor its IT
systems to prevent inappropriate usage and that hard copies of anything posted of this nature
will be used in disciplinary proceedings.
Finally, the policy sets out what will happen to employees whose conduct breaches the policy in
any way. Typically, it states that any breach will be investigated as gross misconduct and, if
substantiated, the employee will be subject to disciplinary action, which may lead to summary
dismissal after the organisation’s disciplinary procedure has been followed.
Helpful guidelines
These also are prefixed by a statement — only, in this case, it is usually a positive one —
pointing out that training is available for all employees who use social media in order to follow
and understand the guidelines, and that as new technologies and social media tools emerge the
guidelines will also evolve, so it is a good idea to check them out once in a while to make sure
that everyone is up to date.
Following this, some guiding principles are provided, such as:
• keeping to your area of expertise and providing unique, individual perspectives on what is
going on in the organisation
• posting meaningful and respectful comments
• respecting sensitive information and content, and confidentiality
• when disagreeing with other’s opinions, to keep it appropriate and polite.
Next, some “rules” of engagement may be listed, for example:
• be transparent and honest, and use your real name, as transparency is about your identify
and relationship to the organisation
• be judicious and consider your content carefully, so you do not violate the organisation’s
privacy, confidentiality and legal guidelines for external communications, and to protect
yourself and your privacy
• write about what you know in your areas of expertise and, if posting on an external
website, use a disclaimer which says the views expressed are your own and do not
necessarily represent those of your organisation
• as perception is reality, make sure that all content is consistent with your work and the
organisation’s values and professional standards
• encourage a conversation by being yourself, saying what is on your mind, sharing content
that is open-ended, invites responses and encourages comments, and, wherever possible,
adds value
• create some excitement and share with the world what you are learning and doing,
including opening up channels to learn from others
• what you write is ultimately your responsibility: participation in social networking on behalf
of the organisation is not a right but an opportunity, so treat it seriously and with respect
• if you do make a mistake, then admit it and be quick with your correction.
Chalk and cheese
Comparing these two examples of social media policies/guidelines, is like comparing chalk with
cheese — where to eat the latter is a pleasure, the same cannot be said of the former. One can
also imagine what it would be like to work for organisations who instigate the former type of
policy as opposed to ones that embrace the latter type of guidelines.
While the two examples are at opposite ends of the spectrum, there will be some policies or

3. guidelines that seek to occupy the middle ground. However, to what extent they can achieve a
successful blend of control and liberalism remains in doubt, purely because of the difference
between these two philosophies.
The impact on learning
The type of social media policy or guidelines that are put in place by organisations will,
inevitably, have a considerable impact on how learning and development is viewed and
positioned. In those organisations where social media is heavily controlled and its use greatly
restricted, learning and development will tend to be viewed as a combination of formal activities
and positioned as something which is the sole responsibility of the learning and
development/HR department. By comparison, in those organisations where the use of social
media is actively encouraged, the majority of learning will take place informally and learning
and development personnel will be actively involved working with and supporting managers,
teams and individuals to meet their workplace performance needs.
The moral of the story is therefore clear: if you are going down the social media
policy/guidelines route, then make sure that what you put in place is fit for purpose and,
wherever possible, allows people to learn what they need, when they need it and how they need
it. Remember, your organisation’s social media policy speaks volumes about its culture, not only
to current employees but also to future ones.
Judith Christian-Carter is a Director of Effective Learning Solutions Ltd. —
www.effectivelearningsolutions.co.uk. She can be contacted on 01926 614229 or via e–mail:
judith@christianwillwin.demon.co.uk.
Last updated on 31/08/2011
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