Social media is quite a phenomenon. It’s changing the way we use the Internet, communicate with friends and business colleagues, interact with corporations (or customers), gather information, and make decisions. Social media may still seem like a technological fad that is mainly used by younger people, but in truth, it is rapidly gaining users across generations and becoming a main stream business tool.
From an HR perspective, it can be hard to tell if social media is your friend or your foe. But one thing is clear: The time to adopt social media strategies and policies for your business is right now.
The document discusses the relationship between social media and human resources (HR) departments. It notes that while social media provides opportunities for businesses, it also poses risks that HR must help manage. The document provides statistics on social media usage and outlines how various platforms like LinkedIn, Facebook, and Twitter can be both friends and foes to HR. It emphasizes the importance for businesses to create formal social media policies to address legal and compliance issues around employee usage. The goal of such policies is to educate employees and reduce risks to the company's reputation from inappropriate social media use.
This document discusses how social media can be leveraged by HR departments. It notes that social media allows for constant collaboration, talent management through training and support, employee-centric HR operations, and increased employee engagement. The document also discusses trends in recruiting through social media data analysis, the importance of mobile optimization, using gamification for development, moving beyond annual performance reviews, integrating social learning, and the impact of MOOCs and Klout on corporate training. HR professionals are increasingly using social media to stay updated on trends and learn about vendors from peer perspectives.
This document provides guidance on building a personal brand in IT. It discusses the importance of personal branding even when not job searching, as 70% of employers have rejected applicants due to online information. It recommends determining strengths and differentiators to demonstrate expertise through online and offline channels. The line between personal and professional is blurred, so managing digital information strategically is important. Growing an online and offline presence through websites, networking, learning opportunities, and self-promotion can help confirm skills and lead to new opportunities.
This document provides an overview of how social media is used in human resource management. It begins with definitions of key concepts like social media and social networking sites. It then discusses how social media can be used internally in HR for communication, training, employee management, and building relationships. Externally, social media is used for recruitment, compensation/benefits, building relationships, maintaining corporate brand, and promotion. Both strengths and weaknesses are identified, such as social media being cost-effective but also requiring time to learn tools. Case studies of companies' social media use in HR are also reviewed.
Death Of The Professional Recruiter FinalChad McDaniel
The document discusses the impact of social media on professional recruiters. It argues that while social media is a useful tool, recruiters still provide important value in establishing communities, acting as a bridge between candidates and employers, promoting job openings to targeted contacts, understanding roles and culture fits, and finding candidates not actively online. The death of professional recruiters is still open for debate as change happens, but ensuring the best talent is attracted should not be taken for granted. Social media requires time and knowledge to use effectively alongside a recruiter's expertise in developing relationships and matching needs.
Why Human Resources professionals need to embrace and make Social Media an integral part of their and their organizations recruitment and human capital management initiatives. Additionally, a concise overview of key social media channels and recommended best practices to get started on social media and HR.
This document discusses the increasing importance of social media in human resources. It notes that over 75% of companies are using or planning to use social media like LinkedIn, Twitter and Facebook for recruiting. Social media allows for more efficient recruiting by accelerating the process from posting jobs to sourcing candidates. It also discusses how social media can be used for talent acquisition, onboarding new employees, knowledge sharing and building internal social capital.
The document provides 5 strategies for sourcing top talent:
1. Leverage social media networks like LinkedIn and Facebook to search for and engage candidates in a genuine way.
2. Use new technologies that aggregate candidate profiles from multiple social networks to more efficiently search large pools of candidates.
3. Think outside traditional methods by getting involved in industry communities online and offline and leveraging employee referrals which have a high chance of success.
The document discusses the relationship between social media and human resources (HR) departments. It notes that while social media provides opportunities for businesses, it also poses risks that HR must help manage. The document provides statistics on social media usage and outlines how various platforms like LinkedIn, Facebook, and Twitter can be both friends and foes to HR. It emphasizes the importance for businesses to create formal social media policies to address legal and compliance issues around employee usage. The goal of such policies is to educate employees and reduce risks to the company's reputation from inappropriate social media use.
This document discusses how social media can be leveraged by HR departments. It notes that social media allows for constant collaboration, talent management through training and support, employee-centric HR operations, and increased employee engagement. The document also discusses trends in recruiting through social media data analysis, the importance of mobile optimization, using gamification for development, moving beyond annual performance reviews, integrating social learning, and the impact of MOOCs and Klout on corporate training. HR professionals are increasingly using social media to stay updated on trends and learn about vendors from peer perspectives.
This document provides guidance on building a personal brand in IT. It discusses the importance of personal branding even when not job searching, as 70% of employers have rejected applicants due to online information. It recommends determining strengths and differentiators to demonstrate expertise through online and offline channels. The line between personal and professional is blurred, so managing digital information strategically is important. Growing an online and offline presence through websites, networking, learning opportunities, and self-promotion can help confirm skills and lead to new opportunities.
This document provides an overview of how social media is used in human resource management. It begins with definitions of key concepts like social media and social networking sites. It then discusses how social media can be used internally in HR for communication, training, employee management, and building relationships. Externally, social media is used for recruitment, compensation/benefits, building relationships, maintaining corporate brand, and promotion. Both strengths and weaknesses are identified, such as social media being cost-effective but also requiring time to learn tools. Case studies of companies' social media use in HR are also reviewed.
Death Of The Professional Recruiter FinalChad McDaniel
The document discusses the impact of social media on professional recruiters. It argues that while social media is a useful tool, recruiters still provide important value in establishing communities, acting as a bridge between candidates and employers, promoting job openings to targeted contacts, understanding roles and culture fits, and finding candidates not actively online. The death of professional recruiters is still open for debate as change happens, but ensuring the best talent is attracted should not be taken for granted. Social media requires time and knowledge to use effectively alongside a recruiter's expertise in developing relationships and matching needs.
Why Human Resources professionals need to embrace and make Social Media an integral part of their and their organizations recruitment and human capital management initiatives. Additionally, a concise overview of key social media channels and recommended best practices to get started on social media and HR.
This document discusses the increasing importance of social media in human resources. It notes that over 75% of companies are using or planning to use social media like LinkedIn, Twitter and Facebook for recruiting. Social media allows for more efficient recruiting by accelerating the process from posting jobs to sourcing candidates. It also discusses how social media can be used for talent acquisition, onboarding new employees, knowledge sharing and building internal social capital.
The document provides 5 strategies for sourcing top talent:
1. Leverage social media networks like LinkedIn and Facebook to search for and engage candidates in a genuine way.
2. Use new technologies that aggregate candidate profiles from multiple social networks to more efficiently search large pools of candidates.
3. Think outside traditional methods by getting involved in industry communities online and offline and leveraging employee referrals which have a high chance of success.
This document discusses how to create and maintain an effective LinkedIn profile for job searching. It notes that most recruiters now use social media like LinkedIn for recruiting. An effective LinkedIn profile showcases one's skills, experience, and potential to recruiters. Hiring managers are more interested in candidates that demonstrate high potential rather than just past achievements. The document encourages job seekers to emphasize their potential and what they can do in their LinkedIn profiles and social media to attract recruiters and opportunities.
Leveraging on LinkedIn and other professional social networking sites, platfo...Leo Concepcion
This document discusses leveraging professional social media for marketing purposes. It begins with definitions of professional versus general social media, then discusses reasons for using professional social media and examples of popular professional networks like LinkedIn. The document also outlines case studies of how companies have used professional social media for follower engagement, contact management, lead generation, recruitment, collaboration and reputation management. Finally, it discusses best practices for engagement on professional networks and emerging trends in this area.
Social Media Recruitment: an IntroductionAlex Bond
This is a presentation I gave as a 2 hour learning session introducing social media recruitment strategy. It is not comprehensive it was an introductory session for a broad range of businesses. It gives a good starting point to some of the opportunities within social media recruitment. Again it was a talk so some information was conveyed outside of the slide but its a really good overview especially for SME businesses.
This document discusses how LinkedIn can help business owners and professionals connect with others and generate leads. It provides tips for using LinkedIn effectively, including developing a strategy, building credibility through a complete profile and participation, connecting with others through groups and answers to questions, and communicating regularly through status updates, questions, and blogs. The key point is that simply having a LinkedIn profile is not enough - one must actively network and provide value to others on the platform to maximize its benefits.
The document discusses how LinkedIn can be used to generate business leads and build credibility. It explains that LinkedIn allows users to connect with both strong and weak contacts, and that weak contacts who are outside one's normal network can often provide the most value. It also emphasizes that simply having a LinkedIn profile is not enough, and that users need a clear strategy and goals to maximize their effectiveness on the site for lead generation and brand awareness.
The key goal of the exploration is to grow the information about Social Networking Sites what's more, enrollment. Keeping in mind the end goal to accomplish this goal, a study was led in HR divisions of organizations which to give a response to this question. Taking everything into account, the outcomes demonstrate that the part of Social Networking Sites in enrollment turns out to be considerably more imperative and is a forthcoming theme in organizations. As of right now, it is in the juvenile stage, however the results show a pattern to utilize Social Networking Sites for enlistment. HR divisions make speculative strides and first encounters with these locales. A large portion of the organizations addressed make utilization of the business-arranged systems administration site.
Right now, HR divisions don't invest much energy of their enrollment time on Social Networking Sites. Moreover, it winds up noticeably evident that to locate the privilege workers to fill their opening, scouts benefit from the systems administration extent of these destinations.
The systems administration extent of the site is the most grounded anticipating element for successful enrollment, specifically for the objective gathering introduction. Another fascinating finding is that expenses are most certainly not influenced. Organizations have as of late begun utilizing Social Networking Sites for their enrollment what's more, there is a requirement for more learning about it. This review is a commitment to the exploration about the part of Social Networking Sites in enlistment and is a first overview of this quick moving field.
04 06 10 Does having a Linkedin profile mean I'm "doing social networking"?Elephants Abroad
This document summarizes a presentation about using LinkedIn for business purposes. It discusses how LinkedIn works as a social network connecting people based on shared connections and interests. The presentation outlines several ways LinkedIn can benefit businesses, including sales, marketing, innovation, and recruitment. Specific strategies are provided for optimizing a LinkedIn profile, engaging with groups, monitoring jobs and companies, and using the search and question features. The overall message is that LinkedIn allows businesses to research opportunities and develop relationships in a more targeted way than traditional outreach methods.
This document discusses using social media for recruiting purposes. It begins by defining social media recruiting as using social tools to source candidates and build employer brands. It then discusses the talent shortage facing companies and how social media can help address this by finding candidates faster and at lower costs. Specific social platforms like LinkedIn, Facebook, Twitter and blogs are examined for their recruiting potential. Best practices are provided around developing an online presence, engaging passive candidates, and integrating social recruiting into the overall recruiting strategy. The key message is that social media should be a long-term priority used to develop relationships and source referrals from a company's expanded talent pool.
Jennifer Bishop, a LinkedIn expert from Melbourne, Australia, argues that LinkedIn participation and profiles seriously reflect professionals' online brands. With over 100 million users globally and 1.3 million in Australia, LinkedIn leads business conversations where Facebook and Twitter lead social conversations. Bishop says professionals must establish social media policies to manage risks and should have complete LinkedIn profiles linked to their websites and companies to leverage LinkedIn's search engine optimization power. Bishop also notes LinkedIn allows businesses to actively engage with customers and employees to build their brands.
The document provides information on using LinkedIn to grow a professional network, build an optimized profile, interact with connections, find people and jobs, and more. It highlights key aspects of profiles like including an executive summary, skills, experience and recommendations to appear in more searches. It also outlines best practices for posting regular status updates, participating in groups, and using LinkedIn jobs and messaging functions to further business goals.
An effective on-site social optimization strategy consists of three key components: social connectivity, the connected experience, and social analytics. Social connectivity involves connecting a site to social networks like Facebook, Twitter, and LinkedIn using their APIs. This allows users to register using their social identities and share content back to their networks. The connected experience enhances how users can share and interact socially on the site. Social analytics analyzes the results to improve the social business strategy and see returns from socially-referred traffic.
Social CRM the new rules of relationship managementPlínio Okamoto
This document outlines 18 use cases for social customer relationship management (Social CRM). It begins by noting that customers have increasingly connected with each other through social media, while organizations have struggled to keep up. Social CRM can help reconnect organizations with customers by engaging them in social channels. The document identifies seven categories of Social CRM use cases and provides details on 18 specific use cases. It recommends starting with building social customer insights as the foundation for all Social CRM initiatives. This involves monitoring social media, mapping customer relationships, managing customer data, using middleware, and measuring outcomes.
The document discusses how LinkedIn has become an essential tool for job seekers and recruiters. It outlines how recruiters at large companies like Accenture and IBM are making increasing use of LinkedIn to find both active and passive job candidates. It also discusses how job seekers can build out robust profiles, connections, and engagement on LinkedIn to make themselves more visible to recruiters and potentially get access to new career opportunities.
Recruiting top talent using social mediaStacey Burke
This document discusses using social media for recruiting top talent. It defines social recruiting as using platforms like LinkedIn and Twitter to advertise jobs and find qualified candidates. The document recommends establishing social media goals and guidelines, targeting the right candidates, and strengthening company culture through recruiting. It provides tips for using specific platforms like LinkedIn, Facebook, and Twitter to find and engage with potential job applicants.
The use of social media in the recruitment processBhagyashree Zope
This document summarizes a study on the use of social media in the recruitment process. It finds that over half of UK jobseekers now use social media sites like Facebook and LinkedIn to search for jobs. While social media offers opportunities to efficiently target candidates, there are also risks around privacy, discrimination, and bias. Employers need to consider how to handle personal information found online and avoid letting non-job related factors influence hiring decisions. The study examines the costs and benefits of using social media, common tools and practices, and risks to both employers and candidates. It aims to understand how social media is changing recruitment and provide advice on related legal and policy issues.
LinkedIn allows companies to engage passive talent, target relevant jobs to best-fit candidates, and create an appealing talent brand. With tools like Recruiter, companies can search the LinkedIn network of over 225 million professionals to source top talent beyond those actively job searching. Job postings on LinkedIn can automatically target the most relevant candidates using profile data. Companies can also develop their talent brand on LinkedIn to establish why they are the best place to work and attract top candidates. Examples include Standard Chartered seeing a 100% increase in page views using LinkedIn, and Dell reducing annual executive recruiting spend by $28.4 million using LinkedIn referrals.
Marsh University – People’s Insights Volume 2, Issue 32MSL
This week, we distill insights around Marsh University - an internal platform where Marsh’s ‘crowd’ of 26,000 employees can share their expertise and experience with one another.
For more about Marsh U, visit: http://peopleslab.mslgroup.com/peoplesinsights/marsh-university-peoples-insights-volume-2-issue-32
100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on reputation, employee engagement and citizenship on the MSLGROUP Insights Network.
Every week, we pick up one project and do a deep dive into conversations around it -- on the MSLGROUP Insights Network itself but also on the broader social web -- to distill insights and foresights. We share these insights with you on our People’s Insights blog and compile the best insights from the network and the blog in the People’s Insights Quarterly Magazine, as a showcase of our capabilities.
We have further synthesized the insights to provide foresights for business leaders and changemakers — in the ten-part People’s Insights annual report titled Now & Next: Ten Frontiers for the Future of Engagement, now available as a Kindle eBook.
For more, see: http://peopleslab.mslgroup.com/future-of-engagement
LinkedIn is a powerful social media site for business professionals that exploits the concept of six degrees of separation. It allows users to network, find jobs, and promote themselves and their businesses through creating a professional profile and connecting with colleagues. Users can join groups, write recommendations, and search for jobs or candidates. Regular use of LinkedIn's features can help users expand their network and brand themselves as an expert in their field.
This document provides instructions for setting up Oracle Approvals Management (AME) to handle purchase requisition approvals in Oracle E-Business Suite. It describes assigning AME roles to users, granting access to transaction types, and configuring AME attributes, conditions, rules, and approval groups. It also explains how to test the AME setup and enable AME approvals for purchase requisitions.
Gary Mitchell is a software QA tester with 20 years of experience in manual mainframe testing. He has extensive experience in test planning, execution, and defect tracking. His background includes testing projects for Charter Communications, Indiana Family Social Services Administration, TXU Electric, and Citizens Bank. He is seeking a QA role in the Dallas/Fort Worth area or a remote telecommuting position.
This document discusses how to create and maintain an effective LinkedIn profile for job searching. It notes that most recruiters now use social media like LinkedIn for recruiting. An effective LinkedIn profile showcases one's skills, experience, and potential to recruiters. Hiring managers are more interested in candidates that demonstrate high potential rather than just past achievements. The document encourages job seekers to emphasize their potential and what they can do in their LinkedIn profiles and social media to attract recruiters and opportunities.
Leveraging on LinkedIn and other professional social networking sites, platfo...Leo Concepcion
This document discusses leveraging professional social media for marketing purposes. It begins with definitions of professional versus general social media, then discusses reasons for using professional social media and examples of popular professional networks like LinkedIn. The document also outlines case studies of how companies have used professional social media for follower engagement, contact management, lead generation, recruitment, collaboration and reputation management. Finally, it discusses best practices for engagement on professional networks and emerging trends in this area.
Social Media Recruitment: an IntroductionAlex Bond
This is a presentation I gave as a 2 hour learning session introducing social media recruitment strategy. It is not comprehensive it was an introductory session for a broad range of businesses. It gives a good starting point to some of the opportunities within social media recruitment. Again it was a talk so some information was conveyed outside of the slide but its a really good overview especially for SME businesses.
This document discusses how LinkedIn can help business owners and professionals connect with others and generate leads. It provides tips for using LinkedIn effectively, including developing a strategy, building credibility through a complete profile and participation, connecting with others through groups and answers to questions, and communicating regularly through status updates, questions, and blogs. The key point is that simply having a LinkedIn profile is not enough - one must actively network and provide value to others on the platform to maximize its benefits.
The document discusses how LinkedIn can be used to generate business leads and build credibility. It explains that LinkedIn allows users to connect with both strong and weak contacts, and that weak contacts who are outside one's normal network can often provide the most value. It also emphasizes that simply having a LinkedIn profile is not enough, and that users need a clear strategy and goals to maximize their effectiveness on the site for lead generation and brand awareness.
The key goal of the exploration is to grow the information about Social Networking Sites what's more, enrollment. Keeping in mind the end goal to accomplish this goal, a study was led in HR divisions of organizations which to give a response to this question. Taking everything into account, the outcomes demonstrate that the part of Social Networking Sites in enrollment turns out to be considerably more imperative and is a forthcoming theme in organizations. As of right now, it is in the juvenile stage, however the results show a pattern to utilize Social Networking Sites for enlistment. HR divisions make speculative strides and first encounters with these locales. A large portion of the organizations addressed make utilization of the business-arranged systems administration site.
Right now, HR divisions don't invest much energy of their enrollment time on Social Networking Sites. Moreover, it winds up noticeably evident that to locate the privilege workers to fill their opening, scouts benefit from the systems administration extent of these destinations.
The systems administration extent of the site is the most grounded anticipating element for successful enrollment, specifically for the objective gathering introduction. Another fascinating finding is that expenses are most certainly not influenced. Organizations have as of late begun utilizing Social Networking Sites for their enrollment what's more, there is a requirement for more learning about it. This review is a commitment to the exploration about the part of Social Networking Sites in enlistment and is a first overview of this quick moving field.
04 06 10 Does having a Linkedin profile mean I'm "doing social networking"?Elephants Abroad
This document summarizes a presentation about using LinkedIn for business purposes. It discusses how LinkedIn works as a social network connecting people based on shared connections and interests. The presentation outlines several ways LinkedIn can benefit businesses, including sales, marketing, innovation, and recruitment. Specific strategies are provided for optimizing a LinkedIn profile, engaging with groups, monitoring jobs and companies, and using the search and question features. The overall message is that LinkedIn allows businesses to research opportunities and develop relationships in a more targeted way than traditional outreach methods.
This document discusses using social media for recruiting purposes. It begins by defining social media recruiting as using social tools to source candidates and build employer brands. It then discusses the talent shortage facing companies and how social media can help address this by finding candidates faster and at lower costs. Specific social platforms like LinkedIn, Facebook, Twitter and blogs are examined for their recruiting potential. Best practices are provided around developing an online presence, engaging passive candidates, and integrating social recruiting into the overall recruiting strategy. The key message is that social media should be a long-term priority used to develop relationships and source referrals from a company's expanded talent pool.
Jennifer Bishop, a LinkedIn expert from Melbourne, Australia, argues that LinkedIn participation and profiles seriously reflect professionals' online brands. With over 100 million users globally and 1.3 million in Australia, LinkedIn leads business conversations where Facebook and Twitter lead social conversations. Bishop says professionals must establish social media policies to manage risks and should have complete LinkedIn profiles linked to their websites and companies to leverage LinkedIn's search engine optimization power. Bishop also notes LinkedIn allows businesses to actively engage with customers and employees to build their brands.
The document provides information on using LinkedIn to grow a professional network, build an optimized profile, interact with connections, find people and jobs, and more. It highlights key aspects of profiles like including an executive summary, skills, experience and recommendations to appear in more searches. It also outlines best practices for posting regular status updates, participating in groups, and using LinkedIn jobs and messaging functions to further business goals.
An effective on-site social optimization strategy consists of three key components: social connectivity, the connected experience, and social analytics. Social connectivity involves connecting a site to social networks like Facebook, Twitter, and LinkedIn using their APIs. This allows users to register using their social identities and share content back to their networks. The connected experience enhances how users can share and interact socially on the site. Social analytics analyzes the results to improve the social business strategy and see returns from socially-referred traffic.
Social CRM the new rules of relationship managementPlínio Okamoto
This document outlines 18 use cases for social customer relationship management (Social CRM). It begins by noting that customers have increasingly connected with each other through social media, while organizations have struggled to keep up. Social CRM can help reconnect organizations with customers by engaging them in social channels. The document identifies seven categories of Social CRM use cases and provides details on 18 specific use cases. It recommends starting with building social customer insights as the foundation for all Social CRM initiatives. This involves monitoring social media, mapping customer relationships, managing customer data, using middleware, and measuring outcomes.
The document discusses how LinkedIn has become an essential tool for job seekers and recruiters. It outlines how recruiters at large companies like Accenture and IBM are making increasing use of LinkedIn to find both active and passive job candidates. It also discusses how job seekers can build out robust profiles, connections, and engagement on LinkedIn to make themselves more visible to recruiters and potentially get access to new career opportunities.
Recruiting top talent using social mediaStacey Burke
This document discusses using social media for recruiting top talent. It defines social recruiting as using platforms like LinkedIn and Twitter to advertise jobs and find qualified candidates. The document recommends establishing social media goals and guidelines, targeting the right candidates, and strengthening company culture through recruiting. It provides tips for using specific platforms like LinkedIn, Facebook, and Twitter to find and engage with potential job applicants.
The use of social media in the recruitment processBhagyashree Zope
This document summarizes a study on the use of social media in the recruitment process. It finds that over half of UK jobseekers now use social media sites like Facebook and LinkedIn to search for jobs. While social media offers opportunities to efficiently target candidates, there are also risks around privacy, discrimination, and bias. Employers need to consider how to handle personal information found online and avoid letting non-job related factors influence hiring decisions. The study examines the costs and benefits of using social media, common tools and practices, and risks to both employers and candidates. It aims to understand how social media is changing recruitment and provide advice on related legal and policy issues.
LinkedIn allows companies to engage passive talent, target relevant jobs to best-fit candidates, and create an appealing talent brand. With tools like Recruiter, companies can search the LinkedIn network of over 225 million professionals to source top talent beyond those actively job searching. Job postings on LinkedIn can automatically target the most relevant candidates using profile data. Companies can also develop their talent brand on LinkedIn to establish why they are the best place to work and attract top candidates. Examples include Standard Chartered seeing a 100% increase in page views using LinkedIn, and Dell reducing annual executive recruiting spend by $28.4 million using LinkedIn referrals.
Marsh University – People’s Insights Volume 2, Issue 32MSL
This week, we distill insights around Marsh University - an internal platform where Marsh’s ‘crowd’ of 26,000 employees can share their expertise and experience with one another.
For more about Marsh U, visit: http://peopleslab.mslgroup.com/peoplesinsights/marsh-university-peoples-insights-volume-2-issue-32
100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on reputation, employee engagement and citizenship on the MSLGROUP Insights Network.
Every week, we pick up one project and do a deep dive into conversations around it -- on the MSLGROUP Insights Network itself but also on the broader social web -- to distill insights and foresights. We share these insights with you on our People’s Insights blog and compile the best insights from the network and the blog in the People’s Insights Quarterly Magazine, as a showcase of our capabilities.
We have further synthesized the insights to provide foresights for business leaders and changemakers — in the ten-part People’s Insights annual report titled Now & Next: Ten Frontiers for the Future of Engagement, now available as a Kindle eBook.
For more, see: http://peopleslab.mslgroup.com/future-of-engagement
LinkedIn is a powerful social media site for business professionals that exploits the concept of six degrees of separation. It allows users to network, find jobs, and promote themselves and their businesses through creating a professional profile and connecting with colleagues. Users can join groups, write recommendations, and search for jobs or candidates. Regular use of LinkedIn's features can help users expand their network and brand themselves as an expert in their field.
This document provides instructions for setting up Oracle Approvals Management (AME) to handle purchase requisition approvals in Oracle E-Business Suite. It describes assigning AME roles to users, granting access to transaction types, and configuring AME attributes, conditions, rules, and approval groups. It also explains how to test the AME setup and enable AME approvals for purchase requisitions.
Gary Mitchell is a software QA tester with 20 years of experience in manual mainframe testing. He has extensive experience in test planning, execution, and defect tracking. His background includes testing projects for Charter Communications, Indiana Family Social Services Administration, TXU Electric, and Citizens Bank. He is seeking a QA role in the Dallas/Fort Worth area or a remote telecommuting position.
El documento ofrece consejos para empezar el día con energía y alejar el estrés, recomendando ducharse alternando agua fría y caliente por 30 segundos cada una por 4 veces. Esto dará mucha energía y ayudará a la recuperación muscular si se hace ejercicio después. Siempre se debe terminar la ducha con agua fría para no causar sueño. El documento promueve un artículo en el blog www.alejaelestres.com con más detalles.
Este documento ofrece consejos para manejar la ansiedad, incluyendo dedicar tiempo a actividades placenteras, beber mucha agua, llevar un diario de gratitud y meditar. Estas estrategias ayudan a alejar la mente de la ansiedad, enfocarse en lo positivo y relajarse para enfrentar mejor el día a día.
Este documento presenta los cálculos para predimensionar las columnas de una vivienda de dos pisos. Se calcula el área tributaria de cada columna en las plantas alta y entrepiso, luego el peso basado en el área tributaria y número de pisos. Se asignan colores a los diferentes tipos de columnas y se calcula el área de concreto requerida. Finalmente, se dibujan las columnas con dimensión 15x15cm en los planos definitivos de cada piso.
The document discusses Insperity, a company that provides HR and business services to help clients succeed. It was founded over 28 years ago with a vision of taking administrative burdens off of business owners. Since then, Insperity has grown significantly and now serves over 100,000 businesses. Insperity offers a range of services including benefits administration, payroll processing, training and development resources, and helping clients stay compliant with regulations. The goal is to free up business owners to focus on growth by handling routine HR tasks.
Te esta costando quedarte dormido. Como dormir profundamenteDamian Ibarra
El documento ofrece consejos para dormir mejor, incluyendo acostarse temprano antes de la medianoche para aprovechar el periodo de mayor recuperación del cuerpo, establecer una rutina relajante antes de dormir para indicarle al cerebro que es hora de dormir, y evitar la luz, el café y el estrés pocas horas antes de dormir para facilitar el sueño.
Bright Blue Day B2B Content Marketing - Tim Hughes PresentationBright Blue Day
This document discusses key factors for effective B2B technology content including influence, community, social marketing, and trust. It focuses on using content to build influence in a community and establish trust through social marketing strategies. The goal is to provide valuable insights and information to engage a business audience.
El documento trata sobre el manejo del estrés. Explica que el estrés se origina en el cerebro y que es la respuesta interna a situaciones difíciles. Luego detalla algunos costos y beneficios del estrés, como que puede ayudarnos en crisis pero también afecta la salud física y mental si es continuo. Finalmente, ofrece recomendaciones para manejar el estrés como afrontar los problemas, relajarse y desarrollar habilidades de solución de problemas y asertividad.
Demystifying Binary Reverse Engineering - Pixels CampAndré Baptista
Reverse engineering is not just about uncovering the hidden behaviour of a given technology, system, program or device. It's actually an art and a mindset. Reversing is used by some government agencies, secret services, antivirus software companies, hackers and students. It can be used for many purposes: cracking/bypassing software, botnet analysis, finding 0day exploits, interpreting unknown protocols, understanding malware or finding bugs in apps.
El documento describe los beneficios del juego para el desarrollo infantil y las habilidades que los adultos pueden desarrollar para apoyar el juego de los niños. Explica que el juego estimula el desarrollo motor y cognitivo de los niños, fomenta la creatividad y las habilidades sociales, y ayuda a expresar emociones. También describe juegos y juguetes apropiados para diferentes edades. Finalmente, detalla un taller de 10 semanas para que los padres desarrollen habilidades de juego filial.
The document discusses social media recruitment (SMR) and its importance. SMR has become a major tool for hiring, with over 90% of companies using platforms like LinkedIn, Facebook, and Twitter to recruit candidates. It provides advantages like access to a large pool of passive and active job seekers, improved candidate quality, and faster hiring. The document promotes Dakotta Alex and his company FastHire.com for helping organizations build their employment brands and perform effective SMR.
Social media provides opportunities for research and development, human resources, and risks and concerns. It allows understanding customers and competitors through networks. However, risks include privacy issues from oversharing personal information online and impacts to productivity from excessive social media use at work. Companies should have social media policies to manage these risks.
Social media provides opportunities for research and development, human resources, and risks and concerns. It allows understanding customers and competitors through networks. However, risks include privacy issues from oversharing personal information online and impacts to productivity from excessive social media use at work. Companies should have social media policies to manage these risks.
Social networks like LinkedIn allow individuals to connect, share content and information, and build professional relationships that can lead to career opportunities. LinkedIn is the dominant professional social media platform, with over 300 million users and growing. Maintaining an active and optimized LinkedIn profile is important for personal branding, networking, and being discoverable to recruiters and hiring managers. Regularly engaging on LinkedIn through updates, comments, and joining groups and discussions can help advance one's career.
Staffing Tools Meme Spring Mail Deck042010Justin_Smith
This document discusses how the MemeSpring tools can help staffing teams by intelligently filtering social media and other online sources to find the most relevant candidates and opportunities based on contextual information. It highlights benefits like increased placements, shorter cycles, and better candidate fits. The tools allow recruiters to search, track, share and discover tailored insights from across the web to improve their recruiting processes.
Social media provides many opportunities for companies to leverage their networks and engage with candidates as part of their recruitment strategy. It allows companies to source candidates, build their employer brand, engage in conversations, and complement their existing careers sites. While social media platforms like LinkedIn, Facebook, Twitter, and YouTube can help advertise jobs and research prospects, companies must develop a clear strategy to understand where relevant talent engages online and how to effectively connect with them. Any social media recruitment effort also comes with challenges around legal issues, privacy, and maintaining honest and realistic communications.
Social media can be leveraged in all stages of business including marketing, recruitment, and customer service. While some companies fear that social media could damage productivity or reputation, embracing it wisely through a clear policy and training can provide benefits like new marketing opportunities and improved communications. The document provides tips for a wise social media policy that encourages employees while setting guidelines, and explains how social media can be used to find and engage talent.
White Paper: Embracing Social Media and Being Smart about It by Laurie ReuttimanSteven Duque
We live in a Googled world. Pew Research estimates that 79% of American adults use the Internet on a regular basis and that nearly half of those individuals use a social networking site (Facebook, Twitter, LinkedIn) in their personal lives. This number has doubled since 2008.
Human Resources professionals have a reputation for being stodgy and difficult, but according to the results in the I Love Rewards survey on social media, that reputation is unfair and inaccurate. Ninety-eight percent of respondents believe that social networks are a tool that HR should be using, which tells us that Human Resources professionals are open to social media and new technology. This may seem counterintuitive based on your personal experiences in the workforce, but in the Googled world, even your local HR generalist sees value in connecting on Facebook, Twitter and LinkedIn. Social media adoption is pervasive and fun.
Provides an introduction to popular social media platforms, current social media trends in HR, uses for internal social media, and guidelines for creating a social media policy.
This document discusses different types of social media users and how to use LinkedIn effectively. It identifies three types of social media users: passive users who sign up but don't engage, active users who use it for networking and business purposes, and others. It provides tips for using LinkedIn to stay updated, network, and find jobs. The document emphasizes engaging others as a subject matter expert and using LinkedIn to promote your business through your profile, groups, questions and answers.
Best Practices in Social Media Human Resources Policy Jumpstart:HR
This document discusses social media and its applications for HR. It provides an overview of popular social media platforms, current trends in HR's use of social media, and how HR can utilize tools like Facebook, Twitter, YouTube and LinkedIn to engage and train employees, share knowledge, and build connections. It also covers the importance of social media policies for organizations, legal guidelines for policies, tips for drafting policies, and 10 essential elements that should be included in a policy.
This presentation was given way back in August of 2009 to an Executive Networking group, American Association of Senior Executives, in Orange County.
This was way before LinkedIn was a commonly adopted professional network. I was an "early adopter" and saw the future impact.
This was 2 years before the LinkedIn IPO.
At the time, there were less than 25-30 million LinkedIn members.
It's old, school, but highlights what has happened in the last 4 years.
Enjoy!
Social media provides recruiters new opportunities to source and engage talent. It allows recruiters to showcase their employer brand, build a talent pipeline of interested candidates, and access passive job seekers not actively looking. However, recruiters must use social media carefully to avoid sending the wrong messages that could damage their reputation or make candidates unresponsive. They must also have analytics teams to fully leverage the insights available from social media data on hiring trends. While social recruiting supplements traditional methods, it still requires time and effort to implement successfully.
Nigel Wright Recruitment is a specialist recruitment firm founded in the UK in 1988. They have offices across Europe and focus on recruiting for the consumer sector. While social media provides opportunities to engage stakeholders and find candidates, it also presents risks if used as the primary recruitment method due to issues around diversity, transparency, discrimination and lack of control over branding. Recruitment firms continue to add value through intimate knowledge of the candidate pool and conducting robust evaluation processes that go beyond online profiles.
Facebook Recruitment and Employer Branding: Best Practices and Ideas From the...RiseSmart
Check out this joint guide from Work4™ and CKR Interactive to learn:
- Specific tactics for optimizing your social recruiting efforts on Facebook
- Best practices for effective employer branding
- The eight building blocks of social recruitment success
This document discusses the growing use of social networking sites for both personal and professional purposes. It provides statistics from surveys that found 45% of employers use social networking sites to research job candidates, up from 22% the previous year. The document outlines benefits of using social networking sites such as LinkedIn, Facebook, Twitter, and Plaxo to build professional connections, find employees and business partners, manage one's professional reputation and brand, and stay informed about industry news and trends. It also provides tips for using social networking sites safely and effectively in a professional context.
it deal with how social media help for HR in recruiting, training and development of employee. it also recognize the best talent by using social media.
Similar to Social Media & HR - Friends or Foes? (20)
Sage HRMS is a customizable HR management system that helps companies optimize HR processes and maximize return on employee investment. It provides tools to automate tasks, engage employees through self-service portals, and provide analytics to support business decisions. Implementing an integrated HRMS solution treats employees as a key investment and helps improve business results by keeping employees satisfied and productive.
It is the perfect time for HR to take a proactive position at the strategic planning table, looking at ways to optimize today’s and tomorrow’s workforce. With payroll as one of the highest line items on the balance sheet, and worker productivity and intellectual property the real lifeblood of business survival, there is an urgent need for renewed efficiency in managing workforce assets.
HR and managers have an opportunity to answer such questions as:
How do we structure ourselves and organize our workforce to be the most effective and productive?
How can we continually align ourselves with our current business conditions and still give our employees confidence and security?
How do we revamp processes to build in agility?
How can we anticipate changing workforce needs?
How do we retain talented, engaged employees?
How do we track and anticipate changing costs?
How do we do all of this with an increasingly complex workforce?
Top Seven Benefits of an Automated Time and Attendance SystemSage HRMS
Increasing information accuracy and reliability are the two paramount reasons a time and attendance system is installed in any organization. Because an organization’s workforce is often its largest expense, impacting production and profitability, inaccurate timekeeping can lead to costly regulatory compliance missteps, among other pitfalls.
On the other hand, it should be noted that employees also represent an organization’s biggest asset with regard to growth and profitability. Thus, maintaining accurate and reliable time and attendance information makes labor management a whole lot more manageable.
At surface level, the immediate time-saving, as well as bottom-line saving, benefits of time and attendance automation are easy to highlight. However, without accurate and reliable time data captured from employees and passed to other parts of the human resources and payroll system, error-prone breakdowns are likely to occur. These can result in employees’ not being paid properly, noncompliance, decreased employee morale, and turnover.
An appropriate time and attendance system that meets your organization’s needs can help to eliminate and even prevent many, if not most, of the negative aspects of inaccurate and unreliable timekeeping.
The following will outline the top benefits of a time and attendance system and the positive effect they can have on your organization.
When making the switch to a new payroll solution, it’s important to carefully weigh your company’s needs and budget when selecting a vendor. Payroll solutions typically fall into one of two types:
Commercial software—Payroll software that runs on your PC or server and allows you to run your own payroll and manage all your payroll processes in-house, including printing checks, reporting, forms, and managing direct deposits and payroll taxes. Commercial payroll software typically involves a one-time software purchase and annual support contract for software enhancements, tax table updates, and technical advice.
Outsourced service—A service bureau processes your payroll, prints checks, handles tax filing, and prints W-2s and other year-end forms. The bureau maintains all payroll data and charges initial and ongoing “per employee” or “per check” processing fees for the service, with additional fees for optional services and reports.
Of these, commercial software typically offers more flexibility and return on investment for midsized companies. Not only is commercial software more cost-effective, it allows you to protect wage and salary information and maintain control over payroll processing to easily handle last-minute changes. With the many commercial payroll software options available, selecting a solution and a vendor can seem like a difficult task. That’s why it’s important to arm yourself with good information, and know the right questions to ask.
The document provides an overview and buyer's guide for selecting an HR management system (HRMS). It discusses recent trends driving increased investment in HR technology, including return on employee investment, paperless workflows, and business intelligence/analytics. It identifies top ten considerations for an HRMS, such as the employee database, ease of use, integration, and total cost of ownership. It provides a checklist of key HRMS capabilities and advises evaluating vendors' support and implementation services. The goal is to help buyers make an informed selection that meets their needs now and for future growth.
Sage Source allows you to streamline business processes and offer employees access to valuable online business tools and benefits at no additional cost as part of Sage Business Care. Requiring no implementation or IT administration, the intelligent, customizable online interface easily leverages existing Sage HRMS on-premise data and combines it with complimentary services from third-party solution providers.
Sage HRMS Alerts and Workflow by Vineyardsoft Feature SheetSage HRMS
Sage HRMS Alerts and Workflow is a software that monitors business data and triggers alerts and automated workflows. It identifies issues across multiple systems, synchronizes data between applications, and pushes information to users. The software automatically delivers forms, documents and reports. It can automate business processes by triggering tasks and updating systems based on conditions.
Sage HRMS empowers the human resources (HR) department to actively support company objectives while improving HR efficiency. Integrate and streamline your HR processes and closely monitor employee records and personnel actions, HR compliance, benefits administration, absence management, reporting (standard and custom), and data import/export actions with Sage HRMS.
Automate your company’s business processes and promote workplace satisfaction by giving employees ownership of their personal information with Sage Employee Self Service (Sage ESS). With workflow capabilities and customizable features, Sage ESS provides a central location for employees, managers, and administrators to view and manage important personal data and company information. Instead of calling the HR department with routine inquiries, employees and managers will feel more self-sufficient when they can access information, such as time off, current benefits, and current job details—anytime, anyplace over the Internet or company intranet.
Cut the costs and complexity of benefits administration by securely automating the communication of employee benefits enrollment data to insurance carriers with Sage HRMS Benefits Messenger. This powerful solution will eliminate the need to submit paper enrollment forms or create and maintain customized electronic file formats. Sage HRMS Benefits Messenger also eliminates the costly errors associated with duplicate data entry and “missed enrollments” both during annual open enrollment periods and for employee changes throughout the year.
For some time, HR professionals have aspired to create a “paperless office” with automated technology to create, store, and manage all of the employee information necessary to run a business effectively. Today the technology exists to turn this goal into reality with a desirable Return on Investment (ROI). Current business trends toward environmental sustainability provide the additional impetus to make the business case for paperless HR today, to help support the workforce of tomorrow.
Increasingly, reducing the use of paper in business processes will become a necessary step toward corporate sustainability efforts. Some global and regional companies are pushing sustainability initiatives not only within their own operations, but also out into the supply chain, encouraging vendors and partners to implement greener business practices. “Going green” is a competitive response to changes in social attitudes and to the expectations of customers, employees, and stakeholders.
Because of the many paper-intensive administrative processes in the Human Resources department, it is a great area to embrace corporate sustainability objectives by eliminating paper. Going paperless also saves costs and increases the efficiency and accuracy of HR functions. It can even help with recruiting and engagement—many sought-after job candidates and top-performing employees are passionate about environmental causes. This white paper provides information on the benefits of a paperless HR department and the technology for putting it in place.
Why are some companies thriving while others are struggling to stay in business? What is the distinctive difference between a good company and a truly great company? The answers to these questions can only be found when looking at what defines the company: its people. The people who make up a company are that organization’s unique and biggest asset. For most businesses, the workforce is also its largest expense, or better put, its largest investment.
At Sage, we believe that employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return.
We call that the Return on Employee Investment or ROEI. This white paper looks into investments that can help a company maximize the value of its workforce, and shows how technology can help improve ROEI and build a more profitable and successful business.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
HR Management by Spreadsheet: Is there a Better Way?Sage HRMS
The Easy Way to Manage HR. A Human Resources Management System (HRMS) can automate the way you maintain and access both current and historical information about Recruiting, Onboarding, Policy Communication, Compensation, H&W Benefits, Payroll, Training, Performance, Evaluation, Promotion, Retirement, and Leave.
Employee Leave Issues: 5 Tips to Navigate the Bermuda Triangle of Employee Le...Sage HRMS
This document provides tips for navigating complex employee leave issues covered by the Family and Medical Leave Act (FMLA), Americans with Disabilities Act (ADA), and workers' compensation laws. It recommends educating managers to properly handle potential leave issues, developing clear leave policies, maintaining open communication with employees, thoroughly documenting all leave, and seeking legal counsel for complicated cases. Complying with these overlapping leave laws can be challenging but is important to avoid penalties and ensure employees receive their legal benefits and protections.
Avoiding Costly Fines: A 2013 Guide to Compliance MandatesSage HRMS
For more than 30 years, Sage has been a leader in the development of Human Resource Management Systems (HRMS) software. Thousands of midsized businesses nationwide have implemented our popular Sage HRMS solutions. From those experiences, we’ve learned that compliance is one of the top challenges facing any human resources department. It can be difficult to stay on top of all of the state and federal workforce laws, regulations, and reporting requirements.
It’s up to HR to ensure that hiring, discipline, and termination practices are compliant with the law. Otherwise, you could put your company at risk of incurring fines, penalties, and employee lawsuits. And mistakes can be costly. More than one-third of private companies surveyed by Chubb Insurance had experienced an employment-law event (EEOC charge filed or employee lawsuit), at an average cost of $74,400 per incident.
Sage created this guide to help you stay informed about the latest workforce compliance laws and regulations that may affect your organization. Staying abreast of current mandates enables you to communicate with and train management and employees so that the company is not at risk of expensive employee lawsuits. As with all issues with legal circumstances, the use of this material is not a substitute for the advice of a lawyer and when in doubt or for advice with respect to any specific human resources mandate please contact your lawyer. Additionally, this material is provided for informational purposes only and not for the purpose of providing legal advice.
15 Factors to Consider When Changing How You Process PayrollSage HRMS
When changing how you process payroll, there are numerous considerations that must be taken into account. You will want to think about the features that are important to your company and decide on a solution that meets your needs within budget. The key to selecting the right payroll solution for your organization is to make certain that all of the vendors you evaluate can meet your needs before you begin to narrow down your choices. As you gather requirements and create your Request for Proposal (RFP), you’ll need to consider the functional capabilities required to produce accurate payroll, the vendor qualities you value most, and finally, how you plan to implement a new solution.
HR Data Management: The Hard Way vs The Easy WaySage HRMS
The Easy Way to Manage HR. A Human Resources Management System (HRMS) can automate the way you maintain and access both current and historical information about Recruiting, Onboarding, Policy Communication, Compensation, H&W Benefits, Payroll, Training, Performance, Evaluation, Promotion, Retirement, and Leave.
HR Managers Guide to Proper Worker ClassificationSage HRMS
The document provides guidance to HR managers on properly classifying workers as employees or independent contractors. It discusses the importance of proper classification and potential penalties for misclassification. The IRS examines behavioral control, financial control and the type of relationship to determine a worker's status. The summary advises routinely reviewing classifications and maintaining documentation to support decisions. Potential future legislation aims to further reduce misclassification issues.
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
Joyce M Sullivan, Founder & CEO of SocMediaFin, Inc. shares her "Five Questions - The Story of You", "Reflections - What Matters to You?" and "The Three Circle Exercise" to guide those evaluating what their next move may be in their careers.
Learnings from Successful Jobs SearchersBruce Bennett
Are you interested to know what actions help in a job search? This webinar is the summary of several individuals who discussed their job search journey for others to follow. You will learn there are common actions that helped them succeed in their quest for gainful employment.
Leadership Ambassador club Adventist modulekakomaeric00
Aims to equip people who aspire to become leaders with good qualities,and with Christian values and morals as per Biblical teachings.The you who aspire to be leaders should first read and understand what the ambassador module for leadership says about leadership and marry that to what the bible says.Christians sh
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
Success is often not achievable without facing and overcoming obstacles along the way. To reach our goals and achieve success, it is important to understand and resolve the obstacles that come in our way.
In this article, we will discuss the various obstacles that hinder success, strategies to overcome them, and examples of individuals who have successfully surmounted their obstacles.
Time for an overhaul. Trainers and trainees unite!
The Silver Spring Leadership has spent the last six months collecting thoughts, ideas, and feedback on what our membership wants from the Chapter to help them on their PMI journey.
We've listened and now we're hosting a workshop during our June virtual meeting to give you our pitch and collect final feedback. Before we design our new page of resources we want to hear from:
Local, certified PMI trainers who teach PMI courses. We want to highlight you and provide your resources to our members.
Members and non-members who are new to PMI course work for certifications, or looking to start. We want to hear if our solution tackle the challenges we've heard you're facing.
Three of PMISSC's membership advocates will lead three discussions on the offerings we're rolling out and facilitate a discussion on your thoughts and desires in these areas. Register for the topic you would like to participate in.
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
In the intricate tapestry of life, connections serve as the vibrant threads that weave together opportunities, experiences, and growth. Whether in personal or professional spheres, the ability to forge meaningful connections opens doors to a multitude of possibilities, propelling individuals toward success and fulfillment.
Eirini is an HR professional with strong passion for technology and semiconductors industry in particular. She started her career as a software recruiter in 2012, and developed an interest for business development, talent enablement and innovation which later got her setting up the concept of Software Community Management in ASML, and to Developer Relations today. She holds a bachelor degree in Lifelong Learning and an MBA specialised in Strategic Human Resources Management. She is a world citizen, having grown up in Greece, she studied and kickstarted her career in The Netherlands and can currently be found in Santa Clara, CA.
thyroid case presentation.pptx Kamala's Lakshaman palatial
Social Media & HR - Friends or Foes?
1. Sage HRMS I White Paper
Social Media and HR—Friends or Foes?
2. Sage HRMS
Table of Contents
Executive Overview ..................................................................................................... 1
Friends–The Business Opportunity of Social Media and How HR Can
Lend Support ................................................................................................................ 2
Foes–Social Media Pitfalls and Unanswered Questions ....................................... 3
How to Create a Social Media Policy ........................................................................ 4
Conclusion .................................................................................................................... 5
3. Executive Overview Sage HRMS
Social media is quite a phenomenon. It’s changing the way we use the Internet, communicate with
friends and business colleagues, interact with corporations (or customers), gather information, and
make decisions. Social media may still seem like a technological fad that is mainly used by younger
people, but in truth, it is rapidly gaining users across generations and becoming a main stream
business tool.
43% U.S. businesses successfully 43% Surveyed businesses that have
using social networking to win experienced employee misuse
1 3
new customers. of social media networks.
45% Of surveyed employers 31% Businesses that have taken
research job candidates disciplinary action against an
2
on social media. employee over social media.
4
The impact of social media has grown too big for businesses to ignore. It provides
unique opportunities to promote your products and services, find and recruit talented
employees, and deliver an interactive customer experience. But there are also
risks, such as the potential to damage the company’s reputation and brand,
Social Media Profile:
lose intellectual property, or invite lawsuits by employees, job applicants, or
Twitter
or customers.
Microblogging tool that allows you to
From an HR perspective, it can be hard to tell if social media is your friend
broadcast “tweets” of 140 characters
or your foe. But one thing is clear: The time to adopt social media strategies
or less to your followers. Tweets can
and policies for your business is right now.
also be found by anyone through the
search function.
Over 200 million accounts5
How HR Can Use Twitter:
• Follow the top HR experts to benefit from their thoughts and research.
• Send a tweet asking your network for prospective job candidates.
• Find out what’s taught at HR conferences and events you can’t attend.
• Stay up-to-date with compliance issues and legislative changes.
• Visit http://search.twitter.com to search for issues, people, or trends in HR.
• Use Yammer, a tool similar to Twitter that creates a private, employee-only microblog.
How It Can Go Wrong: Kenneth Cole
This tweet—sent by the famous fashion designer during the 2011 Egyptian uprising—
enraged many people, including potential customers:
“Millions are in uproar in #Cairo. Rumor is they heard our new spring collection is now
available online . . .”
Kenneth Cole removed the tweet quickly and apologized—twice—but many found the
solicitation tacky and offensive.
1 “43 Percent of U.S. Businesses Using Social Media to Win New Business,” SocialTimes.com, reporting on a global survey
by Regus.
2 Rosemary Haefner, “More Employers Screening Candidates Via Social Networking Sites,” Careerbuilder.com
3 Judy Greenwald, “Many Firms Find Social Media Workplace Misuse Problematic: Study,” Workforce.com.
4 Ibid.
5 Company blog, posted 3/14/11.
1
4. Friends–The Business Opportunity of Social Media and How Sage HRMS
HR Can Lend Support
Is your company using Facebook, LinkedIn, Twitter, YouTube, or one of the hundreds of other social
media platforms to communicate with prospective and existing customers, business partners, or the
general public? If not, it soon will be—and it’s a good bet your competitors already are. While social
media has not replaced traditional forms of communication, it is changing the online experience that
many of your company’s customers and partners expect.
Human resources professionals can make use of these technologies to improve recruiting and
retention, employee engagement, and training within the organization. You can also use social
media to build a reliable network of experts that can help you stay up to date with the latest trends
and thinking in compliance, HR, recruiting, and/or payroll.
But there’s another role for HR to play with social media as well—that of advisor to
other business units within the company that are also dipping their toes (or diving
head first) into social media. It is important for the HR team to become a trusted
consultant to customer-facing departments such as marketing, sales, public relations,
and customer support. These departments are likely to be among the first to make
use of social media, and the managers of these business areas need your help
to keep an eye toward legal compliance and business risk. Social Media Profile:
LinkedIn
Business networking tool to connect
with colleagues, maintain an online
How HR Can Use LinkedIn: resumé, make and receive professional
• Ask employees to help you find great job candidates using their recommendations, and more.
LinkedIn networks.
Nearly 116 million users6
• Search for prospective candidates by past or present employer, industry,
geographic area, job titles, keywords (skills, credentials), and more.
• Join groups of HR professionals and be able to ask questions, share
ideas, and learn.
• Keep up with HR organizations like your state SHRM chapter.
• Post open job announcements.
How It Can Go Wrong: Recommendations
LinkedIn is mostly used by business people for business networking, however, some
labor law specialists are cautioning employers about the recommendations feature. The
problem? If you fired the employee for performance and other employees (or his manager)
sing his praises on LinkedIn, it may be used against you in a wrongful termination lawsuit.7
6 Second quarter results on company website, posted 8/4/11.
7 William Bulkeley, “Online compliments can hurt you, too,” Wall Street Journal blog, September 18, 2009.
2
5. Foes–The Business Opportunity of Social Media and How Sage HRMS
HR Can Lend Support
Social media may be necessary for businesses, but it is not without risk; In fact, many HR
professionals are hesitant about getting started with social media because there are many
unanswered questions that are currently being considered by courts, legislatures, and government
agencies like the National Labor Relations Board (NLRB). Consider these scenarios and the
implications involved for human resource departments:
• What if you search for a job applicant on Facebook and see that in photos the
applicant is smoking a cigarette or perhaps marijuana? What if the applicant
is wearing a hijab, Star of David, or cross?
Have you just answered a question you wouldn’t be allowed to ask in an
interview?
• You hire a subject matter expert to build a following on Twitter that your company
hopes to cultivate into customers and product advocates. He uses his own name for
the Twitter account, for example @FredSmith. A year from now, Fred will leave the
company and start his own firm.
Who owns this online “persona”—your company or the employee? Social Media Profile:
• An employee posts disparaging remarks about her supervisor or the Facebook
company on her personal blog. A social networking site that enables
Do you have the right to terminate an employee for personal use users to create a personal profile,
of social media? link to their “friends,” post status
updates, use applications, exchange
• An employee tweets untrue allegations about a competitor that are
private messages, and “like”
potentially damaging, using the business Twitter account.
products, companies, and
Is your company potentially guilty of defamation or libel? causes, among other things.
• A manager at your firm uses a company-issued smart phone to post Over 750 million active users9
sexually explicit photos to a personal Facebook account. Some of the
manager’s subordinates are “Friends” on Facebook and will see the photos.
Could this be grounds for a sexual harassment lawsuit?
• An employee divulges proprietary information or intellectual property through a social
media channel.
Is there any way to recover information that might have been shared publically
through a social media network?
• Your in-house recruiter develops a large network of professionals on company
time using LinkedIn. Your company uses this network as its primary candidate pool
for open positions. (This also happens when a sales executive develops a network
of potential customers.) This sticky issue is known as portability and it is the subject
of current litigation.
If your recruiter leaves, does your company have any rights to her network?
8 Ed Frauenheim, “Special Report on Social Media: You Can’t Take Your Online Contacts With You ... or Can You?,”
Workforce Management, June 2011, pgs. 32-34, 36-37.
9 Press statistics on company website, accessed 8/19/11.
3
6. How HR Can Use Facebook: Sage HRMS
• Create private Facebook groups to engage employees and encourage interactive
teamwork.10
• Design a company Facebook page to appeal to prospective employees.
• If Facebook will be used to screen job candidates, consider hiring an outside firm that
will protect candidates’ privacy and minimize your company’s exposure to discrimination
claims.11
How It Can Go Wrong: AMR
HR professionals closely followed the “Facebook firing” case in which American Medical
Response of Connecticut, Inc. fired an ambulance driver who made disparaging remarks
about her boss on Facebook; and was joined in those complaints by other employees. The
NLRB filed a complaint alleging that the company’s social media policy was too broad and
violated the employee’s rights to concerted activity.
The complaint was settled, but 129 social media actions have come under review at the
NLRB, so employers need to be cautious.12 According to lawyer Seth Borden, a specialist in
labor law,“The Board will consider ‘protected’ any social media postings which are either
made on behalf of other employees or made with the object of inducing or preparing for
group action. This is a broad, and currently expanding, standard.”13
How to Create a Social Media Policy
Once you’ve decided to create a social media usage policy, how do you determine what it needs
to say?
First, recruit your legal counsel to help you draft and review policy. You’ll need someone with legal
expertise to help you keep up with the rapidly changing body of legal precedence surrounding social
media and employment law.
Next, create a cross-departmental team so that all the important stakeholders for social media at
your company will have a voice. At the very least, you will want your team to include a representative
from sales, marketing/public relations, customer service, HR, legal, and management. Have each
department make a list of all the ways they are using social media and any plans they have to use it
in new ways. This will help ensure that you look at the issues from the right perspectives.
Human resources can also contribute examples about how employee use of social media (both at
work and in their personal lives) could impact the company.
Although the following list should not be considered exhaustive, here are a few things you should
consider as you draft your social media policy:
• Portability—What happens when employees leave the company? Does the company own
the networks that were created? Are all of the accounts registered and owned by the
organization?14
• Naming—Will any social media activities for the company use any employee’s or subject
matter expert’s name as part of the persona? If so, will the company own that name?
10 Kyle Lacy, “5 Ways to Keep Your Employees Engaged Using Social Media,” blog post, July 25, 2011.
11 Meredith Levinson, “Introducing the Safe Social Media Background Check,” CIO, May 20, 2011.
12 Michael Eastman, “A Survey of Social Media Issues Before the NLRB,” U.S. Chamber of Commerce, August 5, 2011.
13 Seth Borden, “NLRB Division of Advice Provides Additional Guidance on Social Media Issues,” Labor Relations Today,
July 27, 2011.
4
7. • Access—Will all employees be able to access social media from the office, or only the Sage HRMS
employees who are engaging in it for official business purposes?
• Branding—How can you ensure that social media content remains consistent with the
branding standards and corporate “personality” that has been developed by the marketing
department?
• Personal Conduct—When employees use social media in their personal lives, how will they
be allowed to speak about the company and other employees, including their boss?
• Copyright—How does the company make sure it isn’t violating someone else’s copyright
when content is published on social media?15
• Company Monitoring—Is the company going to monitor the personal social media sites of
employees? Hire an outside firm? Or just deal with issues if they are brought to someone’s
attention but not actively look for them? What should an employee reasonably expect for
privacy?
• Recruiting and Hiring—Can recruiters or hiring managers check out a candidate’s social
media sites prior to interviewing/hiring/onboarding? Should you hire a third-party company to
conduct background checks that include social media?
• Policy Compliance—Do your new policies comply with applicable regulations?
Be sure to consider the National Labor Relations Act (NLRA) as it applies to
your business since the NLRB has been very active in social media issues. Social Media Profile:
The acting general counsel of the NLRB recently released a report about YouTube
social media cases handled over the past year. Generally speaking, Online collection of videos—some
the NLRB’s interest in social media is to protect the right of workers to professional but mostly amateur—
self-organiz, form unions, and engage in “concerted activity.” To this that can be viewed, shared, and
end, your policy may not restrict employees’ ability to communicate commented on. Viewers can subscribe
with one another about their work or their employer, and you must to “channels” to find new videos
ensure that your social media policy is not overly broad.16 on topics of interest or created by
• Employee Disciplinary Procedures—How will the company remediate favorite videographers.
when the policy has been broken? How will you ensure that the rules are 700 billion videos viewed in 201018
applied consistently to all employees?
14 Kris Dunn, “Four Things to Consider Once Your Company Opens Up Social Media Access,” Workforce Management,
February 2011.
15 Lou Dubois, “How to Avoid a Social Media Lawsuit,” Inc. magazine, February 24, 2011.
16 Eric B. Meyer, “The NLRB’s New Social Media Guide: What Employers Can (and Can’t) Do,” TLNT.com, August 22, 2011.
17 Ralph Paglia, “Social Media Employee Policy Examples From Over 100 Companies,” Social Media Today.
18 Press statistics on company website, accessed 8/19/11.
5
8. Sage HRMS
How HR Can Use YouTube:
• Create a video introduction to your business for job applicants.
• Interview employees about their jobs and the reasons they like working for your company
• Use a video to recognize an employee for an outstanding contribution
• Develop videos to train new employees or teach new skills. (Caution—your competitors
and customers can see this, too.)
How It Can Go Wrong: Domino’s Pizza
In 2009, two employees posted a video of themselves in the kitchen at Domino’s doing
disgusting (and incredibly unsanitary) things to customers’ food. The video received
widespread media attention and millions of views. The employees were fired and
prosecuted and an apology issued on YouTube, but the company’s reputation suffered
and sales dropped.
Social Media Policy Examples
As you create a social media policy, it might be helpful to have some examples from
other businesses. Blogging for Social Media Today, Ralph Paglia has collected 100 social
media policies here:
Social Media Today—Ralph Paglia17
Conclusion
As companies explore the uses for social media in their sales, marketing, public relations, human
resources, and customer service departments, it’s essential that clear company policies exist to
help guide employees about the proper use of these technologies. HR professionals need to take
a leading role not only in determining their own use of social media, but also in protecting the
company from the risks associated with employee misuse.
Work in conjunction with your legal counsel to develop and enforce your organization’s social media
usage policy. If you already have a social media policy, make sure you review it regularly and adjust
it for changing technology and laws. You will need to carefully monitor the activities of government
regulatory agencies such as the NLRB, as well as the outcome of court cases or pending legislation
about social media usage, privacy, and portability.
6