Transcript Document

Social Media…
and employment
Dr Simon Haslam
FMR Research Ltd
Our research
• Four lines of enquiry
- checking up on/vetting employees
- as a recruitment medium
- impact on organisation’s rules/policies
- as a route to community cohesion
• Over 70 publications, 12 interviews
• February to April 2011
Social media
‘Why’ – 1 It’s here!
28m UK users
13% of UK
85% UK online, of which 64% have their own
profile and 43% post messages/chat
‘Why’ – 2 Game changer
‘Why’ – 3 fashion/adoption
Social profiles
(2-5)
Mobile social
networks (2-5)
Social analytics
(2-5)
Crowd
sourcing (2-5)
Wikis (2-5)
Microbloggin
g (2-5)
Social media 2010
Blogs
(<2)
‘Why’ – 4 Culture
Apollo
Zeus
Role
Power
Athena Task
Dionysus
Support
‘Why’ – Generations
• Matures (1945+)
• Baby boomers (1946-1964)
• Generation X (1965-1979)*
•
Generation Y (1980 – 2000)
‘Why’ – 5 ethics
• Who’s ethics?
- HR, research, media/journalism
• Old ethical paradigms “grey areas”
- public/private distinction
- online indefinability/validation
• ‘Contextualised Ethics’
For checking up/vetting…
• Not equal opportunities (TUC)
• Open to discrimination charges
• If ‘supplementing’ a search
- screen specifically, openly + uniformly
- neutral party does search
- do not ‘friend’
- be able to explain hire/non-hire (counsel)
- allow candidate to explain
- later in the process
Vetting… happens
• 45% of hiring professionals used social
media (2009) – 29% Facebook, 26%
LinkedIn, 21% Myspace, 11% blogs, 7%
followed on Twitter
• Candidates disregarded
- 53% provocative/inappropriate content
- 44% posts about drinking and/or drugs
- 35% bad mouthed
- 29% poor coms skills
- 24% lied about qualifications
- 20% shared confidential info
• LinkedIn robust? (recommendations,
quality, role dependent)
• Got the right person? (Facebook
especially)
• Value of social media is role specific – e.g.
digital new media, hospitality
Checking up on your staff
• No-one admitted to doing it
• Have a Social Media policy…
… and make it clear
For recruitment, increasingly
• LinkedIn, 3m graduates, 250k sign/month
• MI6 (Facebook, 2008)
• Saatchi and Saatchi (summer scholarship
2011)
• T-mobile (Facebook, 300 grads for 42
positions)
• Royal Opera House (YouTube, nonperforming roles)
• Executive recruiter (job alerts, RSS feed)
• Outsourcer (blogging, targeting linguists)
• LinkedIn Recruiter – service offer
A recruitment model
1. Source/communicate with talent online
2. ‘Talent pipelining’ – building up a community
by adding people to the Careers group on
LinkedIn
3. Recruitment
(mobile phone company, now with 5,000
people in the Careers group)
NB Online means Smartphone compliant
Impact on policies
“… a change in attitude and confidence…
from the ‘stop and block’ mentality that many
businesses adopted in previous years to an
appreciation that Web 2.0 is good for
business and should be implemented more
fully.” (2010)
• 29% of orgs have no policies (higher in
private sector/SMEs, 75% of these trusted
employees though 81% restricted the use of
at least one Web 2.0 tool - concerns
• The new ‘Generation Standby’
Ask yourself…
Are you happy for your employees to set up
a LinkedIn account without any guidance?
Is it ok for employees to mention they work
for your organisation on their personal
Twitter account?
What are you happy that your employees say
about customers/clients on Facebook?
US Army – policy for Twitter on the frontline
Social media policy?
1. Clear company philosophy
2. Definition of social media/networking
3. Disclosing oneself as an employee
4. Recommending others
5. Referring to clients and partners
6. Proprietary and confidential information
7. Terms of service
8. Copyright and legal issues
9. Productivity impact
10.Disciplinary action
Practical guidance
 Have a policy… but accept it might constrain
 Build the policy into induction/staff briefing
 If you have designated employees, others
have the usernames and passwords
 More than one person knows how to do the
uploading and backroom functions (blogs)
 Have a system to monitor what is said about
you online (e.g. Google Alerts, Tweetdeck)
 Equip the ‘monitorer’ to react/deal with
 Be prepared for negative/critical comments
 Avoid online fights
Towards company cohesion
•
Upscaling and working pattern trends cause
disconnection
•
BT, McDonalds, O2, IBM, Hewlett Packard,
Pfizer, KPMG, Westminster CC (HP
‘Watercooler’, 3,000 active, voluntary English,
engineering or marketing)
•
Helping HR facilitate the employee voice
•
Helping HR deliver the development agenda
(YouTube, forums, blogs, webinars)
•
Performance – the strength of weak ties
(Granovetter)
•
89% of 700 respondents have a system in place
(USA data, 2010)
•
Only 10% ‘successful’
•
Most used – online directory (22% ‘heavy)
•
33% - no single sign-on for internal systems
•
39% - no email integration with internal social
networks
•
8% (only) approach it by coordinated, multidiscipline team
•
71% of market – Microsoft SharePoint
•
Many moving to Facebook but “platform is a
nightmare” in this context. And ‘brand fit?’
•
Be clear/serious – or its another channel for…
For us, as employees
• Understand the concept of personal
branding and executive presence…
… and how social media relate to this.
• Accept the direction of flow.
• Take the next step
Executive Presence Model
Stories
Professional
image
Social
skills
Politically
aware
Inspirational
presenter
Courage
Future
orientation
Self belief
State
management
© DTC Ltd
Corporate
view
Passion
Clarity
Executive Presence Model
Stories
Professional
image
Social
skills
Politically
aware
Inspirational
presenter
Courage
Future
orientation
Self belief
State
management
© DTC Ltd
Corporate
view
Passion
Clarity
For ‘employability’ bodies
• Encourage the understanding of personal
branding/presence and the role of social
media in this (Facebook and employer
behaviour)
• Support social media skills development –
LinkedIn, Twitter
• Trial YouTube as promotional channel for
candidates
• Questions – capability (technically and
infrastructure) and permission?
Next steps
Reflect and digest – copies of slide deck and
summary paper of case studies on
www.learningorganisation.com
Employer perspective
• Develop a Social Media Policy v+1 (social
media audit, third party help)
• Develop practice next step
Employee perspective
• Consider personal branding
• Take a social media next step