social media march 2013

Getting the best from social media

by Toronto Training and HR

March 2013

Contents3-4 Introduction to Toronto Training and HR5-6 What is social media?7-9 Employer concerns10-11 Inappropriate private behaviour12-14 Policy considerations15-17 Obtaining passwords18-19 Jones v Tsige20-22 Employment law risk areas23-24 Sexual harassment25-29 Creating and implementing a strategy30-34 Questions for HR35-37 Benefits for HR38-40 Initiatives for HR41-42 HR or PR?43-45 Recruitment matters46-48 Steps for HR to take49-50 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:

Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers

What is social media?

What is social media?• Definition• Statistics• Characteristics• Key collaboration tools• Social media pioneers• Lesser known sites

Employer concerns

Employer concerns 1 of 2• Using information from

social media in hiring employees

• Preventing harassing activities by employees through electronic means

• Disciplining employees who use social media to discuss the terms and conditions of employment or who post derogatory information about the business, its owners or managersPage 8

Employer concerns 2 of 2• Protecting the company’s

trade secrets and confidential information both during and after the employment relationship

Inappropriate private behaviour

• Potential readership ?• Was the communication

private ?• Compatibility - with

employer’s purpose / reputation or employee’s role

• Criticisms of the employer, their employees, suppliers or customers

• Recent cases

Policy considerations

Policy considerations 1 of 2• What kind of usage is

allowed for work?• What kind of private use

is not permissible?• Use of the business

name/association?• How will/may the

employer monitor use of social media platforms?

• Clearly communicate consequences of breaches

• What should it contain? Page 13

Policy considerations 2 of 2• Developing a policy• Implementing a policy• Monitoring provisions

Obtaining passwords

Obtaining passwords 1 of 2UNINTENDED CONSEQUENCES• Accessing a candidate's

personal social media profile may lead to uncontrolled secondary use of personal data, such as data regarding a candidate's friends and family

• Once the employer is in the possession of the data, the employer becomes responsible for that data and assumes liability for the privacy issues regarding the dataPage 16

Obtaining passwords 2 of 2UNINTENDED CONSEQUENCES (CONT.)• An employer may lose out on

qualified candidates who are deterred from applying for a position because of the employer's practice

• Possible loss of reputation of the employer

• Costs of legal liability should a claim arise regarding the use of the information gathered during the social media background checkPage 17

Jones v Tsige

Jones v TsigeINTRUSION UPON SECLUSION• One who intentionally

intrudes, physically or otherwise, upon the seclusion of another or his or her private affairs or concerns, is subject to liability to the other for invasion of his or her privacy, if the invasion would be highly offensive to a reasonable person

Employment law risk areas

Employment law risk areas 1 of 2• Misconduct• Defamation• Brand or reputational

damage• Breach of confidentiality• Public controversy• Human rights• Bullying• Harassment• Discrimination

Employment law risk areas 2 of 2• Productivity • Performance• Health & safety

Sexual harassment

Sexual harassment• Always ask for evidence • Talk to both parties • Look for patterns in the

alleged harasser • Make sure your sexual

harassment policy includes information regarding personal emails and social media accounts

Creating and implementing a

strategy

Creating and implementing a strategy 1 of 4

•What are our goals for social media?•What audiences are we attempting to reach via social media?•What resources can we commit to the implementation of a social media strategy?•Who can take the lead on implementation of social media strategy?

•Who is engaging in social media?•What are they saying?•Where are the conversations taking place?•When are the conversations taking place?•Why are the conversations taking place?

POINTS TO REMEMBER•Diversify•Stay up-to-date with current technology•Regularly monitor progress•Measurable ROIs

IMPLEMENTATION•Watching and learning•Develop a clear strategy•Get executive buy-in•Set the necessary policies and procedures•Monitoring the conversation•Evaluating the impact of your social media plan•Regularly review tools and have an evolving plan Page 29

Questions for HR

Questions for HR 1 of 4• What happens when your

boss sends you a friend request on Facebook? Are you mandated to accept it?

• What if you choose to ignore your boss’ invite? How do you deal with any repercussions you sense?

• What do you do when you notice that your peers or subordinates are bad-mouthing you in Facebook?Page 31

Questions for HR 2 of 4• What happens if your boss

friends your colleague but does not accept your invite?

• What do you do when you find a colleague at work and friend on Facebook posts something against your co-worker or organization or boss?

• How should you react / respond to tweet about your organization, if at all?

Questions for HR 3 of 4• How should you react to

discovering that a colleague at workplace and a friend is also part of a group that is detrimental to the company?

• How do you react to a colleague (linked to you) on LinkedIn uses the Answers function to help "strangers" professionally with expert advice?

Questions for HR 4 of 4• Is it OK for you to "friend"

employees of competing companies, in a public forum? Do I need to declare this to HR?

• Is it ethical for HR to Google you before hiring you and then making decisions based on your affiliations (or the lack of it) to hire (or not to hire)?

Benefits for HR

Benefits for HR 1 of 2• A recruiting tool• A communication strategy

tool• A corporate

communications/employee engagement tool

• A performance management tool

• A rewards and recognition tool

• A learning & development tool

• A promotion and/or internal mobility tool

Benefits for HR 2 of 2• Improve the organization’s

reputation or employer brand

• Play a key role in the reputation or brand

• Resources for the HR professional

• Listen, learn and modify• Gain more fans• Investigate prospective

candidates and business partners

Initiatives for HR

Initiatives for HR 1 of 2• Tweet your jobs• Engage with candidates on

LinkedIn and Twitter• Find then connect with HR

resources on Twitter• Use a blog• Create podcasts for

employees• Post a YouTube video on

what it is like working at your organization

Initiatives for HR 2 of 2• Reward employees who

share positive messages using social platforms

• Create a LinkedIn Alumni group

• Focus on causes or issues you feel are important

HR or PR?

HR or PR?• Don’t fire employees via e-

mail• Don’t use a social network

to talk negatively about a previous employer

• Hire professionals where professional expertise is needed

• Focus on brand reputation and customer loyalty

• Never use social media to deal with sensitive matters or customer complaints

Recruitment matters

Recruitment matters 1 of 2• Be careful with Facebook

screening• Don’t ask for passwords• Change your medium

based on the candidate• Know before you tell• Use online tools to gauge

marketing and social media job seekers

• Have a “Recently filled positions” area of your website

Recruitment matters 2 of 2• Be careful with

recommendations• Don’t forget about the

smaller sites• Keep an eye on the

organization’s reputation• Don’t believe everything

you see• Act fast to preserve

evidence• Keep thorough records

Steps for HR to take

Steps for HR to take 1 of 2• Review each process in the

HR domain in your organization to assess the current state

• Understand your organization’s HR strategy, as well as challenges to define the opportunity

• Complete a holistic review of your organization’s social media presence, governance and policies

Steps for HR to take 2 of 2• Understand best and

emerging practices• Develop a strategy and

implementation roadmap to incorporate what has been learnt

• Create process to monitor and evolve the strategy

Conclusion and questions

SummaryVideosQuestions

social media march 2013

Business

sfb social media bridgewater 5th march

social media checklist (updated - march 2011)

c3 social media training - march 2015

march of dimes social media strategy

social media marketing - march 2011

social media training march 2010

social media + social good (march 2016)

social media strategy - ichec entreprise march 2014

social media workshop - shrivenham march 2012

business social media 13 march

rotary: social media (10 march 2012)

itb social media presentation - march 2013

ethics and social media decoding social media march 3 2015

social media powerpoint presentation - march 2016

2015 sbdc social media seminar (march)

social media myths entrepreneurial march

mfr social media workshop - 27th march 2012

social media for biz, qac, march 2011

strategic social media management march 2010

social media marketing march 2016