Social media is a given; it’s here to stay. Whether employers forbid it during work hours or not, workers will invariably use it during the day anyhow. That’s why creating a practical at-work social media policy is so important.
It is unrealistic to try to abolish social media during paid hours, especially since every Fortune 500 company already uses social media platforms for internal use. If companies block it, employees may perceive a challenge, goading them to circumvent restrictions or to spend more time on their personal devices. Now that the train has long since left the station, managers need to figure out the smartest ways to use social media to their advantage.
Plethora of platforms
The variety of platforms run the gamut through work and social life. It all began with social networks, like Facebook, X and LinkedIn. Next, media sharing networks took off for distributing photos, videos and graphics. Favorite destinations have been Instagram, YouTube, TikTok and Snapchat. Meanwhile, discussion forums such as Reddit, Quora and Digg emerged. Users could also save and bookmark selected content from many sources on Flipboard and Pinterest. Need advice for choosing a hotel, a restaurant or a doctor? Yelp and Tripadvisor are ready to make the case. Want to blog? Tumblr and WordPress will enable you to spread the story.
Employees have embraced these platforms. Pew Research Center shows many workers use them as a break from workday routines. Equally important are:
- Staying in touch with family and friends.
- Supporting professional connections.
- Seeking information for work problems.
- Asking questions beyond their own organizations.
Employers too have discovered that social media offers valuable tools for internal and external relationships. Human resources professionals use it to support recruitments and elicit employee referrals, as well as to introduce new team members or highlight employees’ accomplishments. The posts may feel more authentic than standard, ordinary updates.
Inside the company, messaging apps, such as Messenger, WeChat and What’s App, are largely replacing SMS texting. They are less cumbersome than email and provide instant interaction. Firms turn to Facebook’s Workplace or Slack to build an inhouse network for rapid communication and collaboration.
Outside, they can sustain both B2B and B2C customer support, operating in real time and forestalling phone delays. For instance, American Airlines tries to respond to all social media references. In addition, salespeople can share content and position themselves as experts or send reminders to prospects.
Advocacy is a perennial function. Employees may become brand ambassadors, extolling their positive experiences with their companies while they exhibit a more human side to the business. Marriott, for instance, encourages employees to share personal stories on Instagram.
Management’s double-edged sword
Social media in the workplace has its fans and its detractors. On the plus side, if managers can harness its potential, they can raise morale while reinforcing collaborative, creative team players. The company can support workers’ job-related connections by helping them stay in touch with others in the field or connect with experts. On home soil, co-workers can develop friendly relationships. And even those small mental breaks people take to improve concentration actually enhance productivity, as employees get a little respite without leaving their desks.
Some disciplinarians are less confident. Their principal complaint is ”cyberslacking,” that social media becomes a distraction and a waste of productive time. Others fear that turnover will allow employees to sense wider job opportunities. Employers cannot fully control postings. As a consequence, could an inappropriate remark undermine the company’s reputation with bad press or, in dire cases, lead to legal confrontations of security breaches?
A firm policy
Since you must learn to live with social media, at least make sure you have clear, written policies in place.
Define the terms constituting social media and spell out all areas it comprises for employees. Use concrete examples and scenarios.
Clearly state when and how it is permissible at work.
Outline rules for handling sensitive information.
Discuss penalties for violations.
Develop a firmwide crisis plan.
Specify who can and cannot speak on behalf of the company.
Decide whether new prospects can contact employees directly.
Create a plan for fielding negative feedback.
Try to engage employee buy-in by including your teams in crafting the policy. The end goal is still to build community.
Looking for assistance with managing employees? The Barnes Group can help.
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