Thursday, 29 August 2013

Viral Post That Doesn't Make You Laugh: What Can Be in Social Media Policy?


I remember one of my good friends from a well-known company sharing a “funny” post on Facebook. It showed the company in bad light, even mentioning really low results, KPI's, motivation... The post probably hit the nail on the head, within a few days this one post on his personal profile gained more than 300 likes from employees and even from suppliers and customers who also started sharing it.

A nightmare huh? But something like this can happen in your company at any time. Let's take a look at how this can be avoided. A speech by Wim Boiten (Global Director of HR at AB Enzymes) who touched on this topic at our HR Webinar Series by Kakushin might again help us with this.

Let's take a look what steps can be taken to diminish such unwanted behaviour on social media from HR's point of view. For the start, let's take a broader view of the topic of Social Media policy.

 

When to use social media policy?


The first time management thinks of social media it is usually as a control issue and regarding restricting the use of some social networks. According to Mr. Berget, that isn't the best way to approach a social media policy. Let's take a look at the factors that can help you decide upon your own policy:
  • Business relevance – Is social media in anyway relevant to your business?
  • Business usage – Are people in your organisation using social media a lot?
  • Scale of company – How big is your company?
  • Current issues – The question of weather you have a control issues is usually the least important and possibly the worst reason to start adopt a social media policy

 

What can be in a social media policy?

 


 

Do you want to be in control mode, or do you want to stimulate?


You should understand from the beginning if you want to be in control mode, or to stimulate your employees to use social media. You can also think of a combination of both approaches.


I hope that these guidelines to social media policy help you with your decisions. If you want to the hear the full presentation of Mr. Berget, take a look at the HR Webinar Series by Kakushin and also discover many more online presentations by various HR heads from CERN, Deutsche Bank, Boehringer Ingelheim etc.

Are you measuring employee engagement? How often? And the most important question; what are you doing with the results?

Alarmingly, 70% of employees are not committed to delivering their best performance, according to the Gallup institute. Actively disengaged employees cost the U.S. economy more than $450 billion per year. The effect of employee engagement on business results is enormous – higher productivity, income, less absence hours... This is why we are opening an expert discussion on employee engagement at the Analyzing the Effects of Employee Engagement on  Business Results Webinar.

Sandra Vandorpe (Belgacom, Belgium) finds that: "Running an employee survey is easy, as is receiving and reviewing the results. But then the real work starts, sharing results and taking action. And that doesn‘t seem very successful in many companies." How is action planning and implementation done in your company?

How often should data on employee engagement be collected and measured? According to our speaker, Victoria Ward (Fujitsu, UK) it shouldn't be too often – "no more than once a year, and surveys on other matters should also be kept to a minimum if high response rates are to be maintained. The higher the response rate the more reliable the responses – to a point."

Cees Van der Vlugt (SHARP Electronics UK Ltd) understands that “A significant number of organisations think that they communicate strategy to their employees and new hires, but have hardly any systems in place to ensure that every employee and new hire in the company understands what is being expected of them in order to achieve the promised results.”  How do you communicate the strategy?



You can hear much more and discuss online at the Analyzing the Effects of Employee Engagement on Business Results webinar. This unique event focuses on the results of employee engagement with 2 case studies and 4 expert speakers, Sandra Vandorpe (Belgacom, Belgium), Cees Van der Vlugt (SHARP Electronics UK Ltd), Katharina Auer (Zurich Insurance Group, Switzerland). Download the PDF AGENDA of the event.

Source: human-resources.kakushinwebinars.com

A CEO Who Still Questions Measuring ROI of Employee Engagement, Is Simply ‘Not on The Right Place’. Interview with Sandra Vandorpe

This time we interviewed Sandra Vandorpe from Belgacon, Belgium. Sandra holds the position of VP Engagement & Operational Efficiency within Belgacom Group HR department. In this role, her major ambitions are to strengthen further the employee engagement to the company and to strategic objectives and as such contribute highly to Belgacom‘s business success. With 9 years in financial audit and more than 10 year in HR she is the right person to present the Case Study "From employee survey results to action (& the role of different stakeholders)".

Do you think that managers and employees understand the meaning of employee engagement? Do you think managers understand the difference between employee engagement and employee satisfaction?

 

- I think most of the definitions are along the same trend: engaged employees are employees who go ‘the extra mile’ for their company and companies with more engaged employees are performing better.
However, most of the employees, managers and unfortunately also too many HR professionals still confuse satisfaction with engagement. Or at least they don’t know sufficiently the drivers and outcomes of both. And these drivers are different!

Does employee engagement influence bottom line? Can you measure financial value of employee engagement?

 

- In my opinion, certainly! But, engagement/having an engaged workforce is not enough to guarantee better performance!
Making reference a.o. to a recent newsletter of James Adonis, “Being engaged is merely a prerequisite (rather than a precursor) of performance.” Besides engagement, creating an ‘enabling work environment’ should also be high on management’s agenda.

How often should the data on employee engagement be collected and measured? How can be proved the reliability of responses? How can a manager target the engagement improvement efforts to key individuals, when survey is anonymous?

 

- Although some people might find measuring once per year too much to work sufficiently on the actions in between surveys, I have experienced that regular measurement of and communication about engagement, helps to get managers act and employees to see all the engaging actions and investments their company does.


Read the full interview here

HR Mobile Apps: The Most Innovative Use of Technology for Paperless Onboarding



Get inspired by the strategy recognised as the most innovative use of technology winning the HR Excellence Award. An onboarding application like this can reduce costs, improve efficiency and decrease administration through the use of a new suite of technology products.

The new app, for iPhone and iPad ‘New@db’ has changed the way Deutsche Bank pursues employmees. Paperless onboarding has improved the experience for candidates whilst decreasing administration cost by 85% per pack and has helped new starters familiarise themselves with the bank before joining. The application engages users to ease the joining process, provides up-to-date and relevant news and information about Deutsche Bank, familiarizes new employees in Deutsche Bank's culture and improves retention through the innovative use of technology.

What about implementing a similar HR mobile application in your company to create an exceptional candidate experience from the initial offer through to the first day of employment?



Join our webinar Apps & Mobile Devices for HR from the HR Webinar Series and hear Robert Jeffers (Managing Director and Head of HR Solutions International at Deutsche Bank, UK) speaking about their winning HR mobile application.



Source: human-resources.kakushinwebinars.com

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