耐心的英文
working sociall y
nine ways to t the agenda and leverage social media in the workplace
todd wheatland and david fenech
24%
% who think it’s acceptable to u social media to
communicate with friends/colleagues about work
43%
% who say social media has affected
their productivity at work
30%
% who u social media in their job arching more than newspapers or online job boards绯闻女孩第六季下载
35%
% who communicate by
smart phone, worldwide
47%
% who worry that u of social media at work, for personal reasons, will lead to problems % of companies who u social media to recruit, depending on the region
75-90%
We surveyed 168,000 people in in 30 countries about their u of social media in the workplace. the social Barometer
预备党员转正发言
when it comes to social media, think direction, not control
T wo worlds have collided: the personal and the professional. The widespread u of social media by the general public is on a permanent trajectory, and it has streamed into the professional workpla
ce. U of social media across an individual’s personal networks is now competing with formal, business-oriented social communications
on company-branded properties. Not
only is there concern for the proper u of employees’ time while at work, but also for their possible conflicting and competing messaging within the same channels. Simply put, within the social space, informal conversations are bumping into formal ones.
evaluate是什么意思The emerging generation of workers, Generation Y (born between 1982 and 1995), has grown up with browrs and portable
technology accessible day and night. From
internet forums and blogs to social networks of
every stripe, the latest wave of workers es no
need to leave tools or communication habits
at home. Not surprisingly, the established
cadre of workers, Generation X (born between
1964 and 1981) and the Baby Boomers (born
between 1946 and 1963), are slower to accept
the personal u of social media at work.
That said, this more mature demographic is
now showing the most rapid growth rate.
Many companies began pushing their messages
to customers through social mechanisms
around 2005. Now they realize that social
communication is a way of life in charting
think of
employee-related strategies and protocols.
They have also come to recognize that
broadcast communication can be supported by
or even replaced with social tools, internally or
externally. Even advertising has become a two-
way street, if not a multi-lane, social highway.
After we asked the opinions of nearly 170,000
survey participants in 30 countries, it’s clear
that the prence of social media is
something to manage or direct, not to fear.
Social media started as a primary impetus
阴惨
behind describing and sharing, online, the
details of daily life. Now social media is
sparking new ways of thinking about work,
doing work, and taking care of customers. For
corporate organizations, the potential of social
media could be viewed as one of the most
uful phenomenon of online innovations.
this brings us to the two obvious risks
葫芦娃动画片主题曲
in the social–professional mix: workergradient
distraction and corporate over-reaction.
Urs of social media e it as a personal tool
for sharing and communicating. If you try to
remove the tools, many feel their rights
are being infringed upon. Nearly a third of
survey participants believe it’s acceptable
to u social media for personal reasons at
work. On the geographical dimension,
48 percent of Asia-Pacific participants find
it acceptable to do personal socializing
via technology during working hours. Y et
despite the social media rights viewpoint,
47 percent of all participants, across
generations and geography, worry
that the social–professional boundary
when it comes to social media,
chemistthink direction, not control continued
crossing might cau problems at work.
And it goes both ways; 56 percent of all participants believe that access to their
social pages is not their employers’ right.
Many companies continue to view social media as something they must regulate. A more pragmatic viewpoint suggests another path: the u of social media in the workplace is best considered in terms of responsibility
– neither a right nor a cau for restriction.
Corporate leaders have three options. They can let the collision follow an unguided cour. They can look at it as a problem and implement aggressive blockades to tackle it. Or there’s the third alternative, our preference. Says
Kelly CEO Carl Camden, “By establishing basic
guard-rails around social media, companies
can dramatically accelerate the speed at which
their teams can safely operate … helping them
respond to the market faster than ever before.”
Embracing the concept of a social business
and constructing it requires strategic
attention. The process is a matter of
degree – the difference between tting
direction and resorting to command and
control, the process of converging personal
rights and management responsibility.
Smart companies are putting social media to
u, not fighting it – becau it’s a powerful
数字英语way to connect with people inside the company
and to connect with external stakeholders.
Besides, even if you prevent social media u
on company equipment, your employees will
connect through their own tools like personal
smartphones. However, to counter social
media’s strong power to distract, companies
must t the tone by proactively developing
and implementing social policies, strategies
and their supporting tactics. Also, to stand
any chance of success, the initiatives must
directly relate to the organization’s business
strategies and must be fully supported and
funded by the executive leadership team.
It would be easy to conclude that using social media at work is more popular with younger workers or workers in emerging economies becau they “get” smart technology or becau mobile tools are the only resources they have for communication. But every year, the u of smart technology and visits to social media sites are growing exponentially among Baby Boomers. So why do we have such a big divide when it comes to opinions about using social media at work?
The digital divide in the workplace pertains not only to the adoption of social media and smart technology but also to the norms around what people consider appropriate working behavior. This is
an experience gap, and employers can clo it by tting priorities and establishing process that clarify what is the appropriate
#1 / find common ground
u of social media in their individual work environments.
By fostering work experiences – on projects and in targeted customer relationships – that incorporate a role for social media and establish the parameters, companies can t a foundation for the wi, productive u of social media on terms that satisfy management and workers of all backgrounds. As workers witness the impact of their influence on the company’s u of social media, and as they e in front of them concrete examples of professionalism, their social energy will shift to more professional pursuits while they’re at work. A balance can be found with the younger worker sharing their knowledge of social media and the more mature worker sharing their knowledge of professional and appropriate communication.
T o begin putting social media u in the context of workplace experience, companies can take five actions.
1 manage the initial disruption. Establish a social media-u policy to protect both employees and the corporate brand from issues ranging from simple embarrassment to disruptive legal actions.
2 involve employees of all experience levels in a review of company ethics and performance standards. Guide employees in exploring how social media
socially tactical and prevents the urge to cha every new social item on the horizon.4 participate on social networks with a branded prence and integrate social networks into branded web sites. The efforts should directly support the corporate objectives (i.e. rve the company’s sales, marketing, customer rvice, recruiting and media strategies).
5 empower employees to share relevant company content within their networks. Define a simple process that allows people to engage.
