Individuals spend nowadays a lot of time surfing the internet, checking their email box and messaging online. This habit by reason of the growing, unstoppable rise in popularity enjoyed by social networks is inexorably destined to develop further, rather than to fade away. Individuals attach at present a considerable importance to the frequent use of the internet insofar as feeling the urge to use it in the workplace, too.
Employers at large judge very negatively their employees use of the internet in the workplace for personal-related reasons in that affecting staff productivity. Nonetheless, this is not indeed invariably the case so that the phenomenon should definitely deserve to be considered to a wider extent.
A growing number of companies is now staking and investing on social networks to foster cohesion amongst their teams. As online social networks, those developed by employers enable employees to create their own profile, write a blog, hold discussions with colleagues about different topics and post articles and videos.
Nicolas Roland, Development Director at Danone France, explains the idea behind the development of a social network in his organization: “The basic idea is to connect all the members of staff in order to favour cooperation and innovation, make it quicker the decision-making process and establishing internal communities just like employees can do in facebook.” This system also makes it possible for employees sharing documents in real time, averting the excessive use of emails, memos, etc.
The platform developed by Danone proves to be particularly useful when different employees, working in different sites, need to make arrangements to urgently organize a meeting or make urgent decisions.
Social networks do not represent only an effective way to favour and make easier and faster communications amongst staff; to engage and motivate employees, the establishment of an effective two-way communication channel between organization and staff, traditionally known as the employee voice, is in fact of paramount importance, too.
Employers who have developed their own social network take the opportunity to use this to communicate with their workforce and to, for instance, gather employees’ opinions before making some important decisions, which definitely represents another effective move to engage employees.
Frédéric Millien, who hosts the social network of the Société Nationale de Chemin de Fer (SNCF) in France, explains that the “e-changeons” platform enables all the different levels of staff, from the shop floor to the highest level of management, to express their opinion about the projects announced by the company and contributes to better present the company image outside the organization. La “Lyonnaise des Eaux” uses its own social network to regularly launch employee online surveys. These tools can be hence used in different, effective ways.
The blogs these corporate social networks enable employees to write prove to be particularly helpful for newcomers. Once these have completed their orientation, when needed, they can in fact use these to ask for help to their more experienced colleagues.
Many employees are wary of these tools in that consider them as a way for employees being constantly in contact with the organization and to some extent as being constantly at work. Others express some concerns in that employees who do not use these social networks might be considered unsociable or unfriendly individuals, but nobody is clearly forced to use these platforms and nobody can be discriminated against for using or not using them.
Employers should seriously consider introducing their own social network into their organization, but those who do not, rather than focusing on the subject in terms of allowing or banning employees from using the internet and social networks in the workplace should better focus on how to rule their usage. Once again, the introduction and consistent implementation of fair and clear policies is paramount.