Half day open training event held in Waterloo, Canada.

1. Making social media work for your
organization
by Toronto Training and HR
January 2012

2. 3-4 Introduction to Toronto Training and HR
5-10 Reasons for using social media
Contents 11-12 Myths & barriers about social media
13-14 Ways of categorizing social media
applications
15-18 Web 2.0
19-20 What kind of interactions do social media
tools enable?
21-26 Recruitment and social media
27-30 Implementing social networks effectively
31-32 Protecting the employer
33-35 Legal risks
36-40 A clear policy
41-43 What can be done if the worst happens?
44-45 Figures for 2012
46-47 Drill
48-53 Case studies
54-55 Conclusion and questions
Page 2

3. Introduction
Page 3

4. 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 banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
- Training event design
- Training event delivery
- Reducing costs
- Saving time
- Improving employee engagement & morale
- Services for job seekers
Page 4

5. Reasons for using social
media
Page 5

6. Reasons for using social media
1 of 5
Proactive engagement
Instant feedback
Consumer voice
Internal focus
Measuring the noise
Empowering users
Page 6

7. Reasons for using social media
2 of 5
Brand awareness (80%)
Marketing (60%)
Recruitment (42%)
Employee communication (39%)
Employee engagement (37%)
Team working (28%)
Page 7

8. Reasons for using social media
3 of 5
USING SOCIAL MEDIA IN EDUCATION
Tutors are able to extend the opportunities for
group work and discussion beyond the confines of
the classroom and into online spaces that may be
easily accessed on and off campus, from home
and potentially from the workplace
Page 8

9. Reasons for using social media
4 of 5
USING SOCIAL MEDIA IN EDUCATION
Students can participate in activities at a place,
and time that suits their individual circumstance,
increasing the accessibility of an activity’s design
and bringing the benefit of increased participation
and achievement
Page 9

10. Reasons for using social media
5 of 5
USING SOCIAL MEDIA IN EDUCATION
Tutors, individual students and whole class groups
can benefit from learning with and across formal
and informal communities by exploiting the
potential of social media to connect groups of
students (and professionals) with people in other
places
Page 10

11. Myths & barriers about
social media
Page 11

12. Myths & barriers about social
media
Social media distracts people from their jobs and
makes them less productive
What if someone writes something negative or
derogatory about our business?
We don’t have the resources to manage, monitor
and administrate internal social media
Page 12

13. Ways of categorizing
social media applications
Page 13

14. Ways of categorizing social
media applications
Authoring tools
Social networking applications
Social media platforms
Page 14

15. Web 2.0
Page 15

16. Web 2.0 1 of 3
Definition
Characteristics of Web 2.0
Page 16

17. Web 2.0 2 of 3
WHERE HR CAN ADD VALUE
Employee engagement
Learning & development
Motivation
Employer brand
Knowledge creation and knowledge sharing
Page 17

18. Web 2.0 3 of 3
SCENARIOS FOR WEB 2.0
Traditional face to face
Modern face to face
Laissez-faire 2.0
Enterprise 2.0
Page 18

19. What kind of interactions
do social media tools
enable?
Page 19

20. What kind of interactions do
social media tools enable?
Active participation
Openness
Conversation
Community
Connectedness
Page 20

21. Recruitment and social
media
Page 21

22. Recruitment and social media
1 of 5
Recruiting to your organization
Candidate’s backgrounds and getting to know
them
Page 22

23. Recruitment and social media
2 of 5
USING SOCIAL MEDIA EFFECTIVELY
Use groups, and specifically closed groups, to
interact with potential candidates
Dialogue should be little and often
Effective contact management is key
Page 23

24. Recruitment and social media
3 of 5
ONE-OFF CAMPAIGNS
Target groups
Employee profile
Brand
Channels
Page 24

25. Recruitment and social media
4 of 5
CHECKING OUT CANDIDATES
Business websites
Twitter and Facebook
Google
Page 25

26. Recruitment and social media
5 of 5
TWITTER
Be there
Integrate Twitter
Involve your stakeholders
Create handle strategy
Drive cohesion
Publish content creatively
Delivering value
Think globally
Page 26

27. Implementing social
networks effectively
Page 27

28. Implementing social networks
effectively 1 of 3
Build trust
Be open
Teamwork
Customer service enhancement
Set the rules and boundaries
Page 28

29. Implementing social networks
effectively 2 of 3
POLICIES
Enlist an employment lawyer to prepare a policy
which fits your business and your business needs
A good policy will set out what behaviour is
unacceptable both inside and outside of the
workplace, and what in particular will be
considered gross misconduct
Page 29

30. Implementing social networks
effectively 3 of 3
POLICIES
It will set out clearly the potential consequences,
e.g. disciplinary action which may include dismissal
It should be communicated clearly to employees,
in writing and if possible alongside training
sessions (attendance records should be kept)
Page 30

31. Protecting the employer
Page 31

32. Protecting the employer
A well-written and robust social media and IT
policy
Issue helpful written guidance to employees on
using social media for business purposes
Where justified in certain professions and sectors,
issue guidance for employees on using social
media for personal purposes
Page 32

33. Legal risks
Page 33

34. Legal risks 1 of 2
Employee posts derogatory comments about
employer
Employee posts video clips on a social media site
that may bring the employer into disrepute
Employees leak confidential information about their
employer via a social media site
Employee airs controversial views on blogs in which
his/her employer is named
Rejecting an applicant because of the content of
their Facebook profile
Page 34

35. Legal risks 2 of 2
An employee takes lists of contacts they have been
built up from social media sites accessed in work and
their own time and then leaves to work for a rival
Employees post user-generated content on internal
sites without checking copyright status or accuracy
Employees spend too much time at work on social
media sites
Using information posted on blogs when making
recruitment decisions
Cyber bullying of other employees
Page 35

36. A clear policy
Page 36

37. A clear policy 1 of 4
NEEDS TO BE PUBLISHED AND INCLUDE
What is required of the employee
That monitoring and/or recording may take place
The consequences of breaching policy
Page 37

38. A clear policy 2 of 4
EMAIL AND INTERNET
make it clear that communications systems are
provided to promote effective business
communication
set out the restrictions governing personal use —
the circumstances in which employees may or may
not use the e-mail system and internet access for
personal communication
make it clear that policies on sexual harassment
and discrimination will apply to communications
Page 38

39. A clear policy 3 of 4
EMAIL AND INTERNET
inform users that interceptions, monitoring and
recording may take place
give examples of reasons for interceptions, such as
ensuring compliance, monitoring standards and
preventing or detecting unauthorised use
make it clear that interceptions will be used to
counter legal action against the employer
Page 39

40. A clear policy 4 of 4
EMAIL AND INTERNET
make it clear that passwords and terminals are not
to be made available to unauthorised persons
set out the penalties and disciplinary
consequences of breaching policy
emphasize that it also applies to home workers
make clear to employees that any e-mail contact
list stored on the organization’s system is the
property of the organization, even if the employee
has created and maintained that list
Page 40

41. What can be done if the
worst happens?
Page 41

42. What can be done if the worst
happens? 1 of 2
Ensure that the social media policy is interpreted
and applied reasonably and sensibly, particularly
when deciding what action to take
Ensure that the policy is applied consistently
across the workforce
Get some legal advice early on from a specialist
employment lawyer, preferably before any
employee is dismissed
Page 42

43. What can be done if the worst
happens? 2 of 2
If appropriate, and depending on the scale of the
situation, get assistance from a PR professional to
try and limit the reputational damage to your
business
Page 43

44. Figures for 2012
Page 44

45. Figures for 2012
Users spend more than 500 billion minutes per
month on Facebook
Twitter gets more than 300,000 new subscribers
every day
A new member joins LinkedIn every second
Page 45

46. Drill
Page 46

47. Drill
Page 47

48. Case study A
Page 48

49. Case study A
Page 49

50. Case study B
Page 50

51. Case study B
Page 51

52. Case study C
Page 52

53. Case study C
Page 53

54. Conclusion and questions
Page 54

55. Conclusion and questions
Summary
Videos
Questions
Page 55