Over the years, organizations have toiled towards identifying, retaining and managing talent. Monitoring the ROI of these assets has been an area of high priority for CEOs and HR managers alike - leading to heavy investments in acquiring and maintaining HR systems. Today, the social media revolution has added a new dimension to the various activities carried out by recruitment managers in sourcing and attracting talent.
Several exciting features that are now provided by applications such as Oracle Fusion HCM have provided a platform like never before, where employees can collaborate to achieve improved results. Employees can show-case their skillsets, connect with other experts and form focus groups based on interests. Managers can create workspaces; invite people based on skillsets and project requirements, share documents and ideas to achieve a common goal.
These new features, when deployed and utilized effectively, can drastically alter the employee productivity yardstick. One such product in the market is Oracle Fusion Talent Management - which empowers the workforce to achieve improved results through networking, collaboration and innovation.
However, these new features, when used without proper guidelines and controls can cause considerable damage to reputation. There are areas where the distinction between personal and professional data gets muddled and organization secrets can get leaked out.
- An employee posts in LinkedIn about the completion of a critical project at a client location and highlights some new features that he developed which might have been critical to the success of that product in the market place
- HR Managers actively scan information about potential candidates that is publicly available on sites such as Facebook, to get an alternate view of the candidate. Is this profiling an ethical practice?
- An employee makes a negative comment about his working conditions and criticizes her supervisor on a public forum such as Facebook. Should disciplinary action be initiated against the employee?
While every organization is keen to go overboard to provide social media features touting collaboration and networking abilities among its workforce, there is an urgent need for organizations to build adequate frameworks and policies to safeguard organizational intellect.
Managers and the HR Managers have to be made aware of aspects of the processes and associated risks around utilization of social media. Nevertheless, a total clampdown on the usage of social media at work is definitely counter- productive. What is more effective is for IT and HR managers to identify potential sources for data leakage and form frameworks and policies around the same. Drawing lines between allowing access and curtailing data flow is definitely a tough task, but with changing times and technology, employees and employers have to adapt to the new work-order to win.