There’s been a lot of talk about how social media has changed recruiting and hiring. Sites like LinkedIn make it easier to go out and find the right candidate – especially those who may not be looking for a new position. Meanwhile, services like Twitter, Facebook and Instagram help human resources figure out if the candidate they’re about to make a six-figure offer to is going to embarrass the organization or become a toxic plume in a company talent pool. But social media’s impact on the HR department doesn’t stop there. Indeed, it’s becoming embedded in the thread of the department, helping HR do everything from empowering the business to improving sales to boosting customer loyalty and satisfaction, according to a recent IBM study, New Expectations for a New Era: CHRO insights from the Global C-suite.
As a journalist and blogger, I know the best way to get someone to follow you on Twitter or Facebook is to curate great content. Whether it’s sharing an interesting news article, infographic or white paper, I know people will not only follow me but share my tweets and posts – and comment on my LinkedIn posts – if they contain relevant information. In fact, whenever I sit down to update my own Twitter and Facebook feeds, I first spend time looking around for content.
The U.S. Secret Service this month put out a request for social media analytics software that could help it identify social media influencers and trends. The RFP, which can be downloaded here, included a laundry list of requirements such as the capability to detect historical Twitter data as well as the “ability to detect sarcasm and false positives.” Another item on the wish list: The ability to “create custom reports without involving IT specialists.”
It’s well documented that organizations are looking to the cloud for everything from infrastructure to security to social business software. Many companies are finding such success that they are migrating their infrastructure completely. Worldwide cloud computing will be worth $90.7 billion by 2018, according to Juniper Research, with software-as-a-service offerings topping the $53 billion mark in that same year. SaaS sales were $23.2 billion last year, according to the research firm.
Searchenginewatch.com recently posted a story about the benefits of using polling as part of a social media strategy. The story detailed how polls could be used to glean free product feedback, gain a deeper understanding of customers and build a larger and more engaged community.
A recent news report detailed a revised social media policy implemented by the Kansas state Board of Regents. The policy states that the employer – in this case the local university – can now suspend or fire an employee if their statements made on social media are viewed as “contrary to the best interests of the employer.” The policy was reviewed by the state’s attorney general and was approved.
There’s a statistic that’s been thrown around a lot recently by journalists – even me – who are writing about social business: Four out of five social business efforts will “not achieve the intended benefits due to inadequate leadership and an overemphasis on technology,” according to a recent Gartner study, Predicts 2013: Social and Collaboration Go Deeper and Wider.
This winter I started working with a new client that uses a social business platform. I was asked to log on and use it. Although I had used such a platform before, I wondered if it would hold me back or add additional work to my already full day. I started using the platform and realized something: I loved it.