Effective communication is one of the most important aspects when it comes to managing the work force. With the scope of benefits changes, greater emphasis on shared costs and other employment issues, there are plenty of messages that must be delivered, and more employers are turning to social media to communicate with employees.
In fact, according to a recent Towers Watson study on social media use by employers, 64 percent of organizations know more about using social media platforms than they did just one year ago, and 69 percent of respondents anticipate increasing their use over the next 12 months.
Part of the wider use of social media stems from employees' desire for better communication systems, says Kathryn Yates, global leader of communication consulting at Towers Watson. Ten to 15 years ago, many employees were still using slow communication systems, such as dialup Internet, on a personal level while employers typically had more advanced platforms. However, with social media, employees now have some of the most robust communication systems available from their homes and expect their employers to offer equally effective programs.
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"We see employees flocking into organizations, and they are really expecting a consumer-grade experience," Yates says. "They expect to have more and better tools that mimic the way they communicate and share communication outside of work."
Social media tools are especially helpful for companies that have a wide-ranging presence. Rather than offering a static company directory, an employer can implement an internal system that allows employees to research their co-workers' areas of expertise and assignments. While one engineer in San Francisco is working on a project, he or she can look up another employee working on a similar project in a different country. This builds a sense of community and helps employees enhance their engagement with one another.
"As organizations expand their global work forces, the barriers that used to exist because of geography, time zones or organizational structures melt away when we use some of these networking and collaboration tools," Yates says.
Despite the greater emphasis on social media, the Towers Watson survey shows that only 15 percent of respondents measure the results, which is a mistake, Yates says. By not measuring results, there is no way to accurately rate the effectiveness of social media programs.
"We have seen quite a number of people go to seminars and read about measurements, but we feel like there's a lack of true measurement going on in these organizations and in communication in general," Yates says. "Measuring results is highly effective, and it gives you an understanding of how to apply research wisely. If you're showing an impact, this also gives you a platform to ask for more resources."
Measuring results can be done in three ways, Yates says. One metric is activity based, and that measures the number of participants. Results can also be measured based on awareness and understanding by focusing on engagement. The other measurement centers on behavior, and that examines how the health statistics of employees have changed over time.
While social media may be a new trend, it is not something that is likely to go away any time soon. Employers are now becoming more effective at using social media, and given their greater knowledge, Yates expects them to continue focusing on that tools that deliver results.
"Companies are increasing their use of social media, so we expect this adoption rate, which is already in a high upswing, to continue as more companies learn to be effective and measure their results," Yates says. "I think we'll see companies pick social media tools that are right for the outcome they're looking for and represent their company culture."
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