How A Social Media Policy Avoids These Productivity Pitfalls

Social media can be good for your business.  You can use it as a marketing tool.  Or you can advertise your vacant roles.  Maybe you use it to keep an eye on your competitors.  Or it can just provide some light relief from a heavy workload.

We all use social media these days – and that includes your employees.  And that is where it can all go wrong, of course.  So do you have any control over how your employees use social media?  And should you care?

Monitoring the use of social media

Some employers may want to try the “blanket ban” approach to social media in the workplace, but this is often counter-productive and almost impossible to enforce.  Many people have access to computers at work and nearly all will carry a personal mobile phone.  Some companies even provide a mobile phone for work purposes.  Social media is available on all of these devices.

If you were to try this approach, you would find it very unpopular with your employees. A better option might be to allow “reasonable” use at work.  If your employees have a sensible workload and are engaged and interested in their work, they will not abuse this trust.  They might choose to have a quick look at Instagram whilst they grab a coffee.  But they are not likely to spend hours scrolling through Facebook posts.  If your staff are being managed properly, then you should find there is little problem with over-use at work.

Productivity Pitfalls

There is potential for more of a problem if people are posting comments, rather than just reading posts. This could become a more serious cost to productivity. If people are getting involved in long “conversations” in social media, then they are not thinking about their work.  They might only take a few minutes to post something but their train of thought is broken.  It takes a while for that concentration to return.  This can easily happen repeatedly if they are answering a string of comments on a social media post.

There may be a further problem if the content is inappropriate.   This covers a variety of risks.  It might be something which potentially damages your business reputation.  Or it could be something for which the employer is blamed (vicarious liability). It could breach confidentiality.  It could alienate your clients.

This, of course, leads to potential disciplinary action.  That is inevitably another drain on productivity for the employee who posted the comment and others.  It will affect all the people involved as witnesses or doing an investigation.  Or those involved in the hearing.   The productivity of the whole team will also take a knock.  They may need to take on extra work whilst the disciplinary action is ongoing.  Additionally, they may well be talking amongst themselves about it.  And, depending on the severity of any sanction, they may have to adjust to a different person in the team, or a realignment of the work.

Other concerns

Other things which employers may want to guard against include:

  • There is evidently a risk of introducing malware into your systems.
  • Reputational cost. This depends on the content of the employee’s comments.
  • Negative comments about colleagues – or even threats. I have been involved in the dismissal of an employee where they had made a physical threat to a colleague on social media.
  • Loss of trust between employee and employer. This could even lead to a situation where the relationship is untenable.

This is not a complete list of the things which can be a problem in social media posts, from an employment perspective.  You may be concerned about other issues as well.   If that is the case, then I would urge you to take professional HR or legal advice.

How can employers avoid this productivity drain?

My approach would be to allow reasonable use of social media at work – or at least not to try and stop it.

I would urge any employer to safeguard themselves by producing a Social Media policy.  If there are clear rules and they have been properly communicated, this can go a long way to achieving acceptable use.  In particular, it is important to lay down what is NOT acceptable.

If people are allowed the freedom to make sensible choices, they will generally behave as adults.  We all like to know our boundaries and work within them.  If the guidelines are not restrictive, we do not generally breach them.

You may have exceptions to this in your workforce.  With a clear policy in place, you have the means to deal fairly with any issues.

If you think this article is useful and you would like any strategic HR support or information  on producing a Social Media policy  – or any other people-related issue in your business – contact us for a no-obligation chat.

Jill Aburrow runs an HR strategic consultancy business – JMA HR .  She provides strategic HR advice and support to businesses who want to improve loyalty, growth and profit. Why not join the JMA HR mailing list?  Jill has been a professional strategic HR advisor for over two decades. She is a Fellow of the Chartered Institute of Personnel and Development (FCIPD) and has a Post Graduate Certificate in Employment Law.

 

Facing the Mental Health Demons in the Workplace

Approximately 1 in 4 of us will experience some kind of mental health problem each year.  Yet we are still reluctant to talk about it.  We find it easier to discuss a physical problem than to tell our employer about a mental health issue such as depression, stress or anxiety.  It was reported in the press last year that one in three Fit Notes  issued in the UK are related to mental health.  Even more significantly,  of those signed off for these reasons, one in five remain off sick for at least three months.

On that basis, this is a major concern in the workplace and employers need to manage this as part of the overall wellbeing of their workforce.

Cause for concern

The problems which poor mental health can cause in the workplace are wide and can be costly.  Clearly, the first concern is someone’s absence – but this is far from the only worrying factor.  There will be those who are afraid to take time off for some reason.  Either they don’t want to tell anyone of their health problems or they need the money. Maybe they feel under pressure to perform or they don’t want to “let their colleagues down”.  So they may come to work when they are not fit to be there, which brings its own problems.

Poor mental health impacts on their performance, their attitude, their interactions with colleagues and clients.  It also affects the quality of their work and their productivity.  This can lead to further actions such as disciplinary or performance discussions, lay-offs – all of which are likely to worsen the situation.   Then there is the impact on others around them.  Colleagues may feel they overloaded due to someone’s absence or poor performance.  Customers may be getting poor service and support.

Poor mental health costs employers between £33 billion and £42 billion a year, so it would be sensible for employers to consider prevention.

What can we do?

Any organisation can – and should – create a Mental Health plan and then follow it and communicate it to all employees.  Here are some suggestions to help you to create good mental health within the workplace and to combat mental health issues at work:

Promoting Good Mental Health

  • Create an open atmosphere where people feel they can talk about such issues. You can do this by making employees aware of what help is available and where they can access it. Facilitate open discussions amongst employees.
  • Ensure you offer enough breaks from work and make sure people take them. When we get engrossed in a piece of work, it is easy to skip lunch, or work late, but this can be counter-productive and lead to other problems.  Make sure people take regular breaks from work and have a change of scene.  Try and encourage a good work-life balance – and LEAD BY EXAMPLE.  If people see you working all hours and not taking breaks, they will follow your lead as they will think that is what you expect of them as well.
  • Try and give people interesting, varied work which they can excel at. This will increase their sense of worth and happiness at work.
  • Praising people when they do well, exciting them about challenges and opportunities, recognising them when they do well. All of these will help to prevent mental health problems from occurring in the first place. 

Combatting Mental Health Issues

  • If you manage people, or have line managers who support teams, then train the managers to recognise mental health problems and in how to manage such conversations.
  • It might also be worth training one or two employees as mental health mentors, so that people feel they can go to these people if they have any issues but can’t approach you or their manager.
  • The Mental Health Foundation provides a series of guides about dealing with mental health problems. You  can download these at no cost, or you could order some paper copies to keep in the workplace for anyone who needs them.
  • If someone does disclose that they have a mental health problem, it could be made worse by other things – money worries, fear of losing job, fear of taking time off, fear of talking about it. Investigate gently with the individual  – there might be something you can do to help with those concerns.
  • Offer access to a counselling service or at least a helpline.
  • Many Mental Health charities can provide support to you and your employees. Investigate the options which work for you and your company and provide details to your employees.  Provide a list of those charities to any employee who discloses they have a mental health issue.  There is a huge amount of help available for those who need it.

If you think this article is useful and you would like more advice on dealing with this  -or any other people-related issue in your business – please join our mailing list, or contact us for further guidance.