Employee activists are a good thing: one more reason to encourage workers to use social media

Employee activists onlineBack in December, when UPS’s Facebook page was the target of blistering comments from customers who didn’t get their deliveries by Christmas, many employees dove into the conversation, leaping to their employer’s defense. “I’m a driver,” wrote Larry Ledet, “Got off at 10:10 last night, 60hr weeks, I’m tired, Mother Nature, a booming economy and no one visiting malls any more cause this…no reason 4 anyone to be mad…Merry Christmas.” That was just one example.

Ledet was able to participate in the conversation without worrying about the effect on his employment because UPS has a clear social media policy that encourages employees to… Read More »

Jill Rowley’s dismissal could be a case of misguided adherence to 20th-century spokesperson policies

Jill RowleyJill Rowley says Oracle fired her for violating the company’s social media participation policy after she gave an interview to Advertising Age. The AdAge article from early last month offers a concise look at Rowley’s work as head of the company’s social selling effort, where she was helping Oracle’s sales staff learn how to use social networks as part of their jobs. According to Business Insider, she was transforming the team of more than 23,000 sales people.

According to Business Insider, Oracle hasn’t commented on Rowley’s dismissal. If the reason Rowley offers is accurate, though, it’s troubling on a number of levels. It’s not… Read More »

Organizational silos don’t need busting. They need ventilating.

SilosI am officially sick of the silo metaphor and wish it would die.

Everywhere you turn, people talk about tearing down silos, busting silos and smashing silos. Ask a farmer about that, and he’ll doubtless tell you that if you smash his silos, all the grain will fall out.

The idea of silos in organizations is meant to conjure an image of employees isolated from one another, just as different types of grains are isolated in their silos. Organizational change thought leader John Kotter ticks off the consequences of allowing silos to form: Trust is destroyed, communications are stymied, and the organization grows complacent. Nobody wants… Read More »

FIR Interview: Eric Sauve, co-founder and CEO, Foko (think of it as Instagram for the enterprise)

Foko, photo sharing app for the enterpriseAnything that takes root on the Web eventually finds its way into the enterprise. Social visual communication has exploded in the last few years with the success of Instagram, Pinterest and other tools, along with the surge in photo sharing via Facebook and other social networks. Creative internal communicators found ways to take advantage of these external resources for internal purposes, but how long would it take before tools designed for employee-to-employee photo sharing emerged?

Foko is the first app designed for the enterprise. Launched at Demo 2013, Foko earned coverage from GigaOm, Simply Communicate, and BetaKit, among… Read More »

Where does the telephone belong in your organization?

What department should have responsibility for the telephone?If the question sounds absurd, consider that once, companies exercised tremendous discretion in providing employees with access to phones. In the early days of phones in business, concerns ranged from employees wasting time on calls to the inadvertent sharing of confidential information made too easy by casual conversation, from rising telephone costs incurred by employees who didn’t really need one to outright laziness as employees put off writing letters, opting instead to wait until the last minute and then just pick up the phone.

The idea of doing business today without a phone is unthinkable. Everyone has them, from clerical staff… Read More »

Threats and intimidation won’t forge workforce passion, but conversation will

PayPal President David MarcusOn March 13, 2001, Cerner Corporation CEO Neal L. Patterson sent an email aimed at some 400 company managers, intended to “start a fire.” The email spread, first through the organization, then beyond.

Patterson’s letter began like this:

We are getting less than 40 hours of work from a large number of our K.C.-based EMPLOYEES. The parking lot is sparsely used at 8 a.m.; likewise at 5 p.m. As managers—you either do not know what your EMPLOYEES are doing; or you do not CARE. You have created expectations on the work effort which allowed this to happen inside Cerner, creating a very unhealthy environment. In either case, you have a…

Read More »

Page 1 of 33 pages  1 2 3 >  Last ›