Social’s Got Talent?

Published by MBA Skool Team, Published on December 13, 2014

The digital migrants have now caught up to the digital populaces. NOW we all are digital citizens. Social media is a well-recognized as a consumer and brand-oriented set of tools. Increasingly, social media is providing an innovative solution for internal effectiveness as well. It has revolutionized many industries in less than a decade, benefiting the world of human resources from the use of these tools, perhaps as much as any other department.

“The power of social media is that it forces necessary change”-Erik Qualman

Social technology is one of the most recent topics of discussion in the media as companies look for influential ways to spur innovation and motivate employees. Social media provides the tools and knowledge to run your own campaign and hence organizations have finally begun to incorporate social technologies into recruitment, growth and employee engagement.

Image Courtesy:, digitalart

Social platforms are emerging in crucial areas of talent management, i.e. recruiting, hiring, learning, and employee engagement. As a result, all the talent management professionals are being pressured to evaluate, validate, or implement social technology initiatives. It is when strategy and control are integrated with social media tools, they can impact the organization in a positive way. An organization that uses social media could envisage opportunities in four vital domains of HR: Talent management, collaboration, administration and employee engagement.

One of the first areas within companies to embrace the social media prospect is talent acquisition. This would comprise of accelerating the entire recruiting process starting from posting openings to tracking candidates, reviewing résumés, extending an offer, and getting them on-board. Once employees are on board, social media could be used for connecting employees to interest groups (e.g. volunteering, mentoring). Contrary to prevalent belief, social media has resulted in increased productivity and employee engagement and has nurtured innovation through collaboration, if controlled appropriately.

As per the survey conducted by “SHRM (Society for Human Resources Management, 2012)” when asked “What kind of professionals are primarily responsible for creating your organization’s social media policy?” The poll reflected the importance of HR, with maximum percentage (43%) others being-IT(17%), senior management(11%), marketing(9%), legal(8%) and public relation and other (12%).Another research by BLR’s HR daily showed that the HR uses the social media for the following task: Teambuilding(25%), on boarding(26%), Training (34%), Employee communication (41%) and recruiting (69%).

The HR professionals use social media predominantly for the following tasks:

• Communication : Sharing ideas within the HR and company

• Branding : Brand reinforcement and sharing information with the general public

• Promoting events : Pictures of events held are posted on the site

• Background check : Finding out what a possible new hire does or does not do

• Employee actions : Employees can check schedules

• Emergency notification :Send messages through accounts on social media(e.g. twitter) in case of emergency

• Recognition : Giving praise or recognition of achievement

However fancy it might appear, but even many organizations that employ social media face challenges to effectively incorporate it into their everyday business practices. The challenge is found within the formation, execution, and implementation of social media policies. Due to lack of employee engagement and training on the topic many companies do not establish policies to direct social media usage. Because of the presence of these challenges, it is not astonishing that many executives avoid the topic by saying that they do not need social media or policies to manage it. Nevertheless, as companies begin to appreciate the true value that could be gained by the social media acceptance, consideration of employee risk is crucial for evading the loss of employee goodwill, breach of information, and damage of reputation.


This article has been authored by Akansha Johari from FORE School of Management


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