Skip navigation

These are exciting times in the corporate world. Technology continues to change traditional thinking. We’re finding new and better ways to motivate and inspire. Article after article tells us that recognition is moving away from points and prizes. Led by the Intranet, we’re seeing a big shift towards the importance of experiences and interaction. Why? You can thank social media and the revolution of sharing. Doing meaningful work and re-inforcing your corporate values is becoming more important to employees than a big paycheck.

Cash is no longer king because recognition is more valued

We live in an age of constant feedback. It’s no wonder that companies leverage the modern social features of their Intranets like profiles, badges, newsfeeds, liking, and sharing to tap into the largely successful social stream. A shareable achievement is sweeter when it’s seen by the employee’s peers because today’s employees see the big picture value in non-monetary recognition. They view an achievement badge on their profile as proof that they're valued and contributing to the company's success. If they feel valued, they stay. It’s a smart way to retain employees.



Invest in your employees and reap the rewards

Leveraging your existing investment in the Intranet keeps the conversation inside a single portal. Keeping recognition inside the firewall builds a repository of success stories and achievements that are searchable and discoverable. Making it personal and memorable drives the reward for employees. Additionally, using recognition to reward the right behaviours helps shape your corporate culture. This database of success stories helps managers discover the truly engaged employees that might be effective for helping their team succeed.



It’s more than just a “thank you”

We’re also seeing the trend of using recognition as a valuable tool for performance reviews. An employee’s achievements can be an important consideration when measuring engagement and satisfaction. Recognition also gives you a competitive advantage for attracting talent. It shows prospects that you value your employees with a people-focused culture.

Meaning.JPG.jpgIt used to be that companies tried to discourage employees from making personal phone calls on company time. These days the same kind of thinking applies to social media, Facebook, Twitter and Instagram. Some businesses try to enforce bans on any use of social media across the corporate network.



Social entrepreneur Andrew Keen thinks that workplace edicts against social media are short-sighted.  This is partly because he feels that top-down command and control styles of enforcement are antiquated and hold organizations back. He also feels that a sense of play sparks creativity and better problem solving.



Keen doesn’t speak to cases where employees abuse the availability of social media on company networks. How do you prevent workers from “goofing off” and avoiding work by pinning pictures on Pinterest?



I think that managers need to treat social media much the same as they do any kind of workplace fraternization. You don’t ban hallway conversations because some employees might abuse the privilege of talking with coworkers. But it is entirely reasonable to expect staff to meet certain levels of performance. Facebook might get in the way of solid work effort but so can inefficient work habits.




Here are a few reasons I think organizations should consider relaxing a prohibition on social media in the office.



1. The network is the future.  Business is going to get more social, more networked, more integrated into everyday life. Letting your employees follow hot trends on their break time is one way to “keep them in the know.”



2. The Google 20%. Legend has long held that Google awarded employees twenty percent of their time to work on any project of their choice. Truth is that the practice was never as codified as it was reported. Nevertheless, if a company wants to innovate it needs to give employees a little elbow room to flex their creativity. A social media “coffee break” can help with that.



3. Your customers are your friends. Lines are blurring in marketing, supply chain and elsewhere. Social media isn’t all social, sometimes it’s business as well. If you hope for your workers to be ambassadors for the organization in their free time then you need to be willing to allow them to socialize a little on company time.



4. You trust your employees. This, I think, is the biggest deal of all. Many companies are willing to give every employee a key to the front door - very often an employee’s ID badge gives time access to the building 24/7. If you’re going to trust workers with that much why not allow them some discretionary social browsing? Imposing a workplace ban on social media, personal email, or using the telephone to set doctor appointments for the kids is one way to send a signal, loud and clear, that you don’t trust your workers to use their time wisely.


At the end of the day I think that respecting employees, building engagement, rewarding strong efforts are all going to do more to generate productivity than a heavy handed ban on social media.


Every organization's journey with social business tools is different. But there are milestones that every organization needs to reach to ensure technology is adopted. Success comes only when the platform is deeply integrated with business goals, corporate culture and brand promise.


David Carr, an editor at InformationWeek, notes that organizations that place high value on social connections seem to enjoy the smoothest path to adoption. The software behind the platform is not nearly as important as the understanding of how the network of relationships delivers value to the organization. This understanding doesn’t just happen, as Carr observes:

Employees must be enticed into using and experimenting with these environments enough that they see both the business utility and the value of the social component–how building stronger connections with other people, and meeting new people through the network can help them get their work done.


Carr’s point mirror’s a point that we’ve often made - you simply can’t assume that the seemingly effortless success of social media like Twitter and Facebook will translate into instant adoption within the enterprise. People need to see the business value of a social platform before they will be interested and they probably will need some education before they see results.


Organizations might use "social" to communicate better with customers, to share knowledge within and between business units, or to drive innovation. Successful adoption depends on having a clear strategy for using social tools to achieve these goals. And getting clear on strategy means getting past a lot of hype and misunderstanding about social enterprise.