Are HR Managers Scared of Social Media?
Social media have influenced a large number of software vendors in the recent years, including HR software providers. From the flat design of their interface to the actual user experience, the inclusion of comments and grading systems; social networks are leading the HR tech field.
In the recent years, social network professionals have reinforced their B2B offering with the ability to run competency analysis or internal relationships assessment, bridge with CRM tools and more. The gap between the two worlds of HR systems and social media is closing fast.
As organisations spread their wings on a global level, their structure tends to become more dispersed and complex. New systems and tools are appearing to improve team productivity, break down silos, increase flexibility, innovation and competitiveness through effective collaboration and co-creation.
With the overwhelming presence of social media in our day to day life, the HR department is once again confronted to a new technology, and many professionals don’t seem too happy about it. Technical by nature, technology is the source of many fears which blinds managers who prefer to focus on the potential threat social media represent for their organisation.
Naturally, social media represent an easy-to-use vehicle that can be utilised to propagate confidential information. As much as it can be a potential threat, that doesn’t lower the level of professionalism held by an organisation’s workforce when a strong work ethic is already in place. Social media are likely here to stay and make the fundamental principles of communication evolve towards more online and intangible interactions.
Despite the great amount of literature on the topic, HR managers often fail to act as catalysts of the digital disruption. Most of the time, embracing the digital disruption involves implementing radical changes in the organisational structure and management in order to reap its benefits. HR managers’ success will be defined by their ability to notably leverage their core functions by establishing ambitious training, social and competency management programs.
New technologies are opening traditional HR’s core functions to a new world of possibilities that reinvents HR best-practises. The time clock is on for HR managers who have been claiming their strategic position within organisations for the past 20 years. Will they be able to position themselves as enablers of the digital transformation or will they be its victim?