Social networking websites like Facebook and Twitter are now so well-known, you can find them in the most stately of reference materials. The latest entries into the Collins Dictionary have blurred the lines between individual personas and professional relationships. Many companies have real and legitimate concerns about what their people are saying online and the effect their social networking activities can have on their organisation.
A large number of Facebook profile pages, for example, contain the employment details of their hosts. Many employers believe this makes the page an extension of the organisation itself, giving them fair right to view and or vet the conversations contained there. They say this is particularly important as employees are considered one of the key influencers of potential consumers and other stakeholders online. John Kerr, Regional Digital Director at Edelman Asia Pacific explains that regardless of position and tenure, employees are seen as the real "voice" within an organisation. New technology, including websites like Facebook and Twitter, provide this voice with more avenues for expression than ever before.
When asked if customers - or potential employees and suppliers - get influenced by what they read online, Kerr simply nods profusely. "Absolutely," he says. "This is even more the case in today's environment where people are more cautious and want to find as much information as possible before making decisions about purchases and companies. When money and time are tight, informed decision-making is king."
And so many turn to the internet to find out what they can about their potential business partner. When they find something unsavoury posted by one of the firm's own staff, that can have a negative effect on their perception of the wider organisation, Kerr says.
Unfriendly skies
Last November, Virgin Atlantic gave 13 of its flight attendants the boot for criticising the airline's flight safety standards online. The staff also denigrated the company's customers, derogatorily calling its passengers "chavs" within a Facebook discussion group.
Virgin Atlantic says there was no excuse for the comments which could have a direct impact on the company's reputation. "Virgin Atlantic can confirm that 13 members of its cabin crew will be leaving the company after breaking staff policies due to totally inappropriate behaviour," it said in a statement.
Kerr says there is definite truth to the idea that public online discussions can have a real impact on a business's offline reputation. Edelmen's recent "Trust Barometer" survey shows 43% of people believe conversations with a company employee are 'extremely" or "very" credible.
Who's business is it?
That may be so, but there are also some definite privacy concerns that employers need to take into consideration.
Firms like KPMG say they are doing their best to consider both interests. The professional services provider does not ban access to social networking sites on company computers, or stop staff posting personal interest blogs. But it has put some guidelines in place for all staff. The firm encourages employees to consider their comments carefully when they post to any online forum or blog.
Stephen Tjoa, HR Executive Director, says many staff belong to online communities and enjoy being part of social networking websites. "We recognise that these forms of communication and interaction are popular, and it is also one of KPMG's values to respect individual privacy," he says. "As with all forms of communication, we have instituted these guidelines with a view to protecting client confidentiality while showing respect for individuals and maintaining the highest regard for the reputation and values of the firm."
At the extreme end of the spectrum are companies from the public relations and media space. Organisations like CNBC, Oglivy and Serena Software warmly embrace the use of Facebook and Twitter to network, communicate and bring employees, business contacts, and clients close.
Jeremy Burton, CEO of Serena Software, has even implemented "Facebook Fridays" where once a week the company's 800 employees in 18 countries will have an hour of personal time to network in online communities.
His corporate maxim is simple: "Pretending your employees are robots has never been a winning HR strategy. This is especially true if you wish to recruit and keep the most talented and creative staff or to strengthen and grow relationships with your customers, suppliers and partners."
In this way, he hopes the freedom will speak for itself. By giving staff unfettered access to online media, he hopes they will have less negative and more positive things to say there.
Avoiding hackers
It's not just reputations at stake when employees go online. According to Sophos, an anti-virus software producer, cyber criminals are able to use information from networking websites to commit corporate fraud or infiltrate company networks. This is causing concern among both managers and lower level employees. The company says its most recent survey reveals 66% of workers are concerned their colleagues share "too much" information online. They fear identity theft as well as targeted phishing attacks against the company.
Like KPMG, many companies have now expanded their codes of conduct to include online activities - even those done outside the business. These can give employees clear direction to employees about what goes against company policy and may damage its reputation. The ideal code would cover all aspects of proper practices a company can expect from its employees to ensure they protect the organisation's brand and image.
With the legal waters murky in Singapore, these codes are the only thing protecting local organisations. Michael Chong, advocate and solicitor, Chee & Michael Chong Partnership, says there are no laws or statutes which cover employees' use of online networking. But employers with appropriate codes of conduct can use these to protect their online reputations.
"I suppose those (Virgin Atlantic) employees in question had breached the terms in their employment contracts concerning their conduct - which enabled the employers to terminate their services," he says.
Kerr says there needs to be more involvement from HR in issues of online engagement. "This is a shame considering employees' growing importance as ambassadors," he says. "Our most recent study of stakeholder attitudes shows the way companies treat employees is the fastest growing criterion for people judging good and responsible organisations."
He says the way forward could be for all firms to adopt a generalised social media policy which offers specific and actionable guidance on dealing with the unique challenges of the online world. "The recent (Virgin Atlantic) case may have been avoided with a well implemented new media policy. This should not just be a piece of paper but rather a part of an employee engagement and training program that highlights all aspects of online behaviour," he says.
The creeping giant
Facebook has recently overtaken the other social networking websites to be the world's most popular such tool. According to figures from web tracking firm ComScore, the Asia Pacific region now has 200.5 million users, up from 162.7 million from a year ago. The site can now be translated into 89 languages.
The site says some 200,000 people sign up to it every day.