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Is Web 2.0 changing the nature of employee-employer disputes?
According to a conference organised by ACAS: "the rise of social media could see more and different forms of unofficial unrest used in future disputes."
It was argued that "the accessibility and speed of tools such as Twitter, YouTube and Facebook mean that workers can be mobilised quicker than ever before."
For more details see Social media needs to be taken seriously warns Acas.
It was argued that "the accessibility and speed of tools such as Twitter, YouTube and Facebook mean that workers can be mobilised quicker than ever before."
For more details see Social media needs to be taken seriously warns Acas.
Me, myself and social media
Stuck at a train station today in the freezing weather, I was drawn to an article in the Harvard Business Review.
The article is called: Managing Yourself: What’s Your Personal Social Media Strategy? and is by Soumitra Dutta.
The article is arguing that organisational leaders should do more to lead via social media, or Web 2.0 communication technologies, such as blogs, Twitter and Facebook.
Reasons why Dutta believes leaders should "embrace" social media:
1) They provide a low-cost platform on which to build your personal brand, communicating who you are both within and outside your company.
2) They allow you to engage rapidly and simultaneously with peers, employees, customers, and the broader public, especially younger generations, in the same transparent and direct way they expect from everyone in their lives.
3) They give you an opportunity to learn from instant information and unvarnished feedback.
Active participation in social media can be a powerful tool—the difference between leading effectively and ineffectively, and between advancing and faltering in the pursuit of your goals.
I think these views have wider relevance and application, although I also think that organisational leaders potentially have an awful lot to lose if they do all the above.
The article is called: Managing Yourself: What’s Your Personal Social Media Strategy? and is by Soumitra Dutta.
The article is arguing that organisational leaders should do more to lead via social media, or Web 2.0 communication technologies, such as blogs, Twitter and Facebook.
Reasons why Dutta believes leaders should "embrace" social media:
1) They provide a low-cost platform on which to build your personal brand, communicating who you are both within and outside your company.
2) They allow you to engage rapidly and simultaneously with peers, employees, customers, and the broader public, especially younger generations, in the same transparent and direct way they expect from everyone in their lives.
3) They give you an opportunity to learn from instant information and unvarnished feedback.
Active participation in social media can be a powerful tool—the difference between leading effectively and ineffectively, and between advancing and faltering in the pursuit of your goals.
I think these views have wider relevance and application, although I also think that organisational leaders potentially have an awful lot to lose if they do all the above.
