Page 99 - Perfect Phrases for Motivating and Rewarding
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Guidelines and Policies


          The Motivational Mindset
          ■  All employees should have guidelines for posting in regard to
            your business—even on personal sites during personal time.
            Make sure they are guidelines, not instructions. Guidelines
            ensure that people know what shouldn’t be said and why;
            instructions ensure that posting will feel like work, and if
            anyone does it, the posts will seem stilted and unnatural.
          ■  When considering how much time employees should use at
            work for social networking, take the long view and consider
            that the cost of that advertising is minimal for the exposure
            you’ll receive. At the same time, be cognizant of how much
            time is spent and whether it is interfering with other important
            priorities.
          ■  Most employees who feel good about their company will
            be inclined to check in on its social media pages and make
            comments. Whether or not you implement a formal plan
            or allow access at work, guidelines should still be clear,
            and employees should feel good about making positive
            statements.
          ■  The challenges and dangers of allowing—let alone
            encouraging—employees to speak for or about your company
            online are serious ones. Firm guidelines must be put in place,
            but not in a way that demoralizes or demotivates.
          ■  Guidelines are necessary for personal use at work, disclosure
            of boundaries, professional image, confidential material, and
            business etiquette.
          ■  Eager, well-meaning employees can easily represent your
            company in ways you wouldn’t want them to or cross the lines
            of business etiquette. While they may have good intentions,
            the impact of serious errors in judgment online can be
            far-reaching.





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