Reasons not to Ban Social Media in the Office

Social media sites like Facebook and Twitter are commonly blocked at offices. However, treating social media sites like business communication tools rather than time wasters could be beneficial. Should sites that let you advertise the features of your latest product, talk to potential employees, and build relationships with clients and vendors really continue to be blocked at your business? If your company is reluctant to unblock social media channels at work, you might consider the following:

Is social media really a time suck? Even if you block social sites, employees will still find a way to take breaks throughout the day, whether it is stopping by the kitchen or a having a short conversation with a coworker. But these breaks are a good thing. Numerous studies have shown taking breaks increases productivity in the workplace. Employees who are able to use their break times in a reasonable way will be happier.

Social media connects employee. They way people share information is changing. Social networks have surpassed email as the number one online activity. When used with a purpose, tools like twitter lists can help you to collect industry content and enable your workforce to be more connected within the industry.

Help brand advocates show their love. Social Media involvement shouldn’t be limited to a company’s Human Resources, Corporate Communications or Marketing Department. Employees can serve as great brand advocates, especially when allowed to log on during work hours while they are in a business mind mode.

If you are still hesitant, consider creating a well-defined social media policy. It will give you piece of mind that social media is being used to its full potential and give employees confidence that what they are talking about is approved and encouraged.

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Veteran Spotlight: Jerry Biller

Hire a Hero recently sat down with Jerry Biller, a former Army Infantryman, whom Orion placed with Target Corporation in 1992. Biller graduated from the University of Central Florida in 1989 with a degree in Secondary Education and during his time in the Army, earned Airborne, Air Assault, Ranger Tabs, and the Path Finder torch. He was also selected as the Scout Platoon Leader of the 3rd 187th Division while serving in Desert Storm (Iraq) and was awarded the Bronze Star for leadership in 1991.

The next year, Biller was preparing for another deployment when he learned of Orion International and was able to coordinate an interview through them with Target Corporation in Florida. At that point, Biller elected to utilize the early out program offered at the time to join the Target Team. Target appealed to Biller, because it offered a challenging leadership environment and long term career opportunity, while allowing him to utilize his entrepreneurship skills.

Biller spent the next ten years with Target and was promoted through store leadership positions to Store Team Leader. He ultimately moved to the corporate office in Minnesota as the Manager of Operations for Target Corporation, Asset Protection, overseeing all operating companies of Target Corporation. “My military experience provided me with fine-tuned leadership skills and the foundation to set myself apart from my peer group. My peers in the public arena did not have the same level of developed leadership skills, which were a result of the military training I received,” explains Biller of how his military training affected his career prospects.

Biller is now Director of Market Development for Cal-Tex Protective Coatings, a company that provides aftermarket products and programs to the automotive industry. Biller continues to hire veterans, as he views any military experience as invaluable in helping develop strategic thinking, process driven leaders.

“Employers looking to hire military officers need to be willing to establish a training program that identifies the workforce climate change,” explains Biller, “By doing this, they will see a much greater success rate with their JMO hires. JMO hires can bring a leadership foundation to their organization which most other hires will not possess.”

Playing Referee: Know Your Role in Workplace Disputes

Workplace disputes between employees can have a serious effect. Besides impact on productivity and morale, how an executive or manager handles resolution of a conflict can have serious repercussions for him or her as well.

Leadership experts advise that managers and executives be careful when it comes to mediating disputes between employees. They also say that leaders must be aware of the role they play when attempting to settle co-workers’ differences, or else the rift between employees could expand into an office wide hostile work environment, leaving no cubicle untouched.

The first step is to evaluate the situation and gain perspective. Assess what’s going on while keeping your cool, and refrain from taking sides. Employees involved in a dispute need to know the executive or manager is neutral. It is also important to gather as much information as possible before stepping into a tense work situation.

Emotions are running increasingly higher in today’s workplace, thanks to the economic climate. However, resorting to shouting, even if it’s only to restore order, can have the opposite effect. Co-workers involved in the dispute become so emotionally invested in their argument that winning is now the main agenda instead of what actually started the disagreement. The leader’s ability to remain cool sets the tone around the office and soothes high running emotions.

When it is necessary to mediate a workplace dispute it is important to remain calm, gather all the facts, and above all, set a professional tone.

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ManpowerGroup Releases 2011 Talent Shortage Survey Results

ManpowerGroup, Inc. recently released their 2011 Talent Shortage Survey Results of almost 40,000 employers across 39 countries. The survey revealed not only the top ten most difficult position types to fill, but also that one in three employers is experiencing difficulty in filling certain positions due to a lack of available talent. Topping out the list of the top ten most difficult positions to fill are Technicians, Sales Representatives, Skilled Trade Workers, and Engineers. These positions are exactly those that military recruiting firms like Orion International excel at placing by leveraging their extensive network of military talent.

Approximately three-quarters of employers surveyed said that lack of experience, skills, or knowledge is the main reason for not being able to successfully fill these positions. "Though we have seen this need for skilled trades / technicians grow over the years, it was still a surprise that this group was identified as the #1 Toughest-Job-To-Fill,” explains Orion President, Mike Starich, “The U.S. education system and population is not generating the volume of skilled technicians it had in the past. As the #1 provider of military-trained technicians to the world's top companies, we at Orion feel like we have the best kept secret in America, even though we work every day to spread the word on this treasure trove of talent."

The best kept secret in America is, indeed, that veterans are the answer to talent shortages, especially in the areas of technicians, sales professionals, engineers, and skilled workers. Junior Military Officers, Noncommissioned Officers, and Enlisted Technicians should be actively sought to fill these roles, due to the leadership qualities, technical experience, and intangibles they bring to the civilian workplace. And, with over 180,000 veterans transitioning from service each year, the military represents a continually renewing source of talent from which to hire.

Click here to read the complete survey.

Workplace Bullying

Workplace bullying can take on different forms, and it is not always the most obvious actions that cause employees to feel bullied. A recent CareerBuilder survey asked questions about workforce bullying to more than 5,671 participants.

When asked to describe how they were bullied, respondents provided the following examples:

My comments were dismissed or not acknowledged (43 percent).
I was falsely accused of mistakes I didn’t make (40 percent).
I was harshly criticized (38 percent).
I was forced into doing work that really wasn’t my job (38 percent).
Different standards and policies were used for me than other workers (37 percent).
I was given mean looks (31 percent).
Others gossiped about me (27 percent).
My boss yelled at me in front of other co-workers (24 percent).
Belittling comments were made about my work during meetings (23 percent).
Someone else stole credit for my work (21 percent).

Since bullying can come in many forms, it is hard to pick one specific action to prevent it. But here are some tips that experts have found to be effective to prevent or lessen workplace bullying.

1. Create a supportive culture. Encourage open communication that involves both peers and leaders.

2. Introduce a specific, zero-tolerance anti-bullying policy to employees. Content for this policy is most important. It should cover the definition of what is considered bullying and what is not, as well as the consequences.

3.Incorporate staff from all levels to help develop your policy.

4.Include skills to identify and deal with bullying during management training.

5.Spread knowledge of both the definition of workplace bullying and your organization’s policy at all levels. Increasing awareness may also empower employees and encourage them to take a stand against bullying

6.Increase the perceived cost to the perpetrator. Make it clear there are serious consequences for their actions.

Taking these simple steps will help curb workplace bullying and make everybody’s work life more enjoyable.

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