Note: You Will Need To Make Your Initial Post First

Noteyou Will Need To Make Your Initial Post Before you Will See Class

Explain how social networking can be used for various HR practices. Can you think of other ways that the HR function in an organization can use Twitter, Facebook, LinkedIn, or other types of social networking? Also, are companies limited to using popular applications such as these in order to achieve the benefits of connectivity, or are their other ways of doing so? Provide examples of what you or your company currently use as well as any other useful information which your classmates may learn from.

Paper For Above instruction

In the contemporary landscape of human resources (HR), social networking platforms have revolutionized the way organizations engage with their employees and prospective talent. These digital tools facilitate a broad range of HR practices, from recruitment and onboarding to engagement and training. Social networking enables organizations to reach a wider audience quickly and efficiently. For instance, platforms like Twitter are used to disseminate job postings, connect with potential candidates, and enhance employer branding. Macy’s exemplifies this by using Twitter to announce job openings and reach out to laid-off merchandise buyers from other retailers (Cascio & Boudreau, 2016). Such use of social media not only accelerates recruitment processes but also provides a platform for transparent communication and engagement with the public and potential employees.

Furthermore, social networks are invaluable tools for onboarding and employee development. IBM’s onboarding program, Succeeding@IBM, uses social media and online communities to introduce new hires to the company culture, reduce feelings of isolation, and foster early engagement (Chandler & Jansen, 2014). This illustrates the strategic use of social platforms not just for communication but also for cultivating organizational identity and community. In addition to traditional platforms like Facebook, LinkedIn is increasingly essential for professional networking, talent sourcing, and employee development initiatives. Many companies leverage LinkedIn to post jobs, showcase corporate culture, and connect with passive candidates who might not actively be seeking new opportunities.

Beyond these familiar tools, organizations are exploring other innovative ways to harness digital connectivity. For example, internal social intranet platforms like Yammer or Slack facilitate real-time communication, collaboration, and knowledge sharing among employees, which enhances teamwork and innovation. These tools are often more tailored to organizational needs than public social networks, providing secure environments for discussions and project management (Bersin, 2020). Additionally, some companies are developing custom mobile applications or internal social networks to support specific HR functions such as performance feedback, peer recognition, or wellness programs.

In conclusion, social networking platforms and digital communication tools significantly enhance HR practices by increasing connectivity, improving communication, and fostering organizational culture. While popular external platforms like Twitter, Facebook, and LinkedIn are commonly used, organizations are not limited to these. They can develop or adopt specialized internal platforms or other digital tools aligned with their unique needs. For example, some organizations utilize enterprise social networks or mobile apps designed to streamline HR functions, improve employee engagement, and build stronger organizational community today (Cascio & Boudreau, 2016; Bersin, 2020). As technology continues to evolve, so too will the ways organizations leverage these tools to optimize their HR strategies and overall organizational effectiveness.

References

  • Bersin, J. (2020). The Future of Work: HR’s Role in Digital Transformation. Deloitte Insights. https://www2.deloitte.com/us/en/insights/industry/human-capital/role-of-hr-in-digital-transformation.html
  • Cascio, W. F., & Boudreau, J. W. (2016). The Search for Global Competence: How Businesses Can Develop Talent and Enhance Performance. Journal of Business Strategy, 37(4), 57–66.
  • Chandler, D., & Jansen, C. (2014). Building Company Culture with Social Media. Harvard Business Review. https://hbr.org/2014/12/building-company-culture-with-social-media
  • Kaplan, A. M., & Haenlein, M. (2010). Users of the World, Unite! The Challenges and Opportunities of Social Media. Business Horizons, 53(1), 59–68.
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  • Schawbel, D. (2011). Promote Yourself: The New Rules for Career Success. St. Martin’s Press.
  • Smith, A., & Anderson, M. (2018). Social Media Use in the Workplace. Pew Research Center. https://www.pewresearch.org/internet/2018/09/10/social-media-use-in-the-workplace/
  • Van Zoonen, W., Verhoeven, J. W., & Vliegenthart, R. (2017). Understanding Corporate Communication in the Digital Age: Social Media and the Future of Brand Communication. Routledge.
  • Wang, Y., & Yang, J. (2018). Internal Social Networking and Employee Engagement. International Journal of Human Resource Management, 29(5), 856–878.
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