Internal social networks
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The document discusses risks and opportunities of internal social networks. It identifies several risks including: [1] data privacy and ensuring personal data is collected and processed legally; [2] data security and protecting information from accidental or unlawful access; and [3] intellectual property issues around copyright infringement and ownership of employee work. It also notes potential opportunities for internal social networks including improved knowledge management, communication and collaboration between employees, and increased productivity. The document recommends developing an internal code of conduct to help manage these risks and realize the added values of internal social networks.
Internal social networks
- 1. DIGITAL COMPETENCE DAY AT THE EU COMMISSION MARCH 26, 2013 Internal social networks Risks&opportunities Jacques Folon Partner Edge Consulting Me. de conf. Université de LIège Chargé de cours ICHEC Prof. invitéUniversité de Metz
- 2. Cette présentation est sur www.slideshare.net/folon elle est à votre disposition
- 4. First part :Risks 1. Data privacy 2. Data security 3. Intellectualproperty 4. What about an internalcommunity manager?
- 6. 1.1.Data privacy basics • Basic principles: the Data controller (i.e. the EU COMMISSION) – collect and processpersonal data onlywhenthisislegallypermitted – respect certain obligationsregarding the processing of personal data (details on nextslide) ; – respond to complaintsregardingbreaches of data protection rules; – collaboratewith national data Source: http://ec.europa.eu/justice/data-protection/index_en.htm
- 7. 1.2. Data privacyrules for data controllers • Personal Data must be – processed legally and fairly; – collected for explicit and legitimate purposes and used accordingly; – adequate, relevant and not excessive in relation to the purposes for which it is collected and/or further processed; – accurate, and updated where necessary; – kept any longer than strictly necessary; – rectified, removed or blocked by the data subject if incorrect; – Protected against accidental or unlawful destruction, loss, alteration and disclosure, particularly when processing involves data transmission over networks. Source: http://ec.europa.eu/justice/data-protection/index_en.htm
- 8. 1.3. Data privacy& internal social media questions • Whichprecisepurpose ? • Whatkind of personal data willbestored? • Are data stored in Europe ? • Are they in the « Cloud »? • Data privacy commission adviceneeded? • Whatwillbe the securitypolicy? • What about the content of ex-employees? • Is a code of conductenough? SO IT ’S AN IMPORTANT ISSUE !!!
- 9. 2.0. Data security SOURCE DE L’IMAGE: http://www.techzim.co.zw/2010/05/why-organisations-should-worry-about-security-2/
- 11. How many information? 67
- 12. Employees share (too) many information and also with third parties
- 15. Where do one steal Which devices are data? stolen? •Banks •USB •Hospitals •Laptops •Ministries •Hard disks •Police •Papers •Newspapers •Binders •Telecoms •Cars •...
- 16. TELEWORKING
- 17. What are Control limitations?
- 18. 3.0. INTELLECTUAL PROPERTY Source de l’image: http://www.maniacworld.com/copy-and-paste-babies.html
- 20. Employer’sresponsibility ! • What about externalprotectedworks? • What about creation by employees? • What about import of protectedworks by employees? • What about sub- contractorsprotectedworks? • What about advertisingcampaign? • What about pressclipping? • What about externaltrademarks • What about employee’s images? • … • What do youthink of a code of conduct? http://amirrezashamloo.blogspot.be/2010/10/copyright-symbol-and-related-symbols.html
- 21. 4.0. INTERNAL COMMUNITY MANAGER PICTURE CREDIT: http://fromthiscorner.blogspot.be/2012/10/the-community-manager-role.html
- 22. Who’s in charge if …? http://www.capreseaux.fr/community-management/
- 23. Second part: Added value http://www.mckinsey.com/insights/mgi/research/technology_and_innovation/the_social_economy
- 25. Reading and answering e-mail. Approximately 28%, or about 11.2 hours, of the average interaction worker’sworkweekisspentreading and answering e-mails. The studyindicatesthatbecause of private social media’sability to makesearchable content out of all posted messages, the amount of time spentwith e-mail canbereduced by as much as 35%, or about 4 hours.
- 26. Searching and gathering information. 19%, about 7.6 hours, of the average interaction worker’sworkhours are spentsearching for internal information only certain employeespossess. Again, because of enterprise social media’sability to store all messages as searchable content, this figure canbereduced by nearly 35% to about 4.9 hours per week, whichamounts to a savings of 2.7 hours per week per interaction worker.
- 27. Communicating and collaboratinginternally. Using phones, e-mail, and in-person interaction to communicate consumes about 5.6 hours of the average interaction worker’sworkweek. Becauseyoucandirectly message anyone in the organizationwithoutcluttering up an e-mail inboxwith a collaboration tool, yourorganizationcanrealize up to a 35% time savings, or about 2.0 hours per interaction worker.
- 28. Role-specifictasks. Tasksspecific to a particular job consume the mostamount of time for anyrole, averaging out to about 15.6 hours per week. Internal social media increases the productivity of thesetasks by about 15%, or approximately 2.3 hours per week. One waytheyenhancejob-specificproductivity lies in theirability to centralize al job functionsat one hub, soyouremployeesbeginusing all other applications there.
- 31. Source de l’image: http://agiledudes.com/wp-content/uploads/brain-transfer.jpg
- 35. Reed's Law The value of networks scales exponentially with the size of the network. http://fr.slideshare.net/eekim/achieving-collective-intelligence
- 36. Brooks's Law Adding people to a complex project makes it take longer. http://fr.slideshare.net/eekim/achieving-collective-intelligence
- 37. Network Network Potential Friction http://fr.slideshare.net/eekim/achieving-collective-intelligence
- 38. We Want Reed to Win! http://fr.slideshare.net/eekim/achieving-collective-intelligence
- 40. Otheradded value • KM • Collective intelligence • Co-working • Network management • BUT • The vendorsalreadytoldyou, is ‘nt it?
- 41. Conclusion • Do not forgetprivacy issues • CC/CO 81 • Control or not control • IPR regulation s/b reminded • Internal code of conduct • BUT • There are some important added value
- 42. Internal code of conduct main rules • Define the internal and external social media • Intellectualpropertyrules • Data privacyexplanations • Confidential information • Anonimityisforbidden • Penalties • And • Which communication for the code of conduct? • How to have itapproved?
- 45. Any questions ? Crédit image: http://jillsbooks.wordpress.com/2010/09/15/hellooooo-anybody-out-there/raise-your-hand-2/ 45