I have just published a Research Note on gartner.com (subscription required) with this same title, to summarize many of the client conversations I am having about whether and how to provide employees with access to public social networks. This is a topic I have touched upon a few times in this blog, but I felt it was time to provide some more structured advice to Gartner clients on three main areas:
- What are the different attitudes that government organizations take vis-a-vis social networks, i.e. deny, replace or embrace.
- How to establish a roadmap to allow employees to create value from participating in social networks.
- What are the main issues to tackle besides establishing or enforcing codes of conducts, such as defining the boundaries between personal and professional profiles, ensuring effective monitoring, measuring impact.
The note suggests that almost all government organizations are obsessed – and rightly so – with defining codes of conduct to make sure employees have acceptable behaviors on public social networks when accessing them from the corporate network and in a professional capacity. But many are missing the fact that it is the employee who holds the key for the successful corporate use of those networks, and may indeed have to provide consent for that to happen.