Bosses may be the biggest users of social media in the workplace, but that might not always be a bad habit.
This was a key finding of a new report from The Economist Corporate Network (ECN), which was sponsored by Hays.
It highlighted that 70% of bosses stated it is important for CEOs to utilise social media to enhance talent management processes.
Only a small minority (13%) responded negatively.
Despite this, less than half (48%) went on to indicate that they actually use social media to engage with employees.
Titled Drive or Delegate? Digital workplace strategy, talent management and the role of the CEO in Asia, the report polled more than 500 regional and country CEOs in Asia.
In addition, the report uncovered the ways in which CEOs are currently utilising social media networks or tools, and for what purpose.
Interestingly, the vast majority view social media primarily as a means to communicate news and developments.
However, some respondents felt that given the rapid rise of digital technology in the workplace, there is the danger that companies are over-emphasising the need to incorporate digital solutions and digital platforms into work processes.
The report stated CEOs across the region agreed that face-to-face conversations as well as events like townhalls and internal corporate get-togethers should not be banished as outdated.
“Finding the right balance between the traditional and digital is essential for employers to foster a cohesive working environment between a connected mobile generation and those that bring a traditional skill set,” said Christine Wright, managing director of Hays in Asia.
In line with such a social media strategy, the survey also examined the link between an organisation’s digital culture and talent management.
“We felt that a good starting point would be to ask how CEOs perceive this relationship with a focus on the organisation’s ability to attract and retain top talent. Perhaps unsurprisingly, fully 77% agreed that there is, further underlining the reality of this highly competitive segment of the labour pool,” the survey stated.
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Going further, the report addressed what ways talent management issues are explicitly considered when the digital workplace strategy is drawn up.
A desire to facilitate collaborative working, improve employee engagement and to empower employees stood out as the key drivers of the digital workplace strategy as it pertains to talent management.
On the other hand, promoting diversity was seen as the least important factor prompting the question of whether companies are missing on an opportunity to develop a more diverse workforce.
“Similarly, only 31% of respondents rated people analytics as a very important driver of strategy. However, one of the key promises of the digital workplace is that the data generated offers a powerful new way of learning more about your workforce, identifying exceptional people and providing feedback far more proactively than an annual assessment.”
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