In the webinar sponsored by Thomas entitled We Don’t talk Anymore: The HR World, Elcke Du Plessis was Global Training Specialist at Thomas. Florence Carter Global VP, People and Culture for Fuse Universal and Spencer Gray People Business Partner at Thomas discussed challenges in handling communication within companies.
The panelists explained how HR can help to determine the best channel for specific communication and how to use it effectively, without causing confusion or over-communication. This webinar is worth watching for the examples and practical advice given. Below, the panel answers two additional questions on this topic.
1: Do HR and businesses have the right not to allow people to use certain platforms/channels at work? How can you patrol this?
Spencer Gray : It’s not about the right to stop – I think it’s more about being transparent and having a good reason for why certain platforms are supported or not. It’s usually about data protection, compliance or security – which is fair. It’s important to understand the why and not just enforce what.
Thomas does not take a “thou shalt” approach. We make the tools that we support easy to use, and build a culture around them. When people use WhatsApp or private channels to work, this is often an indication that our official tools don’t meet their needs. Instead of policing behavior, we ask what’s missing in the current setup. What are the people’s needs to be able to work together more easily?
I dislike the term “patrolling” as it makes HR sound like a ‘HR Police’, which I believe the industry is working to get away from. When teams feel confident about the tools and know where to find the correct information, they will stop using the wrong channels.
Elcke Du Plessis: Businesses have the right (after all, they pay for it) to dictate which platforms and channels are used. It’s all about how restrictions are communicated. HR can play the role of Enabler and not Enforcer. People will better understand the reasons why certain tools are forbidden, and they’ll feel supported when using the approved tools. Instead of a simple “thou shall not” approach, the messaging should focus on “protecting your client and your work”.
Florence Carter I agree that businesses and HR can restrict access for employees to certain platforms or channels. This is important because of the following:
- Security: Unauthorised platforms may pose security risks by exposing sensitive data of companies to cyberattacks and breaches.
- IP Protection: Limiting access to confidential information, trade secrets, and other valuable IP helps protect it from unauthorised dissemination.
- Confidentiality: maintaining client and internal confidentiality. Uncontrolled platform use can lead to intentional or accidental leaks.
These restrictions can only be enforced:
- Clarify policies: Develop relevant policies that outline acceptable and unacceptable platforms use.
- Your IT department can implement measures to block or restrict access to sites and applications that are prohibited. I have worked for companies that restrict access to certain sites. You need to make a compelling business case as to why you require access before you are granted access.
- Monitoring: The IT department could conduct regular audits to identify possible violations. This should be done while respecting employee privacy and maintaining security.
- Employee awareness and training: Inform your employees about the dangers of unauthorised platform use and the importance to adhere to company policies. Fuse, for example, has an annual IT & Data Security Training and Assessment which all employees must complete and pass.
Companies can manage platform access effectively and minimize the risks associated with it by combining clear policies and technical controls and continuing education.
The panel can give you some tips on how to deal with “word of mouth” issues, such as rumors and rumours. The business is being criticized or rumours are spreading.
Florence Carter Dealing word-of-mouth issues requires a proactive, transparent approach.
- Open-door policy:
- My team and I are always close to our people. We listen to their concerns, as well as any rumours. It is crucial to detect rumours early in order to stop them from spreading.
- I encourage all of our employees to express their concerns to their managers and the People team directly, instead of using informal channels.
- Communication from the Leadership:
- Our CEO holds group Q&As, which are a powerful tool. These sessions give leadership a chance to address employee concerns directly, set things straight, listen and dispel rumours.
- Regular updates by leadership through different channels keeps our people informed and reduces uncertainty.
Spencer Gray : When rumours fly, it usually means that there is a vacuum and people fill it with their version of the events. It’s not just our job as HR professionals and leaders to correct the records, but to prevent the need for speculation.
We address rumours head-on, not defensively, but curiously. What is the source of this? What is the fear or uncertainty that lies beneath? Behind every rumour lies a genuine concern, even if it’s not accurate.
It’s not so much about shutting up whisper networks as it is about creating enough clarity in the communication or decision that people won’t feel the need to talk about it.
Elcke Du Plessis: I agree — transparency is important, and this effort doesn’t happen once. Regular and consistent updates by leadership help to build trust, which reduces the need for people seeking answers elsewhere. Not only is it important to respond to issues as they arise, but also create a rhythm of communication which keeps everyone informed and in touch. Employees who feel comfortable asking difficult questions and receive honest and thoughtful responses reinforce a culture of trust and clarity.
