Actionable Items

Actionable Items

The organizational management cannot blame the city residents for their failure to use the App formally. Rather, it is the city council employees that ought to serve as role models. However, they cannot be effective App users unless the organizational leadership expresses interest in educating them on the Apps use. In addition, it must track the App’s use in real time.

1.     Increase in Information Sharing and Collaboration

The management should encourage the staff to share information freely using cloud sharing tools such as DropBox and Google Drive. Then a specialized team of social media experts can analyze the shared information to get a clear picture of how the employees and city residents interact on the social App. If the interaction is informal, the task force can recommend stringent policies on the App’s use for implementation (Halachmi & Greiling, 2013). Besides, the leadership can use this action plan to eliminate workplace frustrations characteristic of too much time wastage in informal interactions.

2.     Keeping Track on the Employee’s Engagements

The organization can use compatible information sharing tools and plug-ins to track the worker’s online interactions and to encourage collaborations among co-workers towards formalization of texting and social communication. If the employees have an opportunity to access and share information remotely, doing business with the city residents will be easier.

3.     Focusing on Individual Employee Performance

Despite the fact that all organizations strive for a 360-degree performance management, only a handful attain this goal. What many HR leaders are not aware is that the latest technology provides talent management software usable together with social Apps to ensure that the employee’s social interactions are in line with the firm’s objectives and goals (Derksen et al., 2012). Therefore, the Fantastyland WY management should use the software to solicit and facilitate ongoing peer feedback to create a personalized competency framework and profiling for improvement of individual employee’s App use.

4.     Provision and Reception of Real-Time Feedback

In most of the Apps and social media platforms, the operators can receive performance reviews quarterly or annually. It should not be the case for Fantastyland, WY, given that the new technology policy aims at enhancing transparency, the provision of feedback should be a daily ongoing process (Halachmi & Greiling, 2013). The latest research indicates that only 2% of HR officials in the US organizations provide feedback to their workforce. The dismal number implies that the Fantasyland, WY is possibly one of the remaining 98% that does not encourage the provision of real-time feedback. Otherwise, the employees and city residents would not use the App informally.

Through the App, the HR department can automate the performance review process rather waiting for 12 months for a manual performance review that is not only tedious but also time-consuming. According to Mergel & Bretschneider (2013), periodic reviews cannot meet the firm’s objectives of eliminating the non-professional informal use of the social app. Instant feedback mechanism improves motivation and engagements significantly through the workforce’s consistent guidance towards the right technological direction. In this way, the junior staff can offer suggestions directly to their superiors. Notably, employees are more motivated to adhere to the firm’s regulations if the management values them as key contributors to the corporation’s success.

5.     Facilitation of “Learning on the Go”

It is true that the organization wants to discourage the use of the App for informal interactions. However, Fantastyland WY local municipality should not bar the employees from accessing the work-related information from home. If the management accords them with this freedom, they will readily comply with the firm’s new regulations. The App should be usable in mobile phones to guarantee flexibility in remote file accessibility (Chang et al., 2014).

References

Chang, J. M., Ho, P. C., & Chang, T. C. (2014). Securing BYOD. IT Professional, 16(5), 9-11. doi:10.1109/MITP.2014.76

Derksen, M., Vikkelsø, S., Beaulieu, A. (2012). Social Technologies: Cross-Disciplinary Reflections on Technologies in and from the Social Sciences. Theory & Psychology 22(2), 139 –147. doi: 10.1177/095935431142759

Halachmi, A. & Greiling, D. (2013). Transparency, E-Government, and Accountability. Public Performance & Management Review, 36(4), 572-584. doi:10.2753/PMR1530-9576360404

Mergel, I. & Bretschneider, S. I. (2013). A Three-Stage Adoption Process for Social Media Use in Government. Public Administration Review, 73(3), 390-400. doi:10.1111/puar.12021