Proposal of Social Media Essay Example

that outshine traditional physical groups. Given the increasing interconnectedness since the inception of the Information Superhighway concept back in the 90s, it's evident that individuals' capacity to disseminate and consume information via mobile or fixed networks continues to grow.

The way we conduct business has been reshaped due to this interconnectedness, introducing novel ecosystems itself (Balmer ; DiMauro, 2009, p.94). Such ecosystems foster the expansion of trust among employees beyond mere geographical closeness, shifting more towards relativity and shared viewpoints (Balmer ; DiMauro, 2009, p.94). It is required of employees on social media to "present themselves publicly, portray their background through their profile and exhibit their professional networks and connections" which further helps in forming communities that are centered around common ideas and teamwork (Balmer ; DiMauro, 2009, p.4).

We propose a strategy to give SRA an advantage in attracting and preserving elite professionals by using two professional social networks for public interaction: Facebook and LinkedIn. Utilising Facebook can allow SRA to effectively apply their communication approach to a large client base and potential hires. Prospective employees are likely to find this appealing given that "professionals with extensive networks are more inclined to gather views through their online connections and peruse blogs as preliminary steps in their decision-making process" (Balmer ; DiMauro, 2009, p. 6).

SRA could utilize LinkedIn as another means of enhancing its communication strategy. LinkedIn enables SRA to establish a business profile accessible by the public, giving potential professionals a chance to see the profiles of SRA’s associated workers. It also provides an avenue for SRA to showcase its unique position within the federal contracting industry and discuss the

thrilling projects its employees are engaged in. Through LinkedIn, SRA can show evidence of high job satisfaction among its staff.

SRA projects the essence of the work experience it offers to prospective employees through core values like meaningfulness of work, responsibility for outcomes, and variety (Colquitt et. al, 2011, p. 111). To cultivate an interconnected environment among its global and diverse teams, our suggestion is to utilize two internal social media tools: Yammer and Bubbl.us. It's shown that connections and collaborations these two platforms offer are the primary motivations for professionals using social media (Balmer & DiMauro, 2009, p. 6).

Yammer acts as a communication tool that allows SRA to create in-house social networks that overcome the boundaries of internal business sections. It further presents an avenue for employees to produce content through micro-blogs and wikis, creating a conducive environment for valuable professional exchanges among staff based in different locations, eventually fostering a strong community throughout the company. Similarly, Bubbl.us is a collaboration tool which gives employees from diverse parts of the organization a chance to jointly manage similar projects asynchronously.

This straightforward interface enables users to jumpstart the ideation process instantly. The concept revolves around permitting users to construct mental diagrams through the use of coloured globes. Newport (2006) pointed out that mental diagrams replicate our cerebral functioning and are a "productive method for recording thoughts" (Newport, 2006, p. 12). Utilizing the idea of forming globes, an employee initiates a mental diagram by determining a fundamental notion before identifying several crucial concepts. These concepts should not exceed 1-3 globes. From these globes, anyone interested in examining the mental diagram, including the

original creator, can extend their exploration to the peripheral levels.

Bubbl.us is a platform that allows users to distinguish their bubble elements by customizing them with different colors and categories. It provides the option to transfer their mind maps onto various platforms such as Microsoft PowerPoint or a blog. The recommended tools have an easy-to-use interface, displaying content in a clear and comprehensible format. Regardless of technological proficiency, all team members can utilize these tools. Moreover, these tools closely resemble or are identical to those typically used in personal contexts.

In order to use these tools, SRA must concede some measure of control as the applications are hosted by vendors. This introduces a level of risk that may not align with company protocols. It is crucial that these applications are thoroughly evaluated to guarantee that sensitive information is not accidentally revealed to the public. SRA should communicate their security prerequisites to the suppliers and compare how their security measures align with SRA's. Subsequently, SRA can gauge the potential risk they need to bear in return for utilizing these tools.

The method for evaluating the effectiveness of community development in GDMCTs and its significance primarily entails scrutinizing SRA worker engagement. A significant portion of staff and managers at SRA are active users of platforms such as Facebook in their private lives. The challenge for SRA will be transitioning this personal application of social media tools into professional usage within the organization. To gauge its efficiency, SRA will need to establish standards and employ measurement instruments like online polls and surveys. The success rate will be determined by observing how their personnel utilize these

utilities and the impact it has on business outcomes.

The typical communication pattern within SRA is based on a highly centralized wheel network structure where the manager usually communicates to an employee (Colquitt et. al, 2011, p. 424). The introduction of social media tools enables the incorporation of casual dialogues, a trait of the all channel network structure (Colquitt et. al, 2011, p. 424). To gauge this engagement level, one needs to assess the rise in informal content. This assessment can be made by tracking the increase in blog posts and wiki pages count. Utilization of web tracking utilities like site counters serves as another method for evaluating engagement.

By incorporating it on the company's internal websites, SRA can monitor the frequency of employees accessing these resources. The suitability of the suggested media, strategy, and assessment method as a competitive edge for SRA: An expanded digital outreach through the proposed media, strategy, and evaluation plan gives SRA a competitive upper hand. This virtual platform enables SRA to relay its commitment to “addressing intricate issues of global importance for clients in national security, civil government and global health”. They accomplish this through “specialized knowledge, technical instruments and reliable solutions” according to sra.com. With a workforce of 7,000 in 50 countries across the globe, applying these methods and tools is imperative for SRA to sustain market leadership. This enables them to attract and retain proficient employees by meeting their demands for networking and teamwork. The corporate enlistment of social media channels like Facebook and LinkedIn is an emerging trend.

According to a CareerBuilder survey mentioned by Chunik, only 35 percent of companies use social

media as a tool for improving their brand image. This number decreases to 21 percent when it comes to using the platform for recruitment purposes (Chunik, 2011). SRA is distinguishing itself in the digital landscape by outperforming its competitors and reaping benefits such as managing its employer branding, attracting a diverse pool of job seekers and maintaining a robust and appealing employer reputation (Chunik, 2011). By adopting these tactics, SRA is establishing itself as an innovator in the field that uses social media for hiring.

The suggested media, approach, and assessment techniques for forging community ties will not only offer SRA a competitive upper hand but also enhance the social interactions among its staff and fortify the organizational wisdom through the exchange of ideas, skills, and insights. Such assets can bolster interconnectedness and teamwork across various sectors, thus cultivating a dynamic environment where employees find pleasure in dealing with challenging tasks. This consequently improves workers' satisfaction and contributes to the construction and communication of SRA's reputation as an entity committed to tackling intricate issues.

SRA's reputation benefits when its employees participate in online discussions about the company, both on a personal and professional level. The proposed tactic includes recruiting a dedicated social media coordinator to oversee and optimize the organization's efforts on social media platforms. There have been observations that various departments within the company often initiate trial projects for similar technologies independently. Hence, having an individual specifically responsible for coordinating these endeavors is crucial for creating a consistent social media strategy.

This will aid in managing expenses and providing a streamlined approach for the implementation of social media. The financial aspect

of the suggested social media tools for SRA does not necessitate for SRA to invest in software, hardware or qualified specialists to administer the solution. All these applications are maintained centrally by the corresponding vendor and can be publicly utilized by SRA. For instance, Facebook has its datacenter with specialized servers in Prineville, Oregon (McMillan & Gaudin, 2011, p. 8). The required expenses for these applications pertain mainly to the license or subscription account.

SRA can focus its resources on enhancing its presence and creating content for social media platforms like LinkedIn or Facebook, thanks to this approach. The benefit of employing these tools is that they do not demand substantial financial outlays or investments. As the current information technology and human resources department are sufficiently equipped, there's no need for SRA to hire additional staff to manage and create content for these channels. Moreover, extensive training isn't necessary as most employees are already familiar with these tools from their personal usage.

The direct adaptation of individual to business utilization can also facilitate buy-in from staff, as they are accustomed to these tools. Risks and Constraints It's crucial for SRA's leadership to moderate their expectations for the short-term return on social media investment. This is a comparatively new area for business application and must navigate through the full life cycle as a fresh project. Gaining employee buy-in is a critical element in getting a positive investment return that justifies the resources allocated to deploying this type of initiative.

Furthermore, management endorses the complete deployment of these utilities in line with SRA's principles. SRA is responsible for formulating a scheme regarding

the application of both internal and external social media tools to give directions for their suitable use. Misusage of these resources could breach the contract terms that SRA upholds with its suppliers. Besides, legal and regulatory offenses could be perpetrated using these tools, posing a fiscal and reputational risk to SRA.