Originally posted on 10 Dec 2013
The internet phenomenon of ‘trolling’ – making provocative or offensive online comments to get an angry reaction – has come tomainstream attention in recent weeks. Trolls usually hide behind anonymous accounts, but when they are unmasked there can be serious repercussions for the reputation of the company and the welfare of employees. In one high-profile case, colleagues of an outed troll (that is, one that has been unmasked) received death threats and the company was engulfed in a media storm. How should employers reduce the risk of this happening?
It can be no bad thing to have an effective social media policy in place. This should lay down in simple language what is considered acceptable, and what may lead to disciplinary action. It may also have provisions to protect an organisation against liability for the actions of its workers – and help employees draw a clear line between what they do in their private and professional lives.
While offensive comments against colleagues can be dealt with in a straightforward manner under an organisation’s disciplinary procedures, it may be harder to deal with instances in which trolling has happened in private time on a private device. Even so, it could be stated in company policy that there will be clear repercussions if employees bring a company into disrepute, regardless of where or when it is done.
Commentators have drawn parallels between trolls being outed today and football hooligans being named in the press in decades past, which sometimes led to their dismissal at work for bringing the reputation of their organisation into disrepute.
An Acas research paper Workplaces and Social Networking: The Implications for Employment Relations advises employers to take a ‘common sense stance’ and draw on ‘norms that might apply in non-virtual settings’ – by treating online behaviour in the same way as behaviour off-line.
A social media policy can only be effective if it is well communicated and understood by all staff. Induction programmes and training around social technology issues could help to keep everybody on board, and reduce the risk of employees overstepping the mark.
He was a Council member of the Institute of Chartered Accountants in England and Wales from 1988 to 1996.
Martin Pollins ran his own firm based in Sussex and was the first Accountancy firm in the UK to advertise on television and Martin went on to create and launch the CharterGroup Partnership (the UK's first Accountancy network) and then LawGroup UK (one of the largest networks of lawyers in the country).
Martin started work on the Bizezia concept in 1996, developing the broad range of information resources and products over the past 18 years.
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