Mastering the Social Media Minefield: Navigating Employee Usage in the Digital Age
Sally Dillon • June 18, 2023
Mastering the Social Media Minefield
Why is this an issue right now?
Social media has become an integral part of our lives, both personally and professionally. With an estimated 21.3 million Australians expected to be active on social media in 2023 (representing over 80% of the population and spending more than two hours daily), employers can no longer afford to overlook the impact of social media use by their employees.
It's essential to recognise that employees' social media activities can pose risks to their employers' brand reputation. Inappropriate comments, abusive behaviour, sexism, threats, harassment, gossip, policy violations, or breaches of legislation such as anti-discrimination laws can all occur in various online platforms, including messaging apps. Without an appropriate social media policy and effective training in place, employers may find it challenging to take appropriate action.
In this blog, we will delve into the importance of addressing employee social media usage and provide valuable insights into creating a robust social media policy and implementing effective training. By doing so, employers can safeguard their brand reputation, mitigate legal risks, and foster a positive and responsible online presence.
Is your company's social media policy and training process strong enough to protect you from unfair dismissal claims?
Recent decisions by the Fair Work Commission (FWC) shed light on the importance of clear and practical training, rather than just going through the motions.
Let's take a look at a real-life case from April 2023 involving two firefighters who were fired for sharing offensive and pornographic content in a private Facebook Messenger chat called "Sickos video sharing group." Here's the surprising part: one of the firefighters got his job back (check out Mr Martin Pelly v Ventia Australia Pty Ltd T/A Ventia 2023 FWC 907 18 April 2023). Despite posting inappropriate and sexist comments, the FWC reinstated him. Why? Well, it turns out he wasn't properly trained in the company's social media policy, and the online-only training he received was deemed inadequate.
It's interesting to note that most of the offensive posts were made outside of work hours. The FWC recognised that employees have a right to a private life and that it's not their role to judge personal behaviour. However, the second firefighter who posted a pornographic video during work hours wasn't as lucky (see Mr Adam Thompson v Ventia Australia Pty Ltd T/A Ventia [2023] FWC 904 -18 April 2023). It's common sense that sharing pornography while on the clock is inappropriate conduct, even without specific training.
Although the Facebook chat didn't mention the employer, and the employee didn't use work devices to post, the fact that the offensive message was sent during work hours justified the dismissal. The FWC criticised the employer's haphazard training approach, which seemed superficial and self-taught. They recommended face-to-face training with educational rigor and outcomes.
In another recent case (Mr Michael Varker v Victoria Police FWC 1161 – 17 May 2023), an employee's personal social media posts were found to be concerning, inappropriate, and racist. However, the FWC didn't consider them a breach of the employer's social media policy because they were made during personal time and didn't directly impact the employer's reputation.
What can you do to minimise you risk?
These cases serve as a reminder to employers to take specific actions:
- Clearly define the boundaries and context for private social media posts, which can be more important than the content itself when dealing with disciplinary actions or termination decisions.
- Review and improve the clarity and delivery of your social media policies and training. Make sure employees understand the policy's purpose, scope, and the platforms it covers (such as LinkedIn, TikTok, Facebook). Communicate clear expectations for representing the employer on public social media platforms, emphasising that online conduct can affect employment if it's connected to their job or reflects poorly on the employer.
- Consider the appropriateness of your training approach, including the possibility of face-to-face sessions for your workplace.
- Use plain language in your training materials and policies to ensure understanding.
- Clearly communicate your expectations for employee conduct both inside and outside of work.
- Regularly update and distribute your policies to align with changes in legislation.
- Continuously monitor and enforce compliance with your policies.
- Provide clarity on the boundaries for using personal accounts and devices when expressing divisive opinions or sharing offensive and inappropriate comments, as these can be traced back to the employer.
- Educate employees on handling confidential information and respecting intellectual property boundaries when sharing online.
By implementing a strong policy and delivering clear, regular training, employers can eliminate any confusion about expectations for online conduct.
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Introduction HR is one of the most misunderstood roles in business. Some believe HR exists to protect employees. Others think HR’s sole job is to defend the company. Both are wrong. And this misunderstanding is costing businesses money, trust, and talent. For over two decades, I’ve seen organisations sideline HR - treating them as a policy enforcer or an afterthought. The result? 🚨 Employees don’t trust HR. 🚨 Leaders fail to leverage HR strategically. 🚨 Businesses struggle with culture, retention, and performance. But here’s the truth: HR isn’t about sides. It’s about solutions. Great HR drives business outcomes by balancing people and performance. The question is: Are you using HR to its full potential? HR as a Strategic Powerhouse, Not Just a Policy Enforcer The best businesses don’t just "have" an HR department. They embed HR into leadership decisions. HR isn’t just about hiring, firing, and compliance - it’s about: ✅ Shaping culture and engagement (which directly impacts performance). ✅ Developing leadership capabilities (to create stronger teams). ✅ Driving strategic workforce planning (so you have the right people, in the right roles, at the right time). ✅ Maximising financial impact - because people are both your biggest cost and your greatest asset. If your HR function isn’t influencing leadership, growth, and profitability , you're leaving money on the table. HR as a Key Voice on Your Leadership Team Many leadership teams still treat HR as a support function rather than a core business driver. That’s a mistake. Your Chief People Officer (CPO) or HR Director should have the same level of influence as your CFO, COO, or Head of Sales. Why? Because your people strategy IS your business strategy. 🔹 You wouldn’t make financial decisions without consulting your CFO. 🔹 You wouldn’t make operational changes without your COO’s input. 🔹 So why make leadership and talent decisions without HR at the table ? And yet, in many businesses, HR reports to finance, operations, or admin - departments that have their own agenda when it comes to assessing people needs, budgets, and workforce requirements. HR should report directly to the CEO, or Business Owner to ensure people strategy is aligned with business strategy - not just budget constraints or operational efficiency. Because when HR is filtered through another department’s lens, critical workforce decisions become secondary to financial targets, logistical priorities, or admin processes. If your HR leader doesn’t report directly to the top, you may be unknowingly limiting their ability to drive real business outcomes. Are You Using HR to Its Full Potential? Take a moment and ask yourself: ❓ If you have an in-house HR team, are you using their skills and expertise across all areas of your business? Or are they stuck in admin-heavy tasks, when they could be driving strategic initiatives? ❓ If you’re a small or medium business and don’t have in-house HR, why haven’t you partnered with an external consultant? What’s stopping you from leveraging the expertise that could transform your business? In larger businesses, HR should go beyond just ‘HR.’ Under an expanded People & Culture framework, HR should oversee: ✔ Training & Development – ensuring leaders and employees are constantly upskilling. ✔ Work Health & Safety – making compliance, risk management, and employee wellbeing a priority. ✔ Recruitment & Talent Strategy – not just filling roles but attracting and retaining top performers. ✔ Major Projects & Change Management – ensuring workforce alignment with organisational shifts. In smaller businesses , these functions can be outsourced or strategically managed by an external HR consultant working directly with the business owner. This ensures a strong, aligned people strategy, while certain operational roles (finance, admin, or operations) may take on specific HR tasks - as long as they receive the right training, support, and strategic direction. HR isn’t just a department - it’s an investment in your business’s future. Whether in-house or external, make sure your HR function is working at a strategic level, not just buried in paperwork. HR’s Impact on the Bottom Line People aren’t just a cost centre - they are a profit driver. 📊 Labour is often one of the largest expenses in a business - so managing it strategically impacts profitability. 📊 Engaged employees are 23% more profitable , according to Gallup. 📊 Turnover costs 50-200% of an employee’s salary - losing top talent is expensive. When HR has a strategic voice in leadership , businesses see: ✔ Stronger alignment between business goals and people strategy. ✔ Faster, smarter hiring that supports growth. ✔ Better leadership development , reducing costly turnover. ✔ More effective workforce planning , so salaries, training, and hiring are investments—not wasted costs. Final Thought: HR is Not a Department - It’s a Business Growth Lever If your HR function feels like a compliance department , you’re doing it wrong. HR should be a leadership asset , helping your business make smarter, people-focused decisions. So, here’s my challenge to you: 📌 If you’re a CEO or MD - bring HR into the strategy conversation early and often. 📌 If you’re a leader - use HR as a coaching and development resource, not just a policy checker or problem fixer. 📌 If you’re in HR - push for a strategic role in leadership, not just operational support. Because when HR and leadership align , businesses don’t just succeed. They thrive. Want to Develop Stronger, More Strategic Leaders? If you’re serious about building leadership capability in your business, let’s talk. My Leadership Dynamics Accellerator Program helps CEOs, Business Owners, Leaders and HR teams create high-performing leaders who know how to balance people and performance. 📅 Book a free leadership triage call to see how we can help here . 🚀 Save your spot in our next Leadership Dynamics Accelerator Program here . 📩 Send us an email for more information here . Let’s build something stronger - together.
Is The Monkey Still Relevant? In the world of modern management, the concept of "Management Time: Who’s Got the Monkey?" by William Oncken Jr. and Donald L. Wass still resonates deeply. Originally published in 1974 and revisited multiple times, this seminal article sheds light on a perennial issue: managers overwhelmed by tasks while subordinates seem to have ample time and energy. Understanding Management Time Today Managers today face a quartet of time demands: Boss-imposed time: Tasks directly mandated by superiors, non-negotiable and swiftly penalised if neglected. System-imposed time: Requests from peers for support, vital for organisational harmony and efficiency. Self-imposed time: Initiatives and tasks originating from the manager themselves, including tasks delegated by subordinates. Team member-imposed time: Requests, questions, or tasks initiated by team members that require the manager's attention or input. The challenge lies in balancing these demands to maximise discretionary time—time not governed by external pressures and crucial for strategic decision-making. The Monkey Metaphor in Today’s Workplace Imagine a manager walking down the hallway, stopped by a subordinate with an urgent issue. Initially, the problem is the subordinate's ("the monkey is on their back"). However, as the manager engages without immediately resolving, the monkey leaps to the manager's back. This shift represents how subordinates can inadvertently burden managers with their tasks and decisions. Practical Leadership Takeaways Empowerment through Initiative: Managers should foster a culture where subordinates take initiative and responsibility. This not only lightens the manager’s load but also enhances team autonomy and morale. Clear Communication: Setting clear boundaries and expectations prevents monkeys from leaping onto the manager's back. Discussions should clarify who owns the next steps and when they should be completed. Time Management: Effective time management is not just about personal efficiency but about strategically using discretionary time to focus on high-impact tasks and strategic priorities. Implementing Modern Strategies Today's managers must proactively manage their time and responsibilities: Appointment-Based Support: Engage with subordinates by appointment rather than ad-hoc interruptions to manage tasks effectively. Documentation and Follow-Up: Use technology and structured communication tools to document tasks and progress, ensuring clarity and accountability without burdening the manager. Training and Empowerment: Invest in training programs that empower subordinates to handle tasks independently and make informed decisions. Conclusion The timeless lesson from "Management Time: Who’s Got the Monkey?" remains clear: managers must reclaim control over their time by preventing subordinate tasks from becoming their own. By fostering initiative, setting clear boundaries, and leveraging technology, modern leaders can achieve greater efficiency and effectiveness in their roles. This approach not only reduces stress but also enhances organisational productivity and employee satisfaction—a win-win for managers navigating today’s complex business environments. You can read the original HBR Article here. Further Enhance Your Leadership Skills If you find yourself grappling with the challenges of balancing managerial responsibilities and empowering your team effectively, consider exploring our Leadership Dynamics Program at Revolution Consulting Group. Designed to equip leaders with modern strategies and practical tools, our program focuses on fostering a culture of accountability, enhancing team dynamics, and maximising leadership potential. Whether you're looking to refine your leadership approach or empower your team to take on greater responsibilities, our tailored coaching and training solutions can support your journey towards becoming a more effective and influential leader. Click here to book an free Triage Call to find out about how our 12 week Leadership Dynamics Program can benefit you. Click here to join our mailing list to get more tips, advice and updates on all things HR and Leadership.
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Introduction HR is one of the most misunderstood roles in business. Some believe HR exists to protect employees. Others think HR’s sole job is to defend the company. Both are wrong. And this misunderstanding is costing businesses money, trust, and talent. For over two decades, I’ve seen organisations sideline HR - treating them as a policy enforcer or an afterthought. The result? 🚨 Employees don’t trust HR. 🚨 Leaders fail to leverage HR strategically. 🚨 Businesses struggle with culture, retention, and performance. But here’s the truth: HR isn’t about sides. It’s about solutions. Great HR drives business outcomes by balancing people and performance. The question is: Are you using HR to its full potential? HR as a Strategic Powerhouse, Not Just a Policy Enforcer The best businesses don’t just "have" an HR department. They embed HR into leadership decisions. HR isn’t just about hiring, firing, and compliance - it’s about: ✅ Shaping culture and engagement (which directly impacts performance). ✅ Developing leadership capabilities (to create stronger teams). ✅ Driving strategic workforce planning (so you have the right people, in the right roles, at the right time). ✅ Maximising financial impact - because people are both your biggest cost and your greatest asset. If your HR function isn’t influencing leadership, growth, and profitability , you're leaving money on the table. HR as a Key Voice on Your Leadership Team Many leadership teams still treat HR as a support function rather than a core business driver. That’s a mistake. Your Chief People Officer (CPO) or HR Director should have the same level of influence as your CFO, COO, or Head of Sales. Why? Because your people strategy IS your business strategy. 🔹 You wouldn’t make financial decisions without consulting your CFO. 🔹 You wouldn’t make operational changes without your COO’s input. 🔹 So why make leadership and talent decisions without HR at the table ? And yet, in many businesses, HR reports to finance, operations, or admin - departments that have their own agenda when it comes to assessing people needs, budgets, and workforce requirements. HR should report directly to the CEO, or Business Owner to ensure people strategy is aligned with business strategy - not just budget constraints or operational efficiency. Because when HR is filtered through another department’s lens, critical workforce decisions become secondary to financial targets, logistical priorities, or admin processes. If your HR leader doesn’t report directly to the top, you may be unknowingly limiting their ability to drive real business outcomes. Are You Using HR to Its Full Potential? Take a moment and ask yourself: ❓ If you have an in-house HR team, are you using their skills and expertise across all areas of your business? Or are they stuck in admin-heavy tasks, when they could be driving strategic initiatives? ❓ If you’re a small or medium business and don’t have in-house HR, why haven’t you partnered with an external consultant? What’s stopping you from leveraging the expertise that could transform your business? In larger businesses, HR should go beyond just ‘HR.’ Under an expanded People & Culture framework, HR should oversee: ✔ Training & Development – ensuring leaders and employees are constantly upskilling. ✔ Work Health & Safety – making compliance, risk management, and employee wellbeing a priority. ✔ Recruitment & Talent Strategy – not just filling roles but attracting and retaining top performers. ✔ Major Projects & Change Management – ensuring workforce alignment with organisational shifts. In smaller businesses , these functions can be outsourced or strategically managed by an external HR consultant working directly with the business owner. This ensures a strong, aligned people strategy, while certain operational roles (finance, admin, or operations) may take on specific HR tasks - as long as they receive the right training, support, and strategic direction. HR isn’t just a department - it’s an investment in your business’s future. Whether in-house or external, make sure your HR function is working at a strategic level, not just buried in paperwork. HR’s Impact on the Bottom Line People aren’t just a cost centre - they are a profit driver. 📊 Labour is often one of the largest expenses in a business - so managing it strategically impacts profitability. 📊 Engaged employees are 23% more profitable , according to Gallup. 📊 Turnover costs 50-200% of an employee’s salary - losing top talent is expensive. When HR has a strategic voice in leadership , businesses see: ✔ Stronger alignment between business goals and people strategy. ✔ Faster, smarter hiring that supports growth. ✔ Better leadership development , reducing costly turnover. ✔ More effective workforce planning , so salaries, training, and hiring are investments—not wasted costs. Final Thought: HR is Not a Department - It’s a Business Growth Lever If your HR function feels like a compliance department , you’re doing it wrong. HR should be a leadership asset , helping your business make smarter, people-focused decisions. So, here’s my challenge to you: 📌 If you’re a CEO or MD - bring HR into the strategy conversation early and often. 📌 If you’re a leader - use HR as a coaching and development resource, not just a policy checker or problem fixer. 📌 If you’re in HR - push for a strategic role in leadership, not just operational support. Because when HR and leadership align , businesses don’t just succeed. They thrive. Want to Develop Stronger, More Strategic Leaders? If you’re serious about building leadership capability in your business, let’s talk. My Leadership Dynamics Accellerator Program helps CEOs, Business Owners, Leaders and HR teams create high-performing leaders who know how to balance people and performance. 📅 Book a free leadership triage call to see how we can help here . 🚀 Save your spot in our next Leadership Dynamics Accelerator Program here . 📩 Send us an email for more information here . Let’s build something stronger - together.
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