I attended a Radian6 webinar last night,  all about Community Management, and, whilst the typical size of  company I deal with do not necessarily have multi departments within (marketing, sales, PR etc) the principal remains the same.

I think it is fair to say that, for the most part, our American cousins have the ‘edge’ on Social Media and online engagement. We only need to look and see where all the tools and applications that make up Social Media originate from, and look at  popularity and useage to know this is true.

I live in Yorkshire, somewhere ‘up North’ in England. There is a distinct divide between the North and South of my country when it comes to quality of living, earnings, commerce and industry, success and failure. For me, my passion has vested itself in Social Networking, and the opportunities that can arise from connecting and conversing online. It is this experience I wish to share with my fellow Northerners. But there is one huge problem….

Small businesses, some of which do not yet realise how far the Web has evolved, see Social Media engagement as some sort of fad still, and eye it with suspicion.  In addition to this, which worries me far more, is the lack of respect and meaning when selecting and hiring members of staff. I find there are still companies out there who truly believe that by employing someone they are, simply by virtue, doing that individual a favour.

In this kind of scenario and with this type of mentality no one really wins. If employees and staff feel an integral part of the company by whom they are employed, feel that the work they do is valued, that they are a ‘part of everything, appreciated and vital to everyone’s success their reward will go further than just a pay rise.  The end result will be one of sustainability longevity and happiness.

It appears to me that very often all of this is overlooked. The employer feels he is doing his staff a favour by paying them a wage or a salary , the employee feels of no value and as a result may actually resent the very company that is currently providing financial stability to them. How can this scenario bring positive results and company growth? If a member of staff dislikes the way they are treat,  how they are spoken to, how they are perceived, resents his or her employer,and is expected to feel grateful for being employed there – no one can be a winner.

Let’s look at it from the other side of the fence. If an employess is made to feel part of the ‘family’ and instrumental both in their own personal success and that of the company they work for, where their opinions and ideas matter – this is positive collaboration and a great foundation on which to build.

Not too long ago I watched a TV programme about John Lewis Partnership, here in the UK. John Lewis is run as a co-operative – the staff and employees are all share holders and as a result have a vested interest in the management, progression and success of the business. Admitedly there was not 100% positivity among members (not employees, note), but then we are human after all and each of us is unique and individual.

But the co-operative ideal is one that needs to be adopted if companies are to succeed long term. If a business owner carefully selects staff not just because of the skills they possess, but also because of their goals and aspirations, their personality and ideals and welcomes them into a ‘family’ rather than gave them a ‘job’ businesses would build influencers from within – a vital ingredient to future success. If your staff are not positive about what they do, how can they contribute effectively to long term growth and a great reputation? Social Media allows us to communicate widely. We can converse, share and inform on a massive scale. If we wish to retain customer loyalty at the same time as winning new business, we cannot do that with a negative workforce. Be it on or offline comunications, our staff are very often the first contact customers have with our business. First impressions count.

There are those companies that adopt a bonus scheme and in many ways this can help. I know that British Gas for example awards continuity in attendance with a bonus for not taking any days off sick in a period of time. They also provide adequately for their staff recreationally with pool tables, widescreen TVs, subsidised eating, free fresh fruit each day etc. Some manufacturing companies pay a bonus based on output. However, the question I ask is this. Are these benefits there  simply to retain staff, to ensure output is at a maximum and to ensure there are always people willing to work for them, or, are these people important as individuals too?

For small companies, management and staff may wear many hats. The receptionist may also make  perform accountancy and payroll duties. The lorry driver may also have to clean the loading bay and help out in the factory. The owner or manager may have to be both the factory manager, the salesman, the HR person and the credit control. Sound familiar?

Where these small businesses are concerned, the selection of staff is incredibly important. Being small means they can keep it ‘personal’ and is an opportunity to build up trusting relationships with the individuals they employ. I am sure most small business owners would welcome the chance to be able to put a huge amount of trust in their workforce and be able to not only delegate but to also share  responsibilities too.

If small business owners selected people as members of the ‘fold’ rather than a number on a clock card, their businesses would flourish. Happy and content yet work challenged, motivated and involved staff would create a positive buzz around you and your company. Rather than working week to week, or month to month, your staff would be working for their future  – and yours too.

Social Media has to come from the core of an organisation to have any effect both internally and when connecting and building new business opportunities. A disgruntled employee will moan and groan down the pub, will lack warmth and enthusiasm toward customers and the whole customer experience and image of your company will be a negative one.

Now when I say ‘small companies’ and ‘small businesses’ I really am talking small. The company that employs anything from 1 member of staff upward. These small enterprises struggle against larger corporates, overseas trade and have very often fierce competition in their locality. Communities need the small businesses for them to survive economically and financially, smaller businesses need to the community to provide them with dependable and reliable trustworthy staff. A huge community of small individual communities all with the same goal – survival and success.

I have witnessed loyalty that has gone unrewarded, and this is an incredible shame. Staff prepared to go that extra mile, demanding no reward other than job satisfaction. Work hungry, motivated, ambitious people who spend more time at work than they do recreationally simply wanting to feel they have done a good job at the end of the day. Ever taken on a chore you totally dislike, almost ‘bucked’ against  it? Didnt that job take forever? Ever thrown yourself into doing something with passion and commitment and been proud of the result? Timeless.

Look for partnerships, for enthusiasm, for ambition and collaboration. Make your business ‘human’ and lead from within. Encourage thoughts and ideas, nurture trust and put value on who you employ. The outcome will be influential! Going forward, we need staff that are advocates with loyalty and a vested interest.

If you can create an environment like this, you will succeed where others fail.  Your staff need to be your allies too.