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Employee And Job Seeker: 11 Social Media Dos & Don'ts

Career

There’s no denying that Social Media is a dominant force in many people's lives now. It’s a 21st century norm. But, with this new standard comes a gray area wherein people’s personal and public personas can often crossover. And, it just so happens that nearly all who participate in or on social media are - or want to be - an employee somewhere. This is where things can get tricky for you and your Instagram feed.


With more and more employers scrutinizing potential employees' Facebook pages and Tweets prior to hiring them, content is key. Your pics, posts and all that lie between are being viewed under a microscope. So, to avoid being fired, or having a non-hire worthy petri dish for companies to see, follow these 11 easy social media do's & don'ts for career success.

Do – Have A Social Media Profile

You have your own brand and it began the day you were born. Social media simply allows you to communicate that brand with so many more people. Be mindful of what your brand represents and how you are communicating it because social posts never go away.

Do – Have A Professional Page Such As LinkedIn If You Are Not Willing To Accept Colleagues As Social Friends

Something important to note here is that you will be connected to someone that knows someone at work, so people will know that you have a personal page. Some employees choose to have a professional page in addition to their personal page but also be aware that some people at work may be able to view your page through connected friends.

Do – Use Your Social Media Pages To Promote Your Peers And Your Company And Their Events

There is tremendous value in an employee that is spreading the word on the company’s success and encouraging others. This can be a part of your unique value proposition.

Do - Be Aware Of The Platform You Are On

Utilize LinkedIn for business exclusively. This means you need to adhere to using a business profile and professional picture. Don’t post pics of you at a party from Friday night unless there is a good tie back to how this is driving business for you.

Do - Edit Your Social Media Posts

Don’t allow for typos and misspelled words to flood your feed. Be aware that excessive typos can send a message that you are uneducated or careless.

Don’t - Use Social Media To Attack Others

Even if you don’t think anyone will see it, I promise you they will. I’ve had employees post about not liking other employees and this always ends badly. Keep your squabbles to face-to-face discussions with your direct manager and anyone you are having issues with, not with a global social platform.

Don’t - Post About Your Relationships Unless You Want To Invite Your Work Into Your Personal Life

This is a personal choice and needs to be thought out carefully. Don’t post pictures of yourself partying. Do I really need to explain this one?

Don’t - Post Pictures That You Don’t Want Seen By Your Boss Or Their Spouse

When I am recruiting people I search for them on all social handles and I search for connections we have in common. It is not impossible to get a glimpse of someone’s feed even if you are not connected. Be aware of the image you are projecting.

Don’t - Think That Your Current Employer And Potential Employers Aren’t Auditing Your Posts Because They Are

This is shaping how others view you at work, so be sure to use it to your advantage. And, yes, “Big Brother” is watching as I’ve had screen shots of employees posts sent to me by other employees that are connected to someone that I am not. Remember that social posts happen and can be shared via a screen shot to someone you didn’t want to see it.

Don’t - Make Disparaging Comments About Your Employer

This is grounds for termination in many companies.

Don’t - Post In The Middle Of The Day When You Are Supposed To Be Working

You very well may be called in by your supervisor inquiring what you have been doing that day instead of your work.

In closing, social media can be a phenomenal asset when used wisely. So, use it to HELP you, not HURT you at work - or when looking for work.

7min read
Culture

The Middle East And North Africa Are Brimming With Untapped Female Potential

Women of the Middle East have made significant strides in the past decade in a number of sectors, but huge gaps remain within the labor market, especially in leadership roles.


A huge number of institutions have researched and quantified trends of and obstacles to the full utilization of females in the marketplace. Gabriela Ramos, is the Chief-of-Staff to The Organization for Economic Co-operation and Development (OECD), an alliance of thirty-six governments seeking to improve economic growth and world trade. The OECD reports that increasing participation in the women's labor force could easily result in a $12 trillion jump in the global GDP by the year 2025.

To realize the possibilities, attention needs to be directed toward the most significantly underutilized resource: the women of MENA—the Middle East and North African countries. Educating the men of MENA on the importance of women working and holding leadership roles will improve the economies of those nations and lead to both national and global rewards, such as dissolving cultural stereotypes.

The OECD reports that increasing participation in the women's labor force could easily result in a $12 trillion jump in the global GDP by the year 2025.

In order to put this issue in perspective, the MENA region has the second highest unemployment rate in the world. According to the World Bank, more women than men go to universities, but for many in this region the journey ends with a degree. After graduating, women tend to stay at home due to social and cultural pressures. In 2017, the OECD estimated that unemployment among women is costing some $575 billion annually.

Forbes and Arabian Business have each published lists of the 100 most powerful Arab businesswomen, yet most female entrepreneurs in the Middle East run family businesses. When it comes to managerial positions, the MENA region ranks last with only 13 percent women among the total number of CEOs according to the Swiss-based International Labor Organization (ILO.org publication "Women Business Management – Gaining Momentum in the Middle East and Africa.")

The lopsided tendency that keeps women in family business—remaining tethered to the home even if they are prepared and capable of moving "into the world"—is noted in a report prepared by OECD. The survey provides factual support for the intuitive concern of cultural and political imbalance impeding the progression of women into the workplace who are otherwise fully capable. The nations of Algeria, Tunisia, Morocco, Libya, Jordan and Egypt all prohibit gender discrimination and legislate equal pay for men and women, but the progressive-sounding checklist of their rights fails to impact on "hiring, wages or women's labor force participation." In fact, the report continues, "Women in the six countries receive inferior wages for equal work… and in the private sector women rarely hold management positions or sit on the boards of companies."

This is more than a feminist mantra; MENA's males must learn that they, too, will benefit from accelerating the entry of women into the workforce on all levels. Some projections of value lost because women are unable to work; or conversely the amount of potential revenue are significant.

Elissa Freiha, founder of Womena, the leading empowerment platform in the Middle East, emphasizes the financial benefit of having women in high positions when communicating with men's groups. From a business perspective it has been proven through the market Index provider MSCI.com that companies with more women on their boards deliver 36% better equity than those lacking board diversity.

She challenges companies with the knowledge that, "From a business level, you can have a potential of 63% by incorporating the female perspective on the executive team and the boards of companies."

Freiha agrees that educating MENA's men will turn the tide. "It is difficult to argue culturally that a woman can disconnect herself from the household and community." Her own father, a United Arab Emirates native of Lebanese descent, preferred she get a job in the government, but after one month she quit and went on to create Womena. The fact that this win-lose situation was supported by an open-minded father, further propelled Freiha to start her own business.

"From a business level, you can have a potential of 63% by incorporating the female perspective on the executive team and the boards of companies." - Elissa Frei

While not all men share the open-mindedness of Freiha's dad, a striking number of MENA's women have convincingly demonstrated that the talent pool is skilled, capable and all-around impressive. One such woman is the prominent Sheikha Lubna bint Khalid bin Sultan Al-Qasimi, who is currently serving as a cabinet minister in the United Arab Emirates and previously headed a successful IT strategy company.

Al-Qasimi exemplifies the potential for MENA women in leadership, but how can one example become a cultural norm? Marcello Bonatto, who runs Re: Coded, a program that teaches young people in Turkey, Iraq and Yemen to become technology leaders, believes that multigenerational education is the key. He believes in the importance of educating the parent along with their offspring, "particularly when it comes to women." Bonatto notes the number of conflict-affected youth who have succeeded through his program—a boot camp training in technology.

The United Nations Women alongside Promundo—a Brazil-based NGO that promotes gender-equality and non-violence—sponsored a study titled, "International Men and Gender Equality Survey of the Middle East and North Africa in 2017."

This study surveyed ten thousand men and women between the ages of 18 and 59 across both rural and urban areas in Egypt, Lebanon, Morocco and the Palestinian Authority. It reports that, "Men expected to control their wives' personal freedoms from what they wear to when the couple has sex." Additionally, a mere one-tenth to one-third of men reported having recently carried out a more conventionally "female task" in their home.

Although the MENA region is steeped in historical tribal culture, the current conflict of gender roles is at a crucial turning point. Masculine power structures still play a huge role in these countries, and despite this obstacle, women are on the rise. But without the support of their nations' men this will continue to be an uphill battle. And if change won't come from the culture, maybe it can come from money. By educating MENA's men about these issues, the estimated $27 trillion that women could bring to their economies might not be a dream. Women have been empowering themselves for years, but it's time for MENA's men to empower its women.