Achieving digital utopia in the workplace
“Ideally, with improved staff spirits and strengthened commitment to the company, in the sanctity frame, employees who are treated as whole human beings will in turn consider the organization’s best interest along with their own, resulting in actions like taking better care of equipment, being frugal with company materials, and treating coworkers with respect” (Katz and Rhodes, 2010, p. 253).
What a utopic vision of the workplace! Truthfully, I think my company has nearly achieved this level of ethical standards with regards to digital technologies, but, for a long time, this was not the case. For several years, we employed outside sales reps who were from the age of old school sales where most client communications were done in-person and notes about the account were kept filed away somewhere in the rep’s home office filing cabinet. The problem with this is that the information is not easily accessible by other members of the sales staff who need it. To counteract this, my company integrated an online customer relationship management (CRM) software that could be accessed anywhere, as long as you had Internet access (and, more recently, available as a mobile phone app). This CRM program is the one I’ve mentioned in an earlier blog – Salesforce.
Like I was saying, these reps were old school and they fought using Salesforce tooth and nail. Information was rarely entered, phone calls were not logged and there was no accountability. Bringing this back into an ethical framework, was it unethical of these employees to not record their sales activities via the company’s required digital system, or was it unethical of the company to expect these employees, with fewer technological skills, to conform?
At one point in our reading, Katz and Rhodes (2010) said, almost in a disbelieving, joking way, “Imagine hiring an employee who did not know how—or refused—to use email as part of the job!” (p. 245). Yep, that was our company up until a few years ago. All of these old school sales reps are gone now. The staff we have now is very adept with technology and uses the CRM fully. For a long time, our sales process was very painful, but now it feels like a well-oiled machine.
I think these former employees had a fear of technology. It was something they didn’t understand, and they definitely were not digital natives. Even less so than many of us in this class! Could part of their fear have anything to do with privacy and trust? With Salesforce, whatever information you enter is visible to everyone else who uses the program. With written notes and files, you can pick and choose what you share with the rest of the team (which they did during our weekly sales department calls).
The topic of privacy is an interesting one, not only with regards to something like a CRM program, but also with email and Internet use in the workplace. Most companies have IT departments that closely monitor the email and Internet usage of its employees, which I think is fair. They want to ensure that these tools are used
1) as means to help the company, whether it’s for increasing sales, improving workflows, communicating with vendors and clients, crunching numbers, etc., and
2) in a way that appropriately (ethically) represents the company and preserves its reputation.
So, how much control should a company have over its employees’ technology use? At our company, we have quite a bit of free rein. It makes sense, though, as the majority of our employees work in sales and marketing and we need access to the Internet (including social media sites) to research and learn about clients and competitors. We use email just as much as we use the phone for reaching out to clients and prospects. Our CRM program is online. For the most part, I think the trust that our company places in us makes us want to be more responsible and we rarely have any issues with people abusing this right. According to Schofield and Joinson (2008), this trust comes from the company’s belief in our abilities, integrity and benevolence (p. 19). The company believes that we not only know how to use technology, but that we know how to use it appropriately.
“With great power comes great responsibility.”
-Uncle Ben, Spiderman
I am grateful for this freedom and trust, especially when I hear about other companies. A coworker of mine was just telling me yesterday that a friend of hers works for a cabinet-making company where there is absolutely no allowance for using email or cell phones for personal reasons at work. In fact, copies of employee email transactions are printed into hard copy each day for review. And, if anyone is caught using their cell phones, it can be grounds for immediate dismissal. Yikes! Is this within the rights of the employer to monitor technology usage in the workplace, or does it transcend those rights and become an invasion of privacy? If someone needs to make a personal call because of a sick child, does the company have any right to interfere? This brings up another interesting question – if the technological device being used belongs to the company vs. the individual, who decides how it can be used?
I don’t necessarily have all the answers to these questions, but I think there might be a final project idea in there somewhere, so ask me again in a few weeks and I might have a few answers! Overall, though, the discussion of ethics is interesting and a rather nice way to put a bow on everything we’ve learned this semester. Now that we have a better understanding of how digital technologies have come about and changed the field of technical communications, how do we use these technologies in a way that is right and good and furthers our field for the better?
With that, I wish everyone the best of luck in pursuing these ideals. It has been a real pleasure getting to know all of you this semester, and, hopefully, our paths will cross again soon!