- Who don't exist
- Who don't write anything
- Who died over a year ago
A law blog addressing the foci of 3 intrepid law geeks, specializing in
their respective fields of knowledge management, internet marketing
and library sciences, melding together to form the Dynamic Trio.
The night before the conference, I tested the streaming capabilities at the SLA-TX board meeting so that we could talk to board members that couldn't make the trip to Austin. We used the WiFi through the hotel, and quickly discovered that weak WiFi causes bad streaming. The slowness in the WiFi connection caused the audio to chatter, and the lag time in the video became huge (around a 10 minute lag time.) When I got to the conference room the next day, I quickly found the network plug and hard wired my Internet connection.
I actually did bring an extension cord with me, but the network cable I brought was only 12 feet long. Because the network plug was in the corner of the room, this meant I had to shoot the video at an angle. It would have been much better to have shot the video from the audience perspective with a straight on shot. Next time, I'm bringing at least 50 feet of networking cable, and 50 feet of extension cord... just to be safe.
Apparently, a well-lit room and a bright projector screen are not a good combination. I noticed in the Internet Librarian live stream, that you can see the speaker and presentation just fine if the room is darker. Next time, we're turning off some lights in the conference room!
This problem I actually knew about before I started streaming on Friday (since my workplace blocks 'Chat' functions for security reasons.) Your audience will not be able to 'talk' to you, so the only way the can ask questions is to either sign in on the chat function (if they can), or you can set up a Twitter hashtag (we used #slatx09), and monitor that via the UStream widget. If all of that fails, give your audience an email address to send their questions and monitor that during the presentation.
I know, I know... this goes against the guy code and Toby has asked for my man card for even suggesting reading instructions but I really screwed the pooch on this one. We had a great keynote presenter in Gary Hoover who I promised I would record the presentation and send him a copy. Now I have to send an apology note to Gary that explains that, while I did press the "record" button, apparently, it was the wrong "record" button. Now, I have nothing for him but excuses. Turns out that I needed to use the record function through the UStream dashboard rather than the record function through the Adobe Flash Media Live Encoder.
Agenda (Times are CST)
Registration, breakfast, and networking
Welcome by Greg Lambert, Texas Chapter President
New Web Search Technologies and Social Media Strategies Panel
Creative Problem Solving Case Studies Panel
How an Entrepreneur sees Information: The Importance of Information, including dusty tomes, in the 21st Century – keynote speaker, Gary Hoover
Align in ’09 – Tom Rink, Northeastern State University, SLA Division Cabinet Chair
Chapter Business & Wrap Up
Happy Hour: Join us for a glass of wine
How an Entrepreneur sees Information:
The Importance of Information, including dusty tomes, in the 21st Century
Featuring keynote speaker – Gary Hoover, visionary, businessman and entrepreneur, travels the world speaking to Fortune 500 executives, trade associations, entrepreneurs and students about how enterprises are built and how they stand the test of time. Hoover founded BOOKSTOP, Inc. which was purchased by Barnes & Noble and Hoover's, Inc which was purchased by Dun & Bradstreet.
Align in ’09
SLA National is undergoing an Alignment Project. Tom Rink the SLA Division Cabinet Chair will enlighten the Texas Chapter about the process and gather our input.
New Web Search Technologies and Social Media Strategies Panel - featuring SLA Texas Chapter Members
· Social Media Policy and Facebook Pages
o Mary Ann Huslig, University of Texas Southwestern Medical Center
· Triple Letter Score: Wolfram|Alpha, Bing, And Google Squared for Business Research
o Laura Young, Austin Ventures
o April Kessler, University of Texas Libraries
· Social Media Search Strategies
o Joel Thornton, Texas A&M University
Creative Problem Solving Case Studies Panel - featuring SLA Texas Chapter Members
· E Pluribus Unum (Out of Many, One)
o Melinda Guthrie, Tarleton State University
· Microgrants: Fostering Entrepreneurship at the University of Houston Libraries
o Robin Dasler, University of Houston
· Prioritizing Your Work Schedule
o Michael Zimmerman, Bain & Company
If you want to move up in the world (i.e., get that "Chief" position)... drop the librarian title.
- "Find myself asking, What is a librarian? What is an info pro? What is a strategic knowledge professional? I can answer the first 2!" - @iBraryGuy
- "The most controversial part of my guest lecture today was when I mentioned [ASKPro]. The course coordinator didn't hear the K..." - @librariankt (now say ASKPro, but leave off the "K")
- "Vote NO on ASKPro. SLA it's time to take back "library", not run for the hills and a silly contrived name. We are librarians!" - @dapmcc
- "Sounds like a duck should be saying it" - @dchochrek
(1) Doing an informal survey around the office about the proposed ASKPro name. Some interesting observations. (2) Mostly positive. Some people who think of us primarily as librarians don't understand the meaning of 'strategic.' (3) But those are people who don't often directly receive our research deliverables. (4) People definitely understand "knowledge professional" immediately. (5) Unexpected finding: Men almost unanimously like it -- immediately. Women have to think about for a minute, but usually like it. (6) A few women find the name slightly pretentious. (7) EVERYONE likes it much better than "Special Libraries Association." Again, this was not a scientific survey. :)
[How our organizational] leaders value what we do isn't based on what we're called, it's based on our actions. - @jriversmn
What are the best practices for companies in creating and implementing policies regarding their own and their employees' use of social networking sites and Internet forums?
In light of the clear and significant increase in both the number of employees using social networking sites and the amount of time spent by employees on such sites, employers must consider whether a policy on such conduct is appropriate. The content, application, and tone of a social networking or related policy, of course, will differ depending on the employer and its preferred approach to human resources/employee relations issues. Additionally, as with any policy, an employer should only adopt a social networking or related policy if it is prepared to police and enforce the policy, and do so consistently among all employees.
Employees might make that assumption if the employer does not have any policy addressing Internet use generally or social media use in particular, or if a general Internet policy permits incidental non-business use of the employer’s Internet access. An employer can defeat the assumption without blocking access to social media sites by specifically informing employees in a policy that use of the employer’s electronic resources to access social media sites for non-business purposes is prohibited.
The Internet is an invaluable tool for companies but also can work against them. Employees use blogs and social networking sites and engage in other Internet-related activities to vent frustrations to the public detriment of employers. Employees who post information may raise copyright or trademark infringement issues and even put their employers at risk.
Entities who have not yet adopted a social media policy need to realize that many of their employees are already using social media, possibly at work, and in ways that intersect with their professional life. Some companies have tried to rein in social media use. Others have accepted the inevitability of social media in the workplace and are guiding the interactions with carefully developed policies. Some entities will go further, encouraging certain employees to become Web 2.0 representatives of the company. It should always be clear to employees when they may identify themselves as representatives of the company. When participation is at the behest of the company, the employee must understand and learn to distinguish between communications that are the employee’s own and those that are official communications from the company. The employee then must clarify that distinction in public communications.
David Cifrino was cited in a September 2009 CFO Magazine story about companies that use the Twitter social networking site for communication. He urged the creation of effective policies that clearly state who has authority to speak on behalf of companies, particularly publicly held ones that are subject to Regulation FD’s requirements about disclosing material, non-public information. Mr. Cifrino suggested that, given the potential liability of disclosure problems, companies should only use Twitter if there is a compelling business reason for doing so.
Protect your organization from Fair Labor Standards Act claims and lawsuits from non-exempt employees by implementing wage and hour policies and practices that conform with federal and state wage and hour laws. Moreover, in this down economy, learn about what your organization can do to prevent non-exempt employees from working overtime.
The surging popularity of social networking sites such as Facebook, MySpace, Twitter and others creates a host of legal issues for employers. Many employers have already adopted policies governing social networking by employees on company computers, on company time. But what are the risks arising from an employee's social networking activities after hours?
[I]n addition to the invasion of privacy and Stored Communications Act claims at issue in the Pietrylo case, employers should also be aware of other potential legal concerns that could arise in the context of social media in the workplace, including state “off-duty conduct” statutes, federal anti-discrimination laws, and trade secret laws.
[E]mployers should consider crafting internal policies to define the types of off-duty conduct that will not be tolerated – provided the employer is prepared to fairly and consistently enforce such policies. By having the right policies in place, and seeking counsel prior to taking the employment action, many employers can help protect themselves against liability for taking action against an employee based on off-duty conduct. Such foresight and planning is needed in the age of Facebook and other social networking sites when employers too often become aware of conduct unbecoming of their employees.
Organizations need to get on top of this trend now, rather than waiting for circumstances to force the issue. As with all new technologies, communications via Web 2.0 systems like social networking sites will be used by your organization, will be recognized by the courts, will be subject to regulation and will be sought in discovery. The best strategy for any organization is to proactively adapt to this evolution and invest in the proverbial “ounce of prevention.”
Whether to prevent employees from engaging in inappropriate activity or to use social media as part of a wider marketing strategy, the most important thing is to make the organization's intentions and expectations clear, according to the article. Stephens said social media policies bleed into other issues as well, including personal use of practice-owned computers and intellectual property protections. Rules covering these aspects also should be updated to reference social networking. It's probably a good idea to send notices to everyone on staff explaining the rule revisions, he said. How policies are enforced likely will reflect the established practice culture.
Stephens suggests that a first step is to "assess the company's culture, because the company has to decide what its core values are," and whether it wants to encourage employees' use of social networking sites. Next, "understand that there is only a certain amount of control that a company has over its own endorsed social media applications, and especially away from the workplace," he said. Then, assuming the company has one, "convert your existing policy to cover these social networking applications," Stephens suggested. "Many companies have already addressed electronic communications, specifically e-mails, and likely have already addressed Internet use at work."
In these challenging economic times, public companies should be applauded for their creative efforts to sell products and services through the social media. In undertaking such efforts, however, companies should consider two critical areas: Is it time to update our internal corporate policies? Do our policies take into account the potential uses of social media? Is it time to retrain our employees? Our employee training already covers appropriate inbound communication, but should we implement additional employee training regarding outbound digital communications?
A comprehensive set of disclosure policies will need to address these issues and a host of others, including issues that will arise in connection with securities offerings and the risk that employee or third-party communications could be deemed to have been made by or on behalf of the company. In the face of these challenges, companies should consider whether the time has come to adopt or update policies regarding the use of emerging Internet-enabled communications channels as part of their investor relations strategies.
In light of the potential risks and pitfalls associated with monitoring applicant or employee blogs and social networking sites, employers should initially consider whether the benefits of information derived from these sources are worth the potential liability, advises Perkins Coie labor and employment lawyers Vickie Wallen and Brian Flock.
Clever people are highly talented individuals who have the potential to create disproportionate amounts of value from the resources that an organization makes available to them.
--They know their worth (their skills are not easily replicated). --They ask difficult questions. --They are organizationally savvy. --They are not impressed by corporate hierarchy. --They expect instant access to decision makers. --They are well connected outside of their organizations. --Their passion is for what they do, not for who they work for. --Even if you lead them well, they won't thank you.
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