Generation V and Social Media Understanding for Clients and Customers

Many companies have been reluctant to use social media because they are not sure how to use it for the maximum possible benefit. They want to reach customers, but naturally, they also do not want to make mistakes that could have a lasting negative impact and cause serious perception problems. 

Fortunately, Generation Virtual is well versed in social media, and they understand what types of interactions work versus those that do not. Not to say members of Generation V never make social media blunders, only that they are less likely to do so. Their generation understands social media in a way others often do not, mostly because they have grown up with social media, and they use it extensively. They know the "ground rules," so to speak. They realize they could potentially say something that could haunt them online and in the real world for years to come. People have been expelled from educational institutions, lost jobs, and even had their safety threatened due to things they have said on social media. Generation Virtual would be much more likely than prior generations to use social media correctly for business. But not everyone in that generation has the same skill-set, and some have more nuance and tact than others. Therefore, some of the Virtual Generation will need to be carefully trained by their employers in what should and should not be said by the business on social media. The company and industry may be considerably more relaxed than most or may require great care. Words have power, and when the entire world can read those words, there are billions of opportunities for something to be misconstrued.

That idea can scare some individuals and companies away from using social media, but in business, that can hurt the bottom line. Many today cannot believe someone is real unless they have a social media presence, so people who lack it may get turned down for jobs or even have relationship problems. However, social media comes with responsibility; accounts should be kept up to date and used frequently. Clients and customers have expectations for the availability and type of information they will find depending on the company and industry. If their expectations of social media are satisfied, they will be more likely to buy from that company, which is the ultimate goal. Companies that have not used social media in the past or used social media and experienced poor results may not feel good about developing a social media presence. However, Generation Virtual comes with fresh ideas and new plans that will help social media be all it can be for companies that use it well. Having the right person managing a social media account can make all the difference.

Customers and clients of any company want excellent service and the right product. They need to know the company is trying to do things right and will take the time to make things right if a problem should arise. If they struggle to find the company online or to get a response to their problem or question, they may choose a different company for their needs next time. They may also post negative reviews, which can harm the company’s ability to gain new customers in the future. Social media is a powerful tool for businesses, clients, and customers— it has to be handled with care, but should not be ignored, because both technology and how people expect to interact with companies are changing. Everyone from multi-billion-dollar companies to small businesses embraces social media as a necessity, as well as free advertising. Customers are now expected to co-create products with companies offering them, by sharing their insights, experiences, and feedback. Social media platforms are excellent for this, as companies can reach out quickly, and most customers have accounts with at least one social media platform. Customers are very willing to contribute and are viewed more as partners in the creation of new products and services they will want to purchase. In the past, companies had to go to customers, or customers had to find the company, but from now on, no one will need to travel anywhere. They are all connected in the virtual space created by technology, which affects how customers and businesses interact, how fast new products come out, and how new products and services may be adjusted to better serve companies and consumers. Social media and other methods of business interaction with clients and customers are also going to evolve and grow simultaneously with the arrival of Generation V in the workforce in 2025 and the appearance of the technology disruption wave. Businesses should ready themselves for online information exchanges, problem resolution, and general discussion to become much more common. Building a strong social media presence before the technology disruption wave can help companies prepare for the coming changes and advancements. 

In the upcoming articles, we will more thoroughly introduce another example of current technology disruption that will have a significant effect on workforce virtualization: cloud computing. Traditionally, people had to go to brick-and-mortar organizations for a physical connection to the company's Local Area Network, which restricted who could access their systems and what information those systems contained. They may have been able to connect remotely in some ways, but since a physical connection to the company's network was needed, working remotely was limited—workers could only be away temporarily and needed to physically return for certain tasks. With cloud computing offering more features and services, companies are adopting strategies based on working "in the cloud." Not long ago, the virtual freelancer was a unique exception and used only for the most trivial jobs. Now, freelancers are becoming a large part of the workforce, replacing permanent employees in some companies and industries. Freelancers can also perform major tasks not possible just a few short years ago. Thanks to the creation of the internet and related technologies, an entirely new workforce work virtually, from the convenience of home, as a standard, long-term arrangement with their companies. Virtualization is currently affecting networks and computing; the next level of technology will virtualize locations and entire enterprises. Virtualization possibilities and the disruption of technology are going to increase significantly when Generation V enters the workforce. The ratios between employers, employees, and contractors (freelancers) are going to change, which will also affect business operations. Having all they need to connect virtually and manage technology remotely means the virtual workforce will continue to develop new opportunities. Generation V will play a large role in this technology expansion—this generation is about more than just social media. Using technology, building applications, and understanding different ways to reach one another and work virtually are all aspects of the Virtual Generation. Additionally, Generation V will move toward creative collaboration and making money via technological and social platforms, while researching and navigating massive amounts of information to use for the betterment of themselves and others. All this will contribute to Generation V’s power as a stronger, more capable virtual workforce from their very first day and well into the future.

There may be additional issues to address, two of which are the effects of additional technology and the virtual workforce on law and ethics.

Existing employment laws have been based on a traditional workforce and have not yet taken virtual or remote workers into account to any significant degree; in the future, they will have to be adjusted to compensate for the changing ways employees and employers interact. Even the definition of a worker and what kinds of protections that worker will have must evolve because there will be far more freelancers in the workforce in the future. Freelancers do not generally enjoy the same protections that traditional employees do, but as freelancers become a much more significant part of the workforce, they will have to be recognized and protected differently through adjustments to the laws.

Ultimately, legal changes should benefit both workers and companies that hire them, but there will likely be disputes regarding what is most beneficial for everyone. In some cases, the employee will get a higher level of protection, and in others, that protection will go to the employer. No matter which side "wins," though, it is clear updates will be required. Such legal revisions will sometimes hinge on ethical questions for the virtual workforce and companies that hire both remote employees and freelancers.

Some freelancers currently experience unethical practices from companies that contract with them but they often do not have enough recourse or backing to do anything about unfair treatment. Having a much larger number of freelancers in the workforce will make this unethical treatment—and companies’ ability to get away with it—far less commonplace over time. This changed dynamic will benefit numerous freelancers who are going to be part of the virtual workforce, most of whom will also be members of Generation Virtual.

Related Topics:

What is Generation Virtual?

Technology Related to the Virtual Workforce

Relationships Between Generation V, Technology, and Workforce Evolution

Generation V's Technology Adaptation Curve

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