Technology can become a menace to company confidentiality, privacy

Advanced technology and information dissemination systems have made life easier and more efficient. Companies also realise cost saving through the elimination of most paperwork.

Nowadays things have changed. By merely logging onto a computer and keying in an individual’s surname one can access their profile and background information.

We unfortunately disregard the fact that older generations of corporates which filed away key information in box files enjoyed one thing we no longer relish in organisations: confidentiality.

We have lost this to technology and open access systems. The implication is not that back then information never used to leak out.

Of course occasional leaks occurred. Only not as easily as it does now. In the past, snooping around an employee’s background was like looking for a needle in a haystack. The opposite is true these days.

Corporate confidentiality can be described as the observation of exclusivity when it comes to internal affairs and information particularly concerning individual employees, the company and business owners.

When a third party gets access to such information it becomes a weapon for blackmail, a justification for discrimination and evidence for unreasonable generalisations and stereotypes. Often, rumours sprout from information accessed by the wrong people.

Corporate confidentiality should, however, not be mistaken for privacy. Privacy constitutes freedom devoid of any form of intrusions into anyone’s personal life.

Confidentiality and privacy can reduce the number of employee conflicts which cripple organisations today. Employee information may be leaked in many ways.

It could be through access to a non-restricted database, or an information administrator who fails to uphold professionalism in taming his or her tongue.

Sometimes this information can be shared by employees who then confide in the wrong people. For instance Glenn, a chief supervisor in the production department of a company poses as a skilled and experienced individual.

Unfortunately, he is sometimes disrespected by some subordinates who wonder why they should listen to someone who graduated with a degree in tourism but issues orders on electricity usage.

Bridget also feels discriminated against by her peers in the marketing department. No one disputes the fact that she poses as the most eloquent and vocal employee.

Her competencies in product pitching and value proposition are unmatched, but still her peers find reason to look down on her. They think that she got the job as the assistant head of marketing because of her looks and not academic qualifications.

After all, everyone knows that she scored a C- in English in high school.

Gregory and John have been working at the same desk for over a year now but when John learnt that Gregory received a pay rise yet he did not, he grew jealous and rebellious.

John feels unappreciated in the organisation yet he joined before Gregory. He practically trained him on the job. Little does he know that human resource sees Gregory as more aggressive and having a stronger personality, which the credit control department heavily relies on — and which John lacks.

Nobody likes Jenny, the CEO’s secretary. People say that she got the job through favouritism and that due process was not followed because she comes from the same village with the CFO.

Such an organisation is vulnerable to collapse. Dissatisfaction can serve as a powerful unifying factor among employees and against others.

We cannot ignore possible polarisation based on ethnicity or common preferences in an organisation that seeks to achieve one goal, one vision. In such a case, unity becomes a fairy tale, a joke.

Proper and stringent

When information leaks due to hacks, incompetent firewalls, or careless posting of data, snippets garnished only tell a small picture of the story and do not represent the full picture.

In an era when instead of one pay cheque getting leaked, an entire payroll system can be hacked , organisations need proper and stringent systems of ensuring that privacy, confidentiality and professional management of employee records are observed.

Do not just hire IT professionals based on their papers and certificates but rather look at their backgrounds and ability. Conduct external tests on your systems.

Keep adequate backups in secure servers in Kenya or abroad. This way, organisational unity and harmony will prevail.

Muoki, a social entrepreneur, can be reached on [email protected]