Today's companies have learned how to handle the complexity of their mobile phones and information stored on their portable computers. After all, these laptops are confidential and are owned by the company. The same complexities – and many more – are now coming from the use of smartphones. Often, data on your smartphone is as sensitive and critical to your business as your computer data. Security, compliance, legitimacy, trust, and of course all costs must be taken into account.
All these issues cause everyone the biggest question – who is the owner of the corporate smartphone – the employee or the company? According to Forrester Research, smart phone usage among US employees is expected to double by 2013. It is apparent that decisions and strategies for controlling and ownership of assets need to be taken earlier than later.
Cost of ownership is perhaps the simplest method of calculation. It may seem that a straightforward percentage of your account's straightforward reimbursement from your phone can be made fast and easy. But hidden costs have to be taken into account, including the costs of bookkeeping, billing and asset management, as well as checking overseas roaming charges. Not to mention how and where the connection fees are incurred by the company, it can provide valuable information about the real cost of corporate mobility.
Corporate-owned phones come with their own problems, different phones and media types. Think again if you think you can give the same phone to everyone to check this complexity. Usually, the best performers are recruiting the most difficult type of employee who insists on having their own phone, "because I've worked in the past."
Although it seems obvious that hundreds of emails, calendars, documents, and confidential customer data will eventually need to be stored on these smartphones, more and more companies are loosening the handheld devices used by business owners for business purposes.
One of the latest reports in forrester research shows that today half of smartphones used by American and Canadian businesses are not corporate assets. Most companies are still struggling with the question of who is responsible for these tools. In this debate, there are still many unanswered questions and hidden traps, including: What does "responsibility" mean? Which legal aspects should be considered? How can I start to develop a strategy that is meaningful and balanced with the needs of both the company and the employee?
What is the responsibility?
with the owner and using the smartphone, including financial, regulatory, compliance, privacy and legal responsibility to name a few. Financial responsibility is perhaps the simplest to understand. It is obvious that the employee's responsibility is the payment of the individual responsible (IL) supplier plans. But what if a worker set up a € 5,000 bill for a three-week business trip to Europe? And what if this employee uses a company-wide (CL) phone to carry out illegal activities with great financial consequences, for example, using the camera feature to get a picture of the competitor's confidential documents?
If you are in an industry and compliance considerations, it would be more likely that stronger controls and CL smartphones would be norms. Of course, this is the phone's data, not the phone itself, which must be handled. In a larger, better IT company, it is relatively easy to remove sensitive data from the phone with special software and firewalls. But what about smaller companies that allow dial-up access to corporate records on the company's private intranet?
Financial services and medical companies may have very big financial and legal consequences for misuse of personal data that may eventually end up on a smartphone. Many of these companies need all corporate data to work on corporate computers (and not phones) that have encryption and other privacy mechanisms. But "privacy" may have other definitions. What about the protection of CL-enabled employee-owned information? Does the employer have the right to examine all the data on the telephone they hold, even if they are made through some disturbing photo?
And here is a hypothetical "responsible" question. What if an employee loses the next-generation prototype smartphone later found and sold to a technology magazine to "get rid of new features and technology" to an interested public? Which insurance / risk management responsibility plan applies to:
Legal aspects of ownership and control of data
The lack of legal clarity is clear from smartphones. Regarding the lagging technique of legal science, how can legal issues affect your smartphone equation?
Some generally accepted practices begin to appear. Corporate e-mail and company information are the property of the company, no matter where you are. The company provides unlimited access to information and sets usage rules that a worker must comply with. On the other hand, the courts have decided that if this information is sent through Webmail via a service such as AOL, cloud, employers may lose their confidentiality rights! The problem is exponentially exaggerated if you are an international company because in the EU, Japan and Canada all e-mails are considered personal to the staff if their author has written them.
Can an employer be empowered to use CL or IL phones for business purposes? It seems that one lawfully appears to be through the use of employment contracts. Even if the phone is owned by a worker in Canada (say), a well-designed employment contract will acquire local laws on the privacy of business email and text messaging users. Of course, a contract of employment will not exist if it is only selective or random, which makes the employer a bad guy when forced by strictly forced hands. It is generally accepted that all policies need to be understood and "incorporated" into consensus in order to avoid litigation relating to data protection issues.
Let's start with strategy
There are too many variables in the equation to handle randomly the use, ownership and control of smartphones. The point is, the strategy must be defined in advance. What business goals do you want to achieve? How to balance the needs of employees and the company? Because all the features and levels of the company – not just sales and marketing Road Warriors – are affected by this plan, the strategy needs to be well thought out.
Segmenting user types is usually the first step in the strategy. Forrester's analyst, Ted Schadler, suggests that information workers can be divided into several groups based on the benefit of mobility for the company:
- Those who use the most sensitive data use corporate-paid, enterprise-controlled smartphones
- Those who work far away from their desktop receive support for most personal smartphone costs (19659020). tables occasionally receive partial support for using their personal smartphone
- People who are seldom working from their desk will not receive support and may think that their smartphones are completely blocked by their systems.
So, who's the smartphone? There is no perfect answer. Sometimes the employee, sometimes the employer. Time has changed and employees' expectations are different. Today's staff require the choice of their own assets. A closed, two-year enterprise tool simply does not cut it.
Designing dynamics is the new reality. Forrester Schadler says, "The secret of smartphone management treats employees as adults and uses a" trust and control "model for policy control. You have to decide to handle IT as a management issue."  More and more companies have already begun to think about this change. There must be a balance between the release of smartphones as an IT-driven tool, so that a certain subset of employees is liable for their own devices. This equilibrium point will change for each company. One thing is for sure – the IL / CL debate will be a bit overwhelmed for a while.
Source by sbobet