A framework for employee engagement through social media: Current ...

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A framework for employee engagement through social media: Current trends and practices

Dr. Sumangla Rathore Assistant Professor, School of Management Sir Padampat Singhania University Udaipur [email protected] Mobile: +91 9828260098

Dr. Avinash Panwar Assistant Professor, Department of Computer Science and Engineering, School of Engineering, Sir Padampat Singhania University Udaipur [email protected] Mobile: +91 9414164608

A framework for employee engagement through social media: Current trends and practices

Abstract: The underlying idea behind social media is collaboration and communication, irrespective of the context in which it is being discussed. Companies have been using social media, as an effective tool for external activities such as branding, marketing and recruiting for quite some time; however, recently there has been a surge in adoption of social media as a tool to enhance internal organizational collaboration, communication, knowledge sharing and innovation amongst the employees. There are both companies’ internal and public social media platforms that are being made available to the employees. This study presents a detailed analysis of success stories of 10 companies from different sectors who have capitalized on the social media boom. Considering the various dimensions of empowering employees with the powerful tool of social media, as identified through the study, we suggest a framework for internal social media strategy for an organization. Keywords: social media, employee engagement, collaboration, communication.

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INTRODUCTION Kaplan and Haenlein(2010) define Social Media as a group of “Internet-based applications that build on the ideological and technological foundations of Web 2.0, and allow the creation and exchange of User Generated Content”. Included in the list are collaborative project based platforms like Wikipedia, Blogging sites that are mostly text based, Content Communities such as YouTube, Flickr, Slideshare, Scribd etc., Social Networking sites like Facebook, LinkedIn, Orkut, Virtual Gaming zones(X-Box, Sony PlayStation) and Virtual Social Worlds (Second Life) and many such dynamic media content rich versions of Web 2.0 that thrive on the principles of facilitating communication and collaborations amongst users. Past 5 years have witnessed an astronomical expansion world-wide in the online social networks and media. According to Bughin, Chui and Manyika(2012), this growth in social networking technologies has been much faster than all previous technologies.

A quick fact check: As of October 2012, the online social networking website Facebook had one billion monthly active users which is slightly less than the population of India(1.22 billion)! ; another social networking and micro blogging site Twitter had more than 140 million active users and 340 million tweets per day; professionals are signing up to join LinkedIn which is the world’s largest professional network on the Internet, at a rate of approximately two new members per second, as of September, 2012; and unexpectedly, approximately 81% of the monthly active users of Facebook, 63% of LinkedIn members and 70% of YouTube traffic is from outside the US. (www.Facebook.com, www.YouTube.com, www.twitter.com, www.linkedin.com, 2012). In 2011, YouTube had more than 1 trillion views or around 140 views for every person on Earth;

Every 60 seconds in the world of social media, 48 hours of video is uploaded on YouTube, 3500 photos are uploaded on Flickr, more than 2000 people check in on Foursqaure and more than 500,000 status updates are posted on Facebook (Dwivedi, 2012). Emarketer predicts that by 2014, one out of every four people in the world will be using social media, which is today the most popular and time consuming online activity among the Internet users. One more interesting trend is that the growth of social media usage is no longer limited to the teenagers; half of all social media users are between 25 and 44 years old (Social Network Demographics 2012). Considering these facts, it is reasonable to say that the organizations today cannot disregard this extremely popular, ubiquitous and convincing form of communication and collaboration to support the attraction and retention of talent. Several companies have started taking initiatives by embedding social media as an integral part of their employee engagement strategy.

LITERATURE REVIEW Understanding Employee Engagement : Employee engagement has been defined in different ways by several researchers depending upon the context, in which it is being discussed. Mostly, the definition of engagement revolves around either the specific attributes of the employee (attitude) such as involvement, loyalty & commitment, or the performance related traits of an employee (behavior) such as taking initiatives & productivity levels. Colbert, Mount, Harter, Witt, and Barrick (2004, p. 603) have associated engagement with ‘‘high internal motivational state.’’, whereas Dvir, Eden, Avolio, and Shamir (2002, p. 737) characterized active engagement as ‘‘higher levels of activity, initiative, and responsibility.’’ Wellins and Concelman (2005, p. 1) define engagement as ‘‘an amalgamation of commitment, loyalty, productivity and ownership.’’ They also consider

engagement as “illusive force that motivates employees to higher (or lower) levels of performance”. In similar context Macey and Schneider (2008) posit a comprehensive model for employee engagement that simultaneously embraces the psychological state and the behavior it implies. Previous researches such as by Harter et al., (2002) and Burke (2005) also indicate a direct linkage between employee satisfaction and engagement (as cited in Macey and Schneider, 2008). They have also mentioned the study done by Towers-Perrin (2003) which establishes tie up of emotional factors with the people’s personal satisfaction at workplace. However Rai (2011) describes that engagement is over and above simple satisfaction; engagement is related to passion and commitment that an employee has to help the employer succeed. Aon Hewitt in a report on 2012 Trends in Global Employee Engagement defines engagement as “the state of emotional and intellectual involvement that motivates employees to do their best work”.

Connecting the employees- Issues and challenges: With the advent of Information and Communication technologies, organizations are moving towards a unified structure, where there is enhanced transparency, better flow of information and collaboration. Reaching employees has become much easier, but engaging them on a task seems to be a challenge for the management.

In an article, Groysberg and Slind (2012) have suggested a model of leadership named as “organizational conversation”. This model comprises of four elements of conversation: intimacy, interactivity, inclusion and intentionality. Intimacy leads to minimizing the distances and eventually results into a bottom-up exchange of ideas. Interactivity promotes ‘dialogue’ and shuns ‘monologue’, wherein the conversation is more “open and fluid” rather than “closed and directive”. Inclusion means involving the employees in generating the content that makes up a

company’s brand image. Finally, intentionality ensures that the conversation within a company reflects a shared agenda that aligns with the company’s strategic objectives. This can be achieved when leaders in an organization speak with the employees about the vision and objectives that guide the executive decision-making at all levels of the organization.

It is also noteworthy that the future of business lies in the hands of millenials (born after 1980s), who have been brought up in a world with neoliberal approach towards politics and economics and are increasingly demanding, wired, virtually connected, questioning traditional practices and openly displaying their disagreements and opinions(Rai, 2011). This generation has a distinct outlook on collaboration and enterprises must accommodate this desire to engage and retain them (DiMauro and Zawel, 2012).

Li(2012) describes a new paradigm of “Open Leadership”, which he defines as “having the confidence and humility to give up the need to be in control while inspiring commitment from people to accomplish goals”. He strongly advocates sharing of thoughts, activities and concerns among people to build trust. In his best-selling book The Tipping Point, Malcolm Gladwell has used the term “connectors” for those who have many ties to different social networks. They bring in many connections with them and also link together several ideas and resources. These connectors act as the facilitators of collaboration (Ibarra and Hansen, 2011). Bernoff and Schadler(2010) have called highly connected employees who innovate with technology as HEROs(Highly Empowered and Resourceful Operatives). Gilbert and Karahalios (2009) have also cited another research by Krackhardt, which indicates that strongly tied workers are also the ones who are “...likely to create crises by pushing for institutional change…”. This fact demonstrates the other side of the story.

Role of Social Media:

Corporate leaders such as Brian Dunn, CEO-Best Buy, prefers to connect with his employees with the help of social networking sites such as Twitter and Facebook. In his words, such things “…allow us to be humanized a little bit…” (Dunn, 2010). Gartner reports that the number of companies blocking access to all social media is dropping by around 10 per cent a year (Economic Times, March, 2012). An analysis of four industry sectors that amount for 20 percent of global industry sales revealed that social platforms can unlock $900 billion to $1.3 trillion in value(economic surplus) in those sectors alone and two-thirds of this value will be generated by improving communication and collaboration within and across enterprises(Bughin, Chui & Manyika, 2012). Begel, DeLine and Zimmermann(2010) suggest the use of social media for software engineering which is in itself a social activity involving interconnected communities of engineers and users. Even there are companies that are utilising internal social networking to motivate employees towards participating in philanthropic efforts and initiatives (Greenstein & Watson, 2011). If utilized properly, social media can help in enhancing the brand image of an organization as an employer(Groysberg & Slind, 2012). Bughin, Chui and Manyika (2012) estimate that this searchable repository of knowledge on social platforms can allow employees to repurpose 30 to 35 percent of their information search time. Quy and Shipilov(2012) report that internal social-media programs must contribute towards building employees' emotional capital and companies which are successful in doing so, are able to reap benefits in terms of increased collaboration, improved information flows, lower turnover and higher employee motivation. In their study Krackhardt and Stern(1988) have opined that organizations having strong ties between employees from different organizational subunits can withstand a time of crisis in a much better way...”(as cited in Gilbert and Karahalios, 2009).

Social Media Strategy:

Wilson, Guinan, Parise and Weinberg (2011) analysed social media strategies and practices in more than 1100 companies across several industries and continents and have revealed four distinct social media strategies. The first one is the “Predictive Practitioner” approach, which confines usage to a specific area, such as customer service, without involving much uncertainty and delivers results that can be easily measured with established tools. Second is the “Creative Experimenter” approach, which contains an element of uncertainty wherein companies adopt social media at smaller scales to find ways to improve discrete functions and practices. Third approach is the “social media champion” approach that includes big initiatives designed with predictable results. It promotes close collaboration across multiple business functions & levels and includes external parties. Fourth approach is of “social media transformers” which enables large-scale interactions that extend to external stakeholders, allowing companies to use the unexpected to improve the way they do business. These technologies have accelerated “time to trust” among its stakeholders, “quickly establishing collegiality and knowledge sharing among new geographically dispersed teams” (Wilson, Guinan, Parise and Weinberg, 2011).

Dutta(2011) advocates the adoption of social media by the enterprises for four reasons: i)”increased collaboration” by breaking down the organizational barriers that hinder information flows, ii) “a democracy of talents”, by creating open-ended platforms on which everybody is equal and can share ideas exclusively for the benefit of organization, iii)”a corporate culture of trust” by inculcating a culture of openness and transparency and finally for iv)”potential productivity gains” across business activities such as recruitment, customer relationships, channelizing best talent, competitive intelligence and enhanced decision making.

METHODOLOGY The present study discusses specific examples from industry where social media has been used as a tool to harness the productivity, creativity and knowledge sharing among the employees. A total of 10 such companies were selected which have successfully implemented social media strategy for their employees. An attempt has been made to cover diverse industries so as to develop generalized framework for industry as a whole. The study includes five companies from Information Technology(IT) / Information Technology Enabled Services(ITES), two companies from Banking and one company each from retail, manufacturing and FMCG sector. The data was primarily collected from the official websites of these companies and from the popular news sites. The inclusion of higher number of IT/ITES companies in the study stems from the fact that this particular sector has been the pioneer and leader in terms of using social media for its young millenial employees so as to engage young employees psychologically to their organizations and bring in processes that instill openness, innovation and growth in the company work culture (Rai, 2011). The following sections describe the 10 brief case studies, followed by a road map for successful implementation of social media. Case 1: MEME: Creating an organization of tomorrow at HCL Technologies Source: http://www.hcltech.com HCL Technologies is a leading global Technology and IT Enterprise with annual revenues of US$ 6.2 billion. Considering the fact that the company had a fair representation from the Gen Y, company introduced a social collaborative platform named as MEME to engage the young employees of the organization and foster strong collaboration and interaction amongst them. Today MEME engages around 75000 employees through 2057 groups, 175 pages and 71,568

posts. The company has been able to successfully implement this tool for building effective relationships amongst employees in a large distributed enterprise, which is essential for employee engagement. The system has also resulted in enhanced productivity by creating a direct interface with various enabling functions like Human Resources (HR), IT Help Desk and Other Service Desks. According to the information available on the company website, till date over 4190 + HR related queries and over 2000 + queries in the area of IT service desk have been resolved though MEME itself. The platform also helps in creating business ideas and bringing together people working on different projects; HCL technologies has been able to generate ideas worth over USD 25 million with the help of this tool. The company has also reported higher levels of employee engagement after implementation of this tool. In an annual survey called as EPIC (Employee Passion Indicator Count) which helps employees understand their passion drivers, there was an overwhelming response from 516555 employees this year versus 41403 responses last year. MEME has been a highly successful social media initiative for HCL, which sets an example for other industries to adopt similar strategies. Case 2: Accenture People - Fostering collaboration Source: www.accenture.com Accenture is a global management consulting, technology services and outsourcing company, with approximately 259,000 people serving clients in more than 120 countries. The company uses Accenture People as an online tool to enable its employees to interact and share skills, interests and activities across the global corporate network, combining the best of business networking and social networking capabilities. The refined version of Accenture People which went live in 2012 integrates a wide variety of the tools and technologies, such as phonetics

based search, auto-complete feature in search, “People You May Know” function that provides profile matches based on multiple factors, “Activity Feed,” that helps to keep track of what colleagues are saying and doing in their areas of interest, availability of most frequently used data at the top of pages and enhanced blogging facilities including Twitter like micro blogging capabilities. The benefits gained from the social collaborative tool include improved issue resolution, professional growth, and enhanced productivity for all employees. The user-friendly and stateof-the art tools and technologies have made Accenture People quite popular among the global workforce. Nearly 1,500 microblogs and 100 blog posts are sent on any given day; in an average month, approximately 30,000 employees update content on their People pages and about 500,000 people searchers are conducted every month. All this leads to easier exchange of information, ideas, innovation and decision-making across Accenture. Case 3: Infosys Bubble: Creating Happy Employees for Competitive Edge. Source: Microsoft Case Studies Infosys, a global leader in consulting, technology and outsourcing, has an employee base of around 150,000 employees, working from 66 offices and 69 development centers around the world(www.infosys.com). The median age of employees at Infosys is 27 years. To engage its employees and the younger workforce in particular, Infosys built its social media site called as Infy Bubble using Microsoft SharePoint Server 2010. Infy Bubble offers all the functionalities which are present in social networking sites like Twitter and Facebook. Employees can share their views, photos, videos, and blog posts with fellow employees. Bubble also provides a search function that helps in finding discussions,

communities, blogs, wikis, status updates, documents and people. Employees can create their own watch lists in Infy Bubble, which show all messages containing a keyword. It also provides security and privacy settings which can be set to determine which parts of their profiles can be searched and shared. Infy Bubble has also emerged as a hub for brainstorming for employees. Studies reveal that Infosys has increased employee engagement with Infy Bubble. The company also expects to deliver better customer solutions due to enhanced collaboration and knowledge sharing among employees. Within four months of its launch in India, Bubble had more than 80,000 profiles and 300,000 connections. In March 2012, Infosys expanded Bubble to sites outside of India. However, the management at Infosys also ensures that the employees maintain some basic discipline while using the open platform for expressing their views. Case 4: IBM Beehive: What’s the Buzz all about? Source: IBM Watson Research Center

IBM, the American multinational technology and consulting corporation has its own global research community named as IBM Research- the largest industrial research organization in the world, with twelve labs on six continents(www.research.ibm.com). One of the research projects on developing an internal social networking site led to the development of Beehive that connects the IBM employees (IBMers) to the people they work with on both a personal and a professional level. The objective behind this project was to develop relationships amongst employees in the organization from different departments or locations, mainly for the new recruits (relationshipbuilding). The portal also helps to discover people with common skills & interests and to learn about company projects beyond the individual teams (people sense-making).

It has been found that employees are using this internal social network to know each other better on personal level, to connect with people whom they don’t know, to find out about career opportunities

and

to

get

other

people

interested

in

their

ideas

and

projects.(www.leadersintheknow.com) This clearly indicates that connecting employees socially helps in building a democratic culture where employees feel more connected to the company and to each other, thereby willing to expand their network and contribute more to the organisation.

Case 5: Collaborative Leadership at Salesforce.com Source: Ibarra, H., & Hansen, M. T. (2011). Are You a Collaborative Leader?. Harvard Business Review, 89(7/8), 68-74 Salesforce.com, the enterprise cloud computing solutions provider, has developed a Facebook like application called Chatter which is used by companies for connecting their staff and customers. The application was also being used by the employees at Salesforce.com across the organization for sharing information and ideas. However, the real power of social technology was harnessed when it was used as an effective tool for bridging the gap between the workforce and top management. In order to address the disconnect that existed between the workforce and the top tier of the management, the CEO of Salesforce.com, Marc Benioff invited all 5,000 members of Salesforce.com to virtually join the annual management off-site meeting. The attendees were connected to all the employees through a huge set up that had TV monitors placed across the meeting room. The managers could see the special Chatter forum that was set up for the meeting. The employees could see the discussions in real time through a video service that broadcast the meeting and could also comment and express their views on the Chatter forum.

At the off-site, every attendee was provided with an iPod Touch and every table had an iPad that could be used to post to the forum. The idea led to huge discussions across the entire organization which lasted for weeks beyond the actual meeting. The workforce now felt more involved, empowered and aligned around organizational mission. Case 6: YesforYou at Yes Bank. Source: www.yesbank.in Yes Bank is India’s new age private sector Bank, ranked as the fourth largest private sector bank in India. The Bank has leveraged on creative management frameworks, innovation and cuttingedge technology to build an organization driven by Professional Entrepreneurship, where the HR practices are targeted at branding itself as an ‘Employer of Choice’. In the same context, the Bank launched ‘YesforYou’, Yes Bank’s HR – IT system in January, 2008. The system provides a single window for YES Bank executive to manage their Human Capital Management related requirements and routine transactions online with maximum convenience, transparency and minimum turnaround time. YesforYou also hosts a “virtual HCM Team” available at all times to provide Yes Bankers assistance on HR processes, policies and transactional support. These capabilities make YesforYou a platform which is being used by the bank employees to connect with the HR department in a transparent and efficient manner, thereby leading to high levels of employee satisfaction.

Case 7: Driving productivity through Employee engagement at SBI Cards, India. Source: Grass Roots Group at http://au.grg.com/state-bank-of-india-case-study SBI Cards is a joint venture between State Bank of India, the country's oldest and largest bank, and GE Capital that offers a wide range of world-class, value-added payment products and services. The company was facing a decline in credit card applications which were being sourced through agencies. To overcome this problem it introduced a Reward program that united employees across all branches with the intent to increase brand and product advocacy. The program was made available to the employees through the web, corporate intranet as well as mobiles. The real-time information pertaining to the application status and sales performance was shared through this platform. Employees were awarded points that were redeemable across an extensive reward catalogue. Although the solution was very simple and offered minimal functionalities of Web 2.0, it was successful in achieving the objective it was designed for. It helped in uniting the employees across all branches and led to a high activation and low default rate, with sourcing of over 400,000 applications since the program's inception, Case 8: Station M - Delighting employees at McDonalds McDonalds, the leading global foodservice retailer serving approximately 69 million people in 119 countries each day is also a first job to many young people. It uses Station M, a social networking portal which is accessible to current employees of McDonald’s and its franchisees residing in the United States and Canada. McDonalds is also using this portal for announcing special employee engagement initiatives such as scholarships for exceptional McDonald’s employees and rewards and recognitions for best performers. While the employees openly discuss and express their opinions on this platform, management uses it to conduct employee surveys and inspire its workforce to deliver better results.

Case 9: Innovative Sales Training at Black & Decker Source: Bernoff, J. & Schadler, T.(2010). Empowered. Harvard Business review, 88(7/8), 94101. Black and Decker, which is now Stanley Black and Decker, is a leader in hardware tools and security solutions. It deals into power tools and accessories, hardware and home improvement products, and technology based fastening systems. Rob Sharpe who was the director of sales training at Black & Decker, felt the need to have a training solution that is more interactive and practical based. The traditional methods of Powerpoint and inhouse learning system were supplemented with a different method of video-based training. As a pilot project, Sharpe gave out $150, simple-to-use Flip video cameras and free video editing software to several dozen salespeople in the training program. The visual training was found to be very effective and staff started sending real videos from field that made things easier to understand for other people. On an average 15-20 videos were received a month that demonstrated how power tools were being used on sites, alongwith a competitive analysis. These videos became a great source of information regarding product features, challenges and effective sales solutions. The sales staff also felt more engaged and participated enthusiastically, as they were the key collaborators in making of the training videos.

Case 10: Sharing knowledge and expertise at Asian Paints Source: www-01.ibm.com Asian

Paints

is

India’s

largest

and

Asia's

third

largest

color

and

paint

company(www.asianpaints.com). The company operates in 17 countries, servicing consumers in over 65 countries. The company implemented IBM Connections social software, which provided

Web 2.0 tools for interactive communication and collaboration amongst approx 3,800 employees in India.

The company is now able to prevent silos and induce a culture of sharing knowledge, talent and experience among its employees. The management is also finding it easier to address the concerns raised by the employees and facilitates better interaction among the various branches and with the Head Office. The tool also helps in identifying the talent, and expertise for proper allocation of resources to the projects.

Now the software is being used across almost all departments. There was a particular instance when HR wanted to revise its personal and sick leave policies; the draft was made available to the employees using the IBM Connections application. Soon communities formed across the company to review the policy. This led to 35 suggestions, 30 of which were adopted in the new policy. The entire process took just 10 days.

It may be summarized that adoption of Social Media technology at Asian Paints and its successful implementation has led to “improved access to expertise and information sharing, better collaboration; increased productivity; improved sales processes; and accelerated business processes, problem solving and innovation”.

THE ROAD MAP The above case studies regarding successful implementation of social media for employee engagement across diverse industries reveal the fact that this particular technology enabled trend is here to stay and organizations must embrace it at the earliest if they want to retain and creatively engage their employees for driving innovation, productivity and achieving

organizational objectives. These success stories also offer an insight into the factors that have led to the successful adoption of these technologies in the organizations. Bughin, Chui & Manyika (2012) have opined that a universal set of recommendations to be followed by employers in exploiting these opportunities has yet to emerge. With the increased usage of social media, there are growing concerns regarding loss of productivity, distractions, privacy, potential loss of proprietary information and reputational issues. In order to address these issues, we propose following framework that may be useful for companies who are planning to adopt similar engagement initiatives built upon the social technologies. Put a social media policy in place: Organisations can avoid a situation of social media crisis, if they prepare in advance by formulating appropriate guidelines and code of ethics to be followed while using social media. To avoid the unforeseen and unexpected dangers that are associated with usage of social media, it is advisable to let the employees know the limits and the amount of information that may be revealed on such platforms. Companies such as Infosys, TCS and Wipro have a social media policy in place that clearly specifies the amount of transparency and openness they are prepared to offer and the expected behaviours from their employees on these social platforms. Similarly, the Best Buy’s social media policy requires all employees to disclose that they're Best Buy employees if they're discussing the company online. It also requires them to keep nonpublic financial or operational data private (Dunn, 2010). Induce a culture of collaboration and sharing: Since the underlying idea behind social media is collaboration and communication, companies must first develop an organizational culture which promotes sharing and creativity. Technology can only facilitate the human interactions, but the actual success will depend upon developing practices conducive to broad collaboration and knowledge building. Instead of imposing the technology on the employees, it should be

moulded with employees' day-to-day work flows to ensure a critical mass of participation during the early stages of implementation. Involvement of Top Management: Most of the successful initiatives result from the active involvement of top management. Employee will use and adopt a new technology, only if they understand its value and importance for the organization. The leader should embrace the change and become a role model, rather than trying to control the process with ardent compliance. If the top management is actively participating, rest of the workforce will also feel motivated to respond to the change. IT is just the means, and not the end: Bernoff and Schadler(2010) suggest that successful technological innovations require a close agreement among the managers who encourage innovation, employees who participate and IT department who supports and scales up the projects. There have been cases where such projects were accomplished successfully due to active contribution and support from IT, and at the same time there have been instances where the projects have failed due to complete reliance on IT alone, without a proper alignment between the technology and organizational requirements. However, the role of IT becomes more crucial, considering the security and privacy concerns that are normally associated with the social media technologies. Hence, it is important to strike a balance between technology and the organizational needs. Defining and establishing social etiquettes: Employers must educate and train their employees on how to use, how much to share and more importantly, what not to share on social media. Employees must realize that basic etiquettes which one must follow in a face-to-face communication are also applicable in a virtual communication and they must refrain from making personal, derogatory remarks on others, including the organization. Such trainings will

also help in making them understand the real purpose and value of such technologies for the company. Keep it behind the wall: The best way to manage the social media chaos and crisis is to prevent it. Instead of abstaining the employees from using social media at workplace, it is better to have an internal social platform to begin with, which can offer similar networking capabilities. Such platforms should be accessible over the local intranet, so that concerns about security, external communication and intellectual capital may be addressed. Almost all the cases discussed in the paper have a closed social media platform which is accessible over the corporate intranets, thereby ensuring secure communication. Learn from the Young: The young and the brightest employees are more proficient at learning and adopting latest technologies. Hence, it is important for the organizations to understand that they can contribute the most towards devising an appropriate social media strategy for the organization. The project Beehive at IBM was initiated based on the feedback received from the young staff at the company. In order to achieve similar results, companies should put in place a reverse mentorship program wherein the youth of the organization brings in fresh, open perspective and instant links to the technology of future (Dutta, 2010). Monitoring and Measurement: And finally, all these strategies will succeed only if managers can conduct regular monitoring and review of social networking activities to ensure compliance with the policy.

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