In last week’s blog, I wrote about Pitney Bowes and internal social networks being a great catalyst for creating greater engagement and communication within the company.
That leads to better teamwork, and retention, since the employer is building stronger relationships. Being the CEO of an HR technology company that builds internal networks for the purpose of engaging employees to recruit via referrals, and the author of Social HR, I have seen great case studies on how companies build winning strategies for internal networks.
It’s best to pilot an internal social network with a sample group of employees to see if it’s a good fit for your culture, like Pitney Bowes did with IdeaNet, before rolling it out to the entire organization. However, you should use a combination of computer savvy and non-computer savvy employees as a test group to attain an informed dataset that measures both ends of the spectrum.
If you get good participation rates and quality ideas coming out of the network, then gradually expand it to more employees. It’s also important to get support from the executive level and, for most large organizations, set an agenda for the network.