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Social Media: A Good Inside Job Keeps Employees in Their Jobs

Social Media: A Good Inside Job Keeps Employees in Their Jobs
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What does it mean to keep social media an inside job? It means turning to social media networks that aren't outside. Networks such as LinkedIn and BeKnown are outside. They continually tug at your employees, tempting them with the lure of a drug known as networking, which almost always delivers a gratifying, satisfying high; to use this drug, however, your employees almost always must go outside, and although some can handle their networking, many, often your best employees, will almost always move on to much harder drugs—like quitting.

So…where can your employees network inside the organization?

Glad you asked— internal mobility systems appear to be the answer. They keep networking inside by keeping social media inside. They keep your best employees inside the organization, where you want them, networking with your other best employees. You keep them all high on opportunities inside your organization, not outside.

"LinkedIn's glorified resume database, job agents like Monster and Dice, and even social networking based job boards like Branchout and BeKnown, force companies to be in perpetual competition for their own employees," says Rob Garcia, vice president of product for UpMo. "We give enterprises the social platform and matching technology that democratize career advancement within the company, not outside."

UpMo is an up-and-coming start-up in the budding field of large and small companies that have gone to market with viable internal mobility systems enabling organizations to internalize employee networking. These are tools that ultimately foster employee engagement and improve retention.

"In the age of a hyper-connected super-social workforce, employees have virtually endless opportunities to jump ship," says Garcia. "What the vast majority of employees desire is to commit and devote themselves to their jobs under the promise of a fulfilling and challenging career. Internal social talent communities and employers' commitment to mobility are the keys to retention and engagement."

Career Mobilizer, UpMo's employee-centric, SaaS-based social application, provides those keys with an inviting way for employees to manage their careers within large and small companies alike. Patent-pending recommendation technology undergirds Career Mobilizer's ability to match employee profiles and preferences for career growth with internal job, project and personal networking opportunities.

UpMo's internal mobility system is the industry's first employee-centric one. This central characteristic of Career Mobilizer probably signals a trend in the design of talent management tools catering to employees, the idea being that a happy employee makes the HR professional's job that much easier.

"We're very employee-centric with our approach. It's so extreme that we almost view the employee, not necessarily HR, as our customer," says Brian Platz, executive vice president, chief operating officer and co-founder of SilkRoad technology, inc. "The idea is that, if we solve employees' problems, we have solved HR's problems. If we don't get the adoption and the engagement around the solution, then ultimately, it doesn't matter what HR is forcing upon employees; they're not going to use it, and it's not going to provide the value necessary."

Internal mobility systems yield a great deal of information about an organization's best performers. By capturing more granular data on employee movement and behavior, in real-time as they communicate through informal channels internally, internal mobility systems have the capacity to far better inform HR's efforts to manage the organization's talent—especially the organization's very best talent.

SilkRoad Point, available in Q1 of 2012, is a solution in this vein, a knowledge sharing platform that synthesizes technology for social networking, collaboration and talent management. Point is a forum where employees can share expertise and enjoy the recognition of their peers and those who might promote them; it also helps companies to identify their highest performers and solve pressing business challenges.

"SilkRoad Point leverages today's patterns in technology and the way employees use technology—specifically, components of mobility," says Platz. "We built this first with mobile in mind. It leverages the benefits of social media. It features reward-based encouragements for action, which provide value back to individuals and positively spur them to do things, within the system. And it leverages crowd-sourcing, just taking tons and tons of data and putting them together in ways that yield meaning and provide value. These are relatively new paradigms and concepts that are rapidly becoming acceptable today, and the technology is in place to make them real today, too."