Social Business Sniffs Out Defectors
By Karen J. Bannan
Analysts and vendors can tout metrics and statistics about social business all they want, but if a solution fails to provide real world benefits it’s not worth the effort.
I recently listened to an IBM webinar (New Expectations for a New Era) about how social, mobile and digital technologies are changing the way human resources executives do their jobs. One of the speakers was Alan Wild, IBM’s VP HR Employee Relations & Engagement. Since he’s in charge of IBM’s own human resources programs, he spent some time going over what IBM does internally with social business. One of the examples he discussed was how IBM was able to use social business to ferret out people who were ready to leave the company.
Wild says that the company was able to see a decreased use of internal social media by those who were about to move to a new position. People who quit stopped using IBM’s internal social business tools 12 weeks before they left, and instead increase their use of external social media offerings.
This may not seem like a big deal – or even all that exciting from a social business perspective — but consider this: GetHired.com estimates that it can cost as much as $18,795.25 to recruit and find a new employee. If you can preemptively stop a good, productive employee from leaving and retain him or her, you can save yourself a lot of time and money.
You can listen to the entire presentation and hear more about how to use social business in human resources by clicking here.