Retaining Internal Talent Using

Social Networks

Submitted By: Manali Patil

Research Guide: Dr Meghashri Dalvi

 Executive Summary
Everybody is talking about LinkedIn, Twitter, Facebook, XING, Plaxo, etc.
and their uses for finding talent. It sometimes gives the impression that
social networks are mainly for hiring. There is very little being said about
their enormous potential inside a corporation, as a way of improving
employee engagement and retention.

How many employees connect among themselves in public social networks

like Facebook or LinkedIn? Chances are that even people, who see each
other every working day, sometimes in neighboring cubicles, are
connecting and sharing information on these networks.

Suppose every employee could send and subscribe to status updates, like
Twitter, and those were also searchable. What if you could compile "tag
clouds" with the most common words in these tweets, and that you were
able to filter them by department and region. It would be a wonderful tool
to discover what the buzz is in areas of your organization that you don't
know about.

Imagine how much such a tool would help in the process of integrating two
different organizations after a merger or acquisition? Or how useful it
would be for new hires to learn about their new workplace? It would be like
having a virtual map, showing you who have the experience and the
working relations to help you.

Now add the ability for people to write little snippets of praise to their
colleagues (like when someone writes on your wall in Facebook, but with

2
more control over what you show or don't show). Wouldn't that be an
excellent and cost-effective solution to recognition problems? Just imagine:
someone writes you a few sentences of recognition and you are able to
prominently display them on your profile, where all your colleagues can see
them. Wouldn't that foster a culture where people felt more rewarded for
their achievements? And all at virtually no cost!

People are widely using social networking sites in their day to day life, its
actually become a very important part of their life. We find updates of what
they are doing at the moment as well as what is going on in their life. Social
networking sites have actually become tracking systems. People who follow
these systems give and get advice and encouragement from their friends
and family whenever they need, there is also sharing of videos photos
which gives a really personal touch to the whole thing. Because of these
different factors it is actually a good idea for the employees to be
connected socially through which both the organizations as well as the
employees will be benefited. I want to find out if the talented employees
can really be retained through social networking. This research can help
organizations to determine whether they should have a internal social
networking site to retain employees, i.e. it will help the organizations
determine that whether it is worth it to invest and involve in such social
activities in order to find and retain talent in the organization.

3
Need for Study
People are widely using social networking sites in their day to day life, its
actually become a very important part of their life. We find updates of what
they are doing at the moment as well as what is going on in their life. Social
networking sites have actually become tracking systems. People who follow
these systems give and get advice and encouragement from their friends
and family whenever they need, there is also sharing of videos photos
which gives a really personal touch to the whole thing. Because of these
different factors it is actually a good idea for the employees to be
connected socially through which both the organizations as well as the
employees will be benefited. I want to find out if the talented employees
can really be retained through social networking. This research can help
organizations to determine whether they should have a internal social
networking site to retain employees, i.e. it will help the organizations
determine that whether it is worth it to invest and involve in such social
activities in order to find and retain talent in the organization.

Research Methodology
Employees from IT sector as well as other sectors across the industry were considered for
a Descriptive research with primary data collected directly from these employees using
survey questionnaire. An online survey form was circulated via email and social
networks to all these companies. In the questionnaire likert scale was used to measure the
willingness of the employees to incorporate a social network in their companies. It also
helped to identify if the employees agreed to the fact that having an internal social
networking site would actually improve their productivity and communication with their
colleagues and create an emotional bond with the organization. It also helped to identify
whether internal social networking would help them achieve their personal and
organizational goals and finally would it help them survive and stay in a particular
organization for a longer period.

4
Conclusion

1. Employees are enthusiastic about the concept of incorporating an

internal social network as it has already been done in many
organizations around the world.

2. Unlike other communication mediums, social networking sites not

only provide the ability for users to communicate with each other but
also enable users to find like-minded individuals.

3. Due to this proper mode of continuous communication it might help

the employees of the organization to get engaged in knowledgeable
conversations.

4. Getting continuous support and push directly from the seniors may
help boost their confidence and might help them feel a sense of
belonging.

5. Some employees may be reluctant to change and therefore it can be

a bit difficult to incorporate something like a new internal social
networking site.

Despite their importance, these networks are rarely well-supported or even

understood by the organizations in which they are embedded. Social
network analysis provides a means with which to identify and assess the
health of strategically important networks within an organization. By
making visible these otherwise ‘invisible’ patterns of interaction, it becomes
possible to work with employees to facilitate effective collaboration and to

5
retain them in the organization. The surging popularity of social networking
sites is indisputable. Yet many organizations still struggle to translate it into
real business benefits.

Recommendations

1. Firstly, identify the relevant social media monitoring tools so that it

cannot be misused.

2. There should be pilot run or a pilot test to see the reactions and
support of the employees.

3. Understand risks involved, Set clear social media policies and

communicate policies internally within the organization.

4. The policy should spell out that violation of the policy can result in
disciplinary action.

5. Explore the latest trends in social networks to create and maintain

interest of the employees.

6. Educate the senior executives and other employees who are

unaware of the system.

6
7
 Acknowledgments
I owe a great many thanks to many people who helped me and supported
me for the successful completion of my project.

My deepest thanks to my project guide Prof. Dr. Meghashri Dalvi. She gave
me moral support and guided me in different matters regarding the topic.
She was very kind and patient while suggesting me the outlines of this
project and correcting my doubts. I thank her for her overall support.

Last but not the least, I would like to thank my friends who helped me a lot
in gathering different information, collecting data and guiding me from
time to time in making this project, despite of their busy schedules ,they
gave me different ideas in making this project unique. Thank you

8
 Table of Contents

Introduction..............................................................................................10
Review of Literature................................................................................14
Problem Definition and Hypothesis.........................................................16
Need for Study.........................................................................................................16
Problem Definition..................................................................................................16
Hypothesis...............................................................................................................17
Study Objectives......................................................................................................17
Scope for Study.......................................................................................................17
Implications of Study...............................................................................................18
Limitations of Study................................................................................................19
Research Methodology............................................................................20
Research Design......................................................................................................20
Sample Selection.....................................................................................................20
Area of Study...........................................................................................................20
Data Collection........................................................................................................20
Questionnaire Design..............................................................................................21
Statistical Design.....................................................................................................21
Data Analysis and Results........................................................................22
Diagrammatic Representation of Data.....................................................................22
CALCULATIONS:.................................................................................................37
Conclusion and Recommendations..........................................................48
Additional Inferences..............................................................................................49
Recommendations and Practical Applications........................................................51
Bibliography.............................................................................................52
Appendices...............................................................................................54
Survey Questionnaire:.............................................................................................54

9
 Introduction
Survivals being the very basis, coupled with the need to interact, socialise
and grow; humanity has developed communication, which is boundary-less
and to the extent of shrinking the world into what, of late, is termed as a
‘global village’

Means of communication are also means of speeding up knowledge. Today,

the internet marks a great change in our society. Although computers were
made to help store information; today the internet, in contrast, spreads
information and gives people the impression that distance no longer exists.

But now e-mail is so last century. Is it time to try out new web tools for
internal communication?

This world of constant motion, with its increasing need of accessing the
entire planet, shrinking both time and distance in its sway, has given rise to
what is today termed as a phenomenon- Social Networking.

A social network is a social structure made up of individuals or

organizations called ‘nodes’ which are tied together by one or more specific
types of interdependency, such as friendship, common interest, financial
exchange, or relationships of beliefs, knowledge or prestige. Many
companies are using social networks for internal communication as well.
These tools can help business owners align corporate goals, drive employee
engagement and streamline operations. The practice has become

10
widespread in many large U.S. companies and other technology-savvy
businesses, but many smaller companies have yet to catch on.

HR has always been the anchor for setting the right environment and
ensuring that their organizations have the culture which will enable them
to become more adaptive and agile organizations. And to make it possible
there is a need to have the right kind of employees and retain them over
time. This is exactly where social networking comes into picture. LinkedIn,
the professional alternative to Facebook, is one of the most popular sites
and majority of companies are getting comfortable using it for recruiting
purposes. The biggest advantage is that potential applicants are not limited
to the well connected and the local; recruiters can now draw from
international pools, discovering talent that may otherwise have been
missed.

Researchers over the years have debated on how ‘employees’ are social
beings and need avenues to socialize even at workplace which will enable
them to be more productive and engaged. One of the easiest ways to
improve productivity is to cultivate a genuine interest in the work and
beyond the traditional definition of work and workplace.

With social media, it becomes like killing two birds with one stone; as
employees have the opportunity to empower, engage and retain all levels
of staff. For the uninitiated, here's a look at the uses and benefits of
internal social networks.

Many companies are using Twitter, Facebook, LinkedIn, YouTube, our blog,
as well as internal networks such as Microsoft Communicator and Central
Desktop. These so-called Web 2.0 tools can help centralize activities within

11
a company and foster collaboration among inter-departmental groups.
These efforts can help an organization stay nimble and better compete with
larger, more established competitors. Many junior employees already use
Web-based applications as their primary means of communication, and
their older colleagues are coming on board.

Through the use of forums and collaborative tools on a company's Intranet,

internal stakeholders are encouraged to participate and have an equal
voice in sharing his or her projects and process, which can tie directly to the
overall company's vision and goals. This transparency helps give
management a clear view into projects and initiatives across the company.
It becomes easier to eliminate "rogue" projects that are not in sync with
the objectives of the business. On the flip side, employees have greater
visibility into how their everyday activities map to larger corporate goals.

The goal of internal social environments is to create a collaboration-focused

community where teams stop working in silos. Take the example of a new
product launch that requires involvement from engineering, product
development, marketing, field readiness, customer support and sales.
Those departments may be dispersed among different time zones. If the
detailed components of the launch are integrated into a collaborative social
network solution such as Central Desktop, all parties benefit from instant
visibility into the project and each of its components. Progress against
milestones can be seen and then marked "complete." Setbacks can be
instantly communicated and redundancies can be eliminated.

It also allows creating different employee groups who can connect to each
other online and share their experiences thereby creating an emotional

12
connection. Any employee quitting the organization loses the membership
to this group. Therefore it helps in the retention of the employees.

Therefore having such a lot of uses of social media it actually comes to the
end question of what do u really want to achieve through social media
because it provides benefits right from better communication to increased
productivity to engaging and retaining employees with the organization.

Social networking for Mahindra Satyam has been all about relationships,
conversations, and engagement. Mahindra Satyam in its new avatar has
been actively leveraging this new form of media to reach out to potential
candidates, interact with associates and keep its followers/fans (associates,
alumni and the world at large) updated about the latest happenings in the
organization.

This is exactly how social networking (internal & external) is helping

different departments like HR, Marketing, etc. and the organization on the
whole.

13
 Review of Literature
Social networking has significantly grown over the past couple of years, and the
foundation of networking and sharing ideas that it is built on, is having real business
impact and facilitating cultural change in organizations. And they are just for kids,
businesses should use them too says Jeff Browning, Director of Product Management
Integration Tools at F5 Networks.
Donald P. Moynihan’s article examines the influence of social networks and value
congruence on turnover intention among public and nonprofit employees. We argue that
employees exist in social networks inside and outside their organization, and these
networks shape employee attitudes and behavior. To illustrate this theory, we use
turnover intention. A strong and positive intraorganizational social network characterized
by good relations with and a sense of obligation toward other staff is hypothesized to
make it more likely that employees will stay. A strong social network external to the
organization is hypothesized to increase the opportunities that employees have to leave.
Our findings offer strong support for the role of intraorganizational networks, but
relatively weak support for the effect of external networks. We also propose that person-
organization (P-O) fit shape turnover intention. Our results suggest that employees who
experience a strong P-O fit in terms of value congruence are more likely to offer a long-
term commitment.
The article ‘Making Invisible Work Visible: Using Social Network Analysis’ by
Rob Cross of McIntire School of Commerce, University of Virginia, Outlines
how social network analysis can be effective in: 1) Promoting collaboration
within the organization and strategically important group of employees; 2)
Supporting critical junctures in networks that cross functional, hierarchical
or geographic boundaries and 3) Ensuring integration of a network
following restructuring or other strategic change initiatives. By making
informal networks visible, social network analysis helps managers
systematically assess and support strategically important collaboration.

Rob Cross also says that over the past decade or so significant restructuring
efforts have resulted in organizations with fewer hierarchical levels and
more permeable internal and external boundaries. While presumably
promoting efficiency and flexibility, a byproduct of these restructuring

14
efforts is that coordination and work increasingly occur through informal
networks of relationships rather than through channels tightly prescribed
by formal reporting structures or detailed work processes. For example,
informal networks cutting across core work processes or holding together
new product development initiatives are not found on formal
organizational charts but often promote organizational flexibility,
innovation, efficiency and quality of products or services by virtue of
effectively pooling unique expertise. Supporting collaboration and work in
these informal networks is increasingly important for organizations
competing on knowledge and an ability to innovate and adapt.

15
 Problem Definition and Hypothesis

Need for Study

People are widely using social networking sites in their day to day life, its
actually become a very important part of their life. We find updates of what
they are doing at the moment as well as what is going on in their life. Social
networking sites have actually become tracking systems. People who follow
these systems give and get advice and encouragement from their friends
and family whenever they need, there is also sharing of videos photos
which gives a really personal touch to the whole thing. Because of these
different factors it is actually a good idea for the employees to be
connected socially through which both the organizations as well as the
employees will be benefited. I want to find out if the talented employees
can really be retained through social networking. This research can help
organizations to determine whether they should have a internal social
networking site to retain employees, i.e. it will help the organizations
determine that whether it is worth it to invest and involve in such social
activities in order to find and retain talent in the organization.

Problem Definition
The problems that can be faced are the wrong use of the organizations internal social
networking sites.
To find if there is, any impact of social networking sites on employee retention (or words
to that effect).

16
Hypothesis
The null hypothesis is stated as:
Ho: Talented employees cannot be retained by staying in touch with them
on the social networks.

Study Objectives
The study objectives are:
1. To find out if it is possible to retain internal talent in the
organization.

2. To find out if it is really worthy for an organization to have a

internal social networking site.

Scope for Study

Scope is not limited to IT companies. Also any particular company or companies were
not targeted in the study so there are various different companies which cater to various
different sectors. This study will investigate the communication and knowledge sharing
patterns within different organizations and the perception of the employees about social
networks.

Implications of Study
Thoughtfully planned and knowledgeably implemented online social
networks can enable an organization to:
1. Create an early warning system.
2. Make sure knowledge gets to people who can act on it in time.

17
3. Connect people and build relationships across boundaries of geography
or discipline.
4. Provide an ongoing context for knowledge exchange that can be far more
effective than memoranda.
5. Attune everyone in the organization to each other's needs more people
will know who knows who knows what, and will know it faster.
6. Multiply intellectual capital by the power of social capital, reducing social
friction and encouraging social cohesion.
7. Create an ongoing, shared social space for people who are geographically
dispersed.
8. Amplify innovation when groups get turned on by what they can do
online, they go beyond problem-solving and start inventing together.
9. Create a community memory for group deliberation and brainstorming
that stimulates the capture of ideas and facilitates finding information
when it is needed.
10. Improve the way individuals think collectively moving from knowledge
sharing to collective knowing
11. Turn training into a continuous process, not divorced from normal
business processes.
12. Attract and retain the best employees by providing access to social
capital that is only available within the organization.
13. Create an alumni social network to allow you to connect with ex-
employees, retirees and long term leave employees; which might help in
getting some of them back.

18
Employees will be regularly in touch with each other even if they are in
different cities on business tours. Employees can help each other easily by
replying to the status updates of their friends or co-workers. Employees can
gain recognition and encouragement from their co-workers and bosses.
Social networking will help the management to know better about their
employees’ interests which will help them to create a better bond with the
employees.

Limitations of Study
The study focuses on use of social networking which is more common in employees
under 40. The study may or may not have relevance for more experienced employees.
Due to limited available time, the data is collected from Mumbai suburban companies
only.

19
 Research Methodology
This section describes the proposed research methodology and statistical design.

Research Design
Descriptive research with primary data collected directly from the
employees using survey questionnaire.

Sample Selection
Employees from IT sector as well as other sectors across the industry will be considered
so that a clear idea about the acceptance of social networking in the industry can be
understood.

Area of Study
IT and various other companies in Mumbai mostly located in suburban areas such as
Malad, Andheri, Bandra and Goregaon.

Data Collection
An online survey form was circulated via email and social networks to be filled by the
peoples working in IT and various other companies in Mumbai mostly located in
suburban areas.

Questionnaire Design
The questionnaire uses likert scale to measure the willingness of the employees to
incorporate a social network in their companies. It also helps to identify if the employees
agree to the fact that having a internal social networking site will actually improve their
productivity and communication with their colleagues and create a emotional bond with
the organization. It also helps to identify whether internal social networking will help
them achieve their personal and organizational goals and finally will it help them survive
and stay in a particular organization for a longer period.

20
Statistical Design
Z-test for hypothesis testing as the sample is of 100 employees.

21
 Data Analysis and Results

Diagrammatic Representation of Data

The demographic distribution of the respondents was done on the basis of their Sex,
Company size and the Sector they belonged to. The findings of the survey are mentioned
as follows:

Sex

Female
39%

Male
Femal
Male
e
61%

Figure 1.1

As it can be seen (Fig 1.1) that from the total of 100 respondents, 39 were
Females and 61 were Males.

22
 Company Size
(No. of Employees)

39%

More than 1000

Less than 1000

61%

Figure 1.2

As it can be seen (Fig 1.2) that 39% respondents worked for companies with
less than 1000 employee strength and 61% respondents worked for
companies with more than 1000 employees.

23
 Sector-wise Distribution

Non-I.T.
43%

I.T. Non-I.T.
I.T.
57%

Figure 1.3

The responses were divided into 2 sectors i.e. I.T. and Non-I.T.
As it can be seen (Fig 1.3) that 57% of the respondents belonged to the I.T.
sector and the remaining 43% belonged to the Non-I.T. sector.

24
 1. How would you describe your communication with
other employees in your office

25%
Excellent

49%
Very well
No communication at
all
With some employees
18%
Fairly well
Fairly well

Very well
With some employees 7%
Excellent

No communication at all 1%

0% 20% 40% 60%

Figure 1.4

In the above graph, 1% of employees said that there is no communication

at all while 7% employees said that they communicate with some
employees.

Almost 3/4th i.e. 74% of the employees said that their communication with
their colleagues is very well or excellent.

This gives us a very clear idea that the majority of people think that their
communication with their colleagues is very good.

25
 2. How often do you use social networking sites?

Always 25%

Frequently 54%

Series 1

Infrequently 12%

Rarely 5%

Not at all 4%

0% 10% 20% 30% 40% 50% 60%

Figure 1.5

In the above graph, 4% of employees said that they do not use social
networking sites at all and 5% employees use it rarely while almost more
than 3/4th (79%) of the employees said that they use social networking sites
frequently or always.

This gives us a very clear idea that social networking is very popular and a
majority of the employees use it on a regular basis.

26
 3. Do you think regular interaction with colleagues will help to do
your job better?

Strongly agree 48%

Agree 38%

Series 1

Neutral 8%

Disagree 3%

Strongly disagree 3%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

Figure 1.6

In the above graph, only 6% of employees strongly disagree or disagree that

having regular interaction with their colleagues will help them to perform
better but at the same time 86% of employees agree and strongly agree
that it will be of great help to them.

Therefore it is quite clear that more than 4/5th (86%) of the employees
believe that regular interaction will help them to do their job better.

27
 4. How frequently do you go outside your department to seek or
share knowledge?

Regularly 14%

Frequently 41%

Series 1

Don't need to 13%

Rarely 30%

Never 2%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

\
Figure 1.7

In the above graph it can be seen that only 2% employees never go outside
their department to seek or share knowledge, at the same time it also says
that around 55% employees frequently and regularly go outside their
department to seek or share knowledge. This gives us a very clear idea that
the majority of people frequently go outside their department to seek or
share knowledge.

Therefore this leaves no doubt that more than half employees need to seek
and share knowledge from different departments and when they do; it
really helps them in their performance.

28
 5. How much according to you would getting opinions and general
consensus on any topic help you in improving the work quality?

Help a lot 29%

Certainly help 39%

May help somewhat 28%

Series 1

Hardly any 2%

Not at all 1%

0% 5% 10% 15% 20% 25% 30% 35% 40%

\
Figure 1.8

In the above bar graph 1% employees chose not at all, 2% employees chose
hardly any, 28% employees chose may help somewhat, 39% employees
chose certainly help and 29% employees chose help a lot.

It is seen that only 3% employees feel that they do not need or hardly need
the opinions of their colleagues on any topic to improve the quality of their
work. The remaining 97% employees think that it may help to take opinions
of their colleagues in some way or the other.

29
 6. How much according to you would broadcasting mission critical
questions throughout the organization and getting quick responses
help your work?

Help a lot 21%

Certainly help 53%

Series 1

May help somewhat 21%

Hardly any 3%

Not at all 2%

0% 10% 20% 30% 40% 50% 60%

Figure 1.9

In the above bar graph 2% employees chose not at all, 3% employees chose
hardly any, 21% employees chose may help somewhat, 53% employees
chose certainly help and 21% employees chose help a lot.

This clearly tells us that majority of 74% of the employees think that
broadcasting mission critical questions throughout the organization and
getting quick responses will help them with their work.

30
 7. Would you say communication at personal level, exploring the
social side of the employees helps in improving the workplace
involvement?

Will be of great help 24%

Certainly help 45%

Series 1

May help 23%

Maybe a little 6%

Not at all 2%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Figure 1.10

In the above bar graph 2% employees chose not at all, 6% employees chose
hardly any, 23% employees chose may help somewhat, 45% employees
chose certainly help and 24% employees chose help a lot.

This clearly tells us that more than 50% employees think that
communication at personal level, exploring the social side of the employees
helps in improving the workplace involvement whereas only 2% employees
think that it will be of no help.

31
 8. Do you think that an internal social networking site can be one of
the answers to all of the above problems of communication,
workplace involvement, etc.?

Strongly agree 18%

Agree 45%

Series 1
Neutral 28%

Disagree 7%

Strongly disagree 2%

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

Figure 1.11

In the above graph, the total of only 9% of employees either strongly

disagree or disagree that social networking sites are one of the solutions to
the problems of communication, work involvement, etc. but at the same
time more than 50% of the employees either agree and strongly agree that
it will be of great help to them.

Therefore it is quite clear that more than half (63%) of the employees
believe that social networking is one of the answers to the age old
communication and work involvement problems.

32
 Age

15%

Below 30
Above 30

85%

\
Figure 2.1

Out of the total of 100 respondents, there are 85 respondents who belong
to the age group of below 30 years and 15 respondents who belong to the
age group of above 30 years of age.
In the bar graphs below these two specific age groups of employees (above
30 years of age and below 30 years of age) have been compared.

These two age groups have been compared to understand the difference of
opinions and perception about social networking sites.

33
 Use of social networking sites

33%
Always 23.53%

27%
Frequently 58.82%

Above 30
13%
Infrequently Below 30
11.76%

20%
Rarely 2.35%

7%
Not at all 3.53%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

Figure 2.2

The graph clearly shows that the frequency of employees with age > 30 is
higher than frequency of employees with age < 30 for the responses=not at
all and rarely.
 On the other hand, frequency of employees with age > 30 is much lower
than frequency of employees with age < 30 for the response=frequently.
 
The frequency distribution indicates that employees with age > 30 have
accepted social network, but still do not use it so often. The reasons could
vary from not having sufficient time, or much need to use social network; to
not being very comfortable with the medium.

34
 Do you think regular interaction with colleagues will help to do
your job better?

53%
Strongly agree 47.06%

27%
Agree 40.00%
Above 30
Below 30
13%
Neutral 7.06%

0%
Disagree 3.53%

7%
Strongly disagree 2.35%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%

Figure 2.3

The graph clearly shows that the frequency of employees with age > 30 is
higher than frequency of employees with age < 30 for the response=
strongly disagree.  At the same time, frequency of employees with age > 30
is higher than frequency of employees with age < 30 for the response=
strongly agree.
If we consider both the options i.e. agree and strongly agree the frequency
of responses from employees of both the age groups is very close.
 The frequency distribution indicates that there is not much difference in
the opinions of the employees of both the age groups. Therefore, both the
age groups (< 30 and > 30) think that regular interaction with colleagues
will help them do their job better.

35
 Internal social networking site as one of the answers to the
problems of communication, workplace involvement, etc.

26.67%
Strongly agree
16.47%

26.67%
Agree
48.24%
Above 30
Below 30
26.67%
Neutral
28.24%

13.33%
Disagree
5.88%

6.67%
Strongly disagree 1.18%

0.00% 10.00% 20.00% 30.00% 40.00% 50.00%

Figure 2.4

The graph clearly shows that the frequency of employees with age > 30 is
higher than frequency of employees with age < 30 for the responses=
strongly disagree and disagree.
At the same time, frequency of employees with age > 30 is higher than
frequency of employees with age < 30 for the response= strongly agree.

But if we consider both the options i.e. agree and strongly agree the
frequency of responses from employees with age > 30 is lower than the
employees with age < 30.
 However, the comparisons of responses of >30 group and <30 group are
not really conclusive.

36
CALCULATIONS:

For each question the z-test has been used for hypothesis testing. For
performing the one tailed z-test, the formula used is,

z = (µmean - µ0) / SE

µmean = Sample mean, calculated by taking average of all data entries in the
sample.
µ0= Population mean, here will be assumed as 1.
SE = Standard error calculated as (Standard Deviation / √n)

SD = √ [∑(x- µmean) 2/ n-1]

n = sample size

37
QUESTION 1: How would you describe your communication with other
employees in your office?

Hypothesis – There is no communication between employees.

For this question based on the data entries, the following statistics can be
derived:

µmean = 3.9
µ0= 1
n = 100
SD = √ [∑(x- µmean) 2/ n-1] = 0.89

SE = SD / √n = 0.089

z = (µmean - µ0) / SE
= (3.9 – 1) / 0.089
= 32.64

As, the hypothesis testing is being done at 5% level of significance and since
a one tailed test is used, the value of ‘z’ has to be more than 1.6452 for the
hypothesis to get rejected. Since in this calculation, z = 32.64 which is more
than 1.6452, we can reject the hypothesis being tested. We can say that
there some or regular communication between employees.

38
QUESTION 2: How often do you use social networking sites?

Hypothesis – There is no use of social networking sites by the employees.

For this question based on the data entries, the following statistics can be
derived:

µmean = 3.9
µ0= 1
n = 100
SD = √ [∑(x- µmean) 2/ n-1] = 0.97

SE = SD / √n = 0.097

z = (µmean - µ0) / SE
= (3.9 – 1) / 0.097
= 29.92
As, the hypothesis testing is being done at 5% level of significance and since
a one tailed test is used, the value of ‘z’ has to be more than 1.6452 for the
hypothesis to get rejected. Since in this calculation, z = 29.92 which is more
than 1.6452, we can reject the hypothesis being tested. We can say that
there some or regular use of social networking sites by the employees.

39
QUESTION 3: Do you think regular interaction with colleagues will help to
do your job better?

Hypothesis – Regular interaction with colleagues won’t help the employees

to do their job better.

For this question based on the data entries, the following statistics can be
derived:
µmean = 4.25
µ0= 1
n = 100
SD = √ [∑(x- µmean) 2/ n-1] = 0.95

SE = SD / √n = 0.095

z = (µmean - µ0) / SE
= (4.25 – 1) / 0.095
= 34.33

As, the hypothesis testing is being done at 5% level of significance and since
a one tailed test is used, the value of ‘z’ has to be more than 1.6452 for the
hypothesis to get rejected. Since in this calculation, z = 34.33 which is more
than 1.6452, we can reject the hypothesis being tested. We can say that
regular interaction with colleagues will help the employees to do their job
better.

40
QUESTION 4: How frequently do you go outside your department to seek
or share knowledge?

Hypothesis – Employees do not go outside their department to seek or

share knowledge.

For this question based on the data entries, the following statistics can be
derived:
µmean = 3.35
µ0= 1
n = 100
SD = √ [∑(x- µmean) 2/ n-1] = 1.11

SE = SD / √n = 0.11

z = (µmean - µ0) / SE
= (3.35 – 1) / 0.11
= 21.10

As, the hypothesis testing is being done at 5% level of significance and since
a one tailed test is used, the value of ‘z’ has to be more than 1.6452 for the
hypothesis to get rejected. Since in this calculation, z = 21.10 which is more
than 1.6452, we can reject the hypothesis being tested. We can say that
Employees rarely or frequently go outside their department to seek or
share knowledge.

41
QUESTION 5: How much would you say Getting opinions and general
consensus on any topic will help in improving the quality of work?

Hypothesis – Getting opinions and general consensus on any topic will not
help in improving the quality of work.

For this question based on the data entries, the following statistics can be
derived:
µmean = 3.93
µ0= 1
n = 100
SD = √ [∑(x- µmean) 2/ n-1] = 0.87

SE = SD / √n = 0.087

z = (µmean - µ0) / SE
= (3.93 – 1) / 0.087
= 33.77

As, the hypothesis testing is being done at 5% level of significance and since
a one tailed test is used, the value of ‘z’ has to be more than 1.6452 for the
hypothesis to get rejected. Since in this calculation, z = 33.77 which is more
than 1.6452, we can reject the hypothesis being tested. We can say that
Getting opinions and general consensus on any topic may or may not help
in improving the quality of work.

42
QUESTION 6: How much would you say broadcasting mission critical
questions throughout the organization and getting quick responses will help
your work?

Hypothesis – Broadcasting mission critical questions throughout the

organization and getting quick responses will not help in improving the
quality of work.

For this question based on the data entries, the following statistics can be
derived:
µmean = 3.88
µ0= 1
n = 100
SD = √ [∑(x- µmean) 2/ n-1] = 0.84

SE = SD / √n = 0.084

z = (µmean - µ0) / SE
= (3.88 – 1) / 0.084
= 34.11

As, the hypothesis testing is being done at 5% level of significance and since
a one tailed test is used, the value of ‘z’ has to be more than 1.6452 for the
hypothesis to get rejected. Since in this calculation, z = 34.11 which is more
than 1.6452, we can reject the hypothesis being tested. We can say that
Broadcasting mission critical questions throughout the organization and
getting quick responses will help in improving the quality of work.

43
QUESTION 7: Would you say Communication at personal level, exploring
the social side of the employees helps in improving the workplace
involvement?

Hypothesis – Communication at personal level, exploring the social side of

the employees does not help in improving the workplace involvement.

For this question based on the data entries, the following statistics can be
derived:
µmean = 3.83
µ0= 1
n = 100
SD = √ [∑(x- µmean) 2/ n-1] = 0.93

SE = SD / √n = 0.093

z = (µmean - µ0) / SE
= (3.83 – 1) / 0.093
= 30.34

As, the hypothesis testing is being done at 5% level of significance and since
a one tailed test is used, the value of ‘z’ has to be more than 1.6452 for the
hypothesis to get rejected. Since in this calculation, z = 30.34 which is more
than 1.6452, we can reject the hypothesis being tested. We can say that
Communication at personal level, exploring the social side of the
employees does help in improving the workplace involvement.

44
QUESTION 8: Do you think that an internal social networking site is one of
the answers to all of the above questions?

Hypothesis – An internal social networking site is not one of the answers to

all of the above questions.

For this question based on the data entries, the following statistics can be
derived:

µmean = 3.7
µ0= 1
n = 100
SD = √ [∑(x- µmean) 2/ n-1] = 0.92

SE = SD / √n = 0.092

z = (µmean - µ0) / SE
= (3.7 – 1) / 0.092
= 29.49

As, the hypothesis testing is being done at 5% level of significance and since
a one tailed test is used, the value of ‘z’ has to be more than 1.6452 for the
hypothesis to get rejected. Since in this calculation, z = 29.49 which is more
than 1.6452, we can reject the hypothesis being tested. We can say that an
internal social networking site can be one of the answers to all of the above
questions.

45
Overall hypothesis testing:

Now, using z-test for the main hypothesis testing, for performing the one
tailed z-test, the formula used is,

z = (µmean - µ0) / SE

Here firstly the average of all the responses got from a particular
respondent was taken.
µmean = the Sample mean, was calculated by taking average of the average
figures got from the responses of each of the respondent.
µ0= Population mean, here will be assumed as 1.
SE = Standard error calculated as (Standard Deviation / √n)

SD = √ [∑(x- µmean) 2/ n-1]

n = sample size

Now considering the entire project with the entire questions when we do
the hypothesis testing of the main null hypothesis statement, which is
stated as follows:

Hypothesis: Talented employees cannot be retained by staying in touch

with them on the social networks.

The following statistics can be derived:

µmean = 30.74
µ0= 1
n = 100
SD = √ [∑(x- µmean) 2/ n-1] = 7.08

SE = SD / √n = 0.708

z = (µmean - µ0) / SE

46
= (30.74 – 1) / 0.708
= 41.98

As, the hypothesis testing is being done at 5% level of significance and since
a one tailed test is used, the value of ‘z’ has to be more than 1.6452 for the
hypothesis to get rejected. Since in this calculation, z = 41.98 which is more
than 1.6452, we can reject the hypothesis being tested. We can say that
talented employees could be retained by staying in touch with them on the
social networks.

47
 Conclusion and Recommendations
As seen in the bar diagrams above it is quite clear that majority of the
employees do communicate with each on a regular basis and that they
discuss their problems and ask each other’s opinions on critical matters. It
is also seen that majority of the employees try to be in touch with each
other and to share their opinions and knowledge which ultimately helps
them to do a better job. Majority of the employees also use social
networking sites and they feel that having an internal social networking site
would improve the communication within the organization and would
improve the emotional involvement of the employees with their workplace.
It has also been proven with the hypothesis tests that the communication
and workplace involvement as well as the productivity and satisfaction of
the employees will be improved with the help of social networking.

Therefore social networking sites can be considered as an answer to the

age old problems of communication, workplace involvement, productivity,
etc. and once that the employees are happy with the job and the results
and are involved in the organization they can be easily retained within the
organization.

48
Additional Inferences

1. Social networking has managed to gain a lot of interest and

importance in the industry.

2. Employees are enthusiastic about the concept of incorporating an

internal social network as it has already been done in many
organizations around the world.

3. Unlike other communication mediums, social networking sites not

only provide the ability for users to communicate with each other but
also enable users to find like-minded individuals.

4. Due to this proper mode of continuous communication it might help

the employees of the organization to get engaged in knowledgeable
conversations.

5. Getting continuous support and push directly from the seniors may
help boost their confidence and might help them feel a sense of
belonging.

6. Some employees may be reluctant to change and therefore it can be

a bit difficult to incorporate something like a new internal social
networking site.

7. Employees may misuse the social networking sites.

49
 8. Employees may waste time unnecessarily.

9. There is a chance that the management might lose control of the

policies or procedures followed by the organization.

10.Social Network relationships are critical anchoring points for

employees, whose loyalty and commitment may be more to sets of
individuals in their network than to a given organization.

Despite their importance, these networks are rarely well-supported or even

understood by the organizations in which they are embedded. Social
network analysis provides a means with which to identify and assess the
health of strategically important networks within an organization. By
making visible these otherwise ‘invisible’ patterns of interaction, it becomes
possible to work with employees to facilitate effective collaboration and to
retain them in the organization. The surging popularity of social networking
sites is indisputable. Yet many organizations still struggle to translate it into
real business benefits.

50
Recommendations and Practical Applications

1. Firstly, identify the relevant social media monitoring tools so that it

cannot be misused.

2. There should be pilot run or a pilot test to see the reactions and
support of the employees.

3. Understand risks involved, Set clear social media policies and

communicate policies internally within the organization.

4. The policy should spell out that violation of the policy can result in
disciplinary action.

5. Explore the latest trends in social networks to create and maintain

interest of the employees.

6. Educate the senior executives and other employees who are

unaware of the system.

51
 Bibliography

1. http://itnow.oxfordjournals.org/content/52/1/18.abstract

2. www.groupjazz.com/pdf/osn.pdf

3. http://www.rheingold.com/Associates/onlinenetworks.html

4. http://www.festoonmedia.com/whitepapers/images/Social_Network
ing.pdf

5. http://www.researchinformation.info/features/feature.php?
feature_id=272

6. http://www.techsoup.org/learningcenter/internet/archives/page921
5.cfm

7. Making Invisible Work Visible: Using Social Network Analysis By Rob

Cross

8. Efficient Talent Acquisition through E-Recruitment By Gilles

Depardieu, PhD and Pamela Islam, MBA

9. How Online Social Networks Benefit Organizations By Lisa Kimball

52
 and Howard Rheingold

10. SOCIAL NETWORKING: WHY USE IT FOR YOUR BUSINESS? By Festoon

Media, April 2010.

11. http://hrpeople.monster.com/

53
 Appendices

Survey Questionnaire:

Age:

Sex:

Company size:

Industry Type:

1. How would you describe your communication with other employees

in your office?
a. No communication at all
b. Communicate with some employees
c. Fairly well
d. Very well
e. Excellent

2. How often do you use social networking sites?

a. Not at all
b. Rarely
c. Infrequently
d. Frequently
e. Always

54
 3. Do you think regular interaction with colleagues will help to do your
job better?
a. Strongly disagree
b. Disagree
c. Neither agree nor disagree
d. Agree
e. Strongly agree

4. How frequently do you go outside your department to seek or share

knowledge?
a. Never
b. Rarely
c. Don’t need to
d. Frequently
e. Regularly

5. How much would you say Getting opinions and general consensus on
any topic will help in improving the quality of work?
a. Not at all
b. Hardly any
c. May help somewhat
d. Certainly help
e. Help a lot

55
 6. How much would you say broadcasting mission critical questions
throughout the organization and getting quick responses will help
your work?
a. Not at all
b. Hardly any
c. May help somewhat
d. Certainly help
e. Help a lot

7. Would you say Communication at personal level, exploring the social

side of the employees helps in improving the workplace
involvement?
a. Not at all
b. Maybe a little, but could waste time
c. May help
d. Bonding at social level will certainly help
e. Will be of great help

8. Do you think that an internal social networking site is one of the

answers to all of the above questions?
a. Strongly disagree
b. Disagree
c. Neither agree nor disagree
d. Agree
e. Strongly agree

56