![]() ![]() The group that had no access to the tool showed no improvement on either measure over the same period. They made these gains by observing what their coworkers talked about on Jive-n and with whom. Those employees also became 88% more likely to accurately identify who could put them in contact with the right experts. The employees who had used the tool became 31% more likely to find coworkers with expertise relevant to meeting job goals. The first group used an internal social platform called Jive-n, while the other group did not. To more systematically identify the performance value that social tools can bring to companies, we split employees at a large financial services firm into two groups and observed them for six months. They said things like “Other companies are, so we should too” and “That’s what you have to do if you want to attract young talent.” Although the bandwagon effect was not a surprise, this was: Few of the rationales were based on a solid business case, which leaders normally require when considering other technologies, such as CRM software or computer-simulation tools. ![]() That figure grabbed our attention, so we asked leaders of both large and small organizations for more insight into why they were turning to social tools and platforms. In an ambitious study of 4,200 companies, conducted by the McKinsey Global Institute, 72% reported using them to facilitate employee communication. Workplaces have adopted internal social tools-think stand-alone technologies such as Slack, Yammer, and Chatter, or embedded applications such as Microsoft Teams and JIRA-at a staggering rate.
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