Social Talent Management Research

  • 1,163 views
Uploaded on

Presentation at Taleo & LinkedIn Seminar in Netherlands. …

Presentation at Taleo & LinkedIn Seminar in Netherlands.
Topic : Social Talent management Research
Speaker: David Wilkins, VP Taleo Research at Taleo Corp.

More in: Business , Technology
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
1,163
On Slideshare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
0
Comments
0
Likes
3

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • Let’s start with some interesting data about employees. According to the data, 7 out of 10 respondents were open to new job opportunities. 20% were actively looking. And 50% were what we would call “passive candidates” – open to a change, perhaps looking around a bit, but not actively pursuing a job change.While this isn’t particularly surprising given the economy of late, it does suggest an overall weakness in the morale and engagement of the UK workforce.2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
  • Let’s start with some interesting data about employees. According to the data, 7 out of 10 respondents were open to new job opportunities. 20% were actively looking. And 50% were what we would call “passive candidates” – open to a change, perhaps looking around a bit, but not actively pursuing a job change.While this isn’t particularly surprising given the economy of late, it does suggest an overall weakness in the morale and engagement of the UK workforce.2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
  • On learning more about talent – two obvious comments to make: better profiles means better matching for job openings which means less turnover of top talent and it means greater recognition and affirmation of talent which means less turnover.On connecting individuals – peer relationships creates more supported work environment which reduces turnover and it can spark innovation and improve organizational resilience (by virtue of increased network density) when times get tough.#1 Data above is also from Blessing White2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
  • On learning more about talent – two obvious comments to make: better profiles means better matching for job openings which means less turnover of top talent and it means greater recognition and affirmation of talent which means less turnover.On connecting individuals – peer relationships creates more supported work environment which reduces turnover and it can spark innovation and improve organizational resilience (by virtue of increased network density) when times get tough.#1 Data above is also from Blessing White2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
  • On learning more about talent – two obvious comments to make: better profiles means better matching for job openings which means less turnover of top talent and it means greater recognition and affirmation of talent which means less turnover.On connecting individuals – peer relationships creates more supported work environment which reduces turnover and it can spark innovation and improve organizational resilience (by virtue of increased network density) when times get tough.#1 Data above is also from Blessing White2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf
  • On learning more about talent – two obvious comments to make: better profiles means better matching for job openings which means less turnover of top talent and it means greater recognition and affirmation of talent which means less turnover.On connecting individuals – peer relationships creates more supported work environment which reduces turnover and it can spark innovation and improve organizational resilience (by virtue of increased network density) when times get tough.#1 Data above is also from Blessing White2011 Employee Engagement Report, 2011. http://www.blessingwhite.com/content/reports/BlessingWhite_2011_EE_Report.pdf

Transcript

  • 1. SOCIAL TALENT RESEARCHDavid Wilkins, VP Taleo Research
  • 2. EMPLOYEE ENGAGEMENT 2 are 5 are open to a new job, 3 are not actively looking but are not actively interested in a for a new job looking new job at this time2 TALENT INTELLIGENCE
  • 3. EMPLOYEE ENGAGEMENT 2 are 5 are open to a new job, 3 are not actively looking but are not actively interested in a for a new job looking new job at this time › Consistent with Blessing White data: › Less than half (48%) of European employees would stay with their current employer through the next 12 months if given a chance to leave. › Number of European employees “determined to leave” their current employer is now 14%, up from 10% in 2008.3 TALENT INTELLIGENCE
  • 4. USE OF NETWORKS FOR PROFESSIONAL PURPOSES LinkedIn 21% Facebook 20% Google + 9% Twitter 8% YouTube 6%In house social networks / communities 6% MySpace 3% 45% of office workers use Flickr 2% social networks for Bebo 2% professional purposes Four Square 2% Quora 1% 63% of 18-24 year olds Xing 1% 66% amongst active job seekers Viadeo 1% 49% amongst private sector employees Other 2% None of the above 55% TALENT INTELLIGENCE
  • 5. USE OF NETWORKS FOR PROFESSIONAL PURPOSES LinkedIn 21% Facebook 20% Google + 9% Twitter 8% YouTube 6%In house social networks / communities 6% MySpace 3% 45% of office workers use Flickr 2% social networks for Bebo 2% professional purposes Four Square 2% Quora 1% 63% of 18-24 year olds Xing 1% 66% amongst active job seekers Viadeo 1% 49% amongst private sector employees Other 2% None of the above 55% TALENT INTELLIGENCE
  • 6. OTHER USE CASES FOR EXTERNAL SOCIAL NETWORKS › 35% planning to use social networks to improve knowledge and education › 29% to discuss industry specific topics › 28% to find new business / clients6 TALENT INTELLIGENCE
  • 7. KNOW THE PEOPLE YOU HAVE 48% say that their skills go unnoticed feel that their work history & experiences are not leveraged by their employer 75%7 TALENT INTELLIGENCE
  • 8. WHO UNDERSTANDS WORKERS BEST? Professional & work capabilities Other None of the 1% above Don’t know 3% My family / 5% partner 21%My line manager 22% My friends outside of work 4% HR software / systems 1% My colleagues and peers 43% TALENT INTELLIGENCE
  • 9. WHO UNDERSTANDS WORKERS BEST? Professional & work Professional & work capabilities aspirations / ambitions None of the Other None of the Other above 1% above 1% My family / 6% Don’t know 3% Don’t know My family / 5% partner 5% partner 21% 43% My line managerMy line manager 13% 22% My friends HR software / outside of work systems 4% 1% HR software / systems 1% My colleagues My colleagues and peers and peers 22% My friends 43% outside of work 9% TALENT INTELLIGENCE
  • 10. UNTAPPED EXTERNAL SOCIAL NETWORKS › 75% of employees said that the company is not leveraging their networks and professional relationships11 TALENT INTELLIGENCE
  • 11. Strategic Implications 13
  • 12. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE› Limit flight risk of your top performers – #1 reason for dysfunctional turnover in Europe: lack of career opportunities – #1 contributor to job satisfaction: “more opportunities to do what I do best,” “career development opportunities and training” (tie) TALENT INTELLIGENCE
  • 13. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE› Limit flight risk of your top performers – #1 reason for dysfunctional turnover in Europe: lack of career opportunities – #1 contributor to job satisfaction: “more opportunities to do what I do best,” “career development opportunities and training” (tie)› Since peers know more about each others’ career aspirations and skills / talents, then to tap into this with social TM› Learn more about your talent and use their strengths TALENT INTELLIGENCE
  • 14. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE› Limit flight risk of your top performers – #1 reason for dysfunctional turnover in Europe: lack of career opportunities – #1 contributor to job satisfaction: “more opportunities to do what I do best,” “career development opportunities and training” (tie)› Since peers know more about each others’ career aspirations and skills / talents, then to tap into this with social TM› Learn more about your talent and use their strengths› Invest in mobility – move people around to avoid losing them TALENT INTELLIGENCE
  • 15. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE› Limit flight risk of your top performers – #1 reason for dysfunctional turnover in Europe: lack of career opportunities – #1 contributor to job satisfaction: “more opportunities to do what I do best,” “career development opportunities and training” (tie)› So, if peers know more about each others’ career aspirations and skills / talents, then to tap into this with social TM› Learn more about your talent and use their strengths› Invest in mobility – move people around to avoid losing them TALENT INTELLIGENCE
  • 16. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT › Create a world-class career site as a hub for recruiting › Make sure you also have world-class presence in main social networking sites: LinkedIn, Facebook, YouTube, Twitter18 TALENT INTELLIGENCE
  • 17. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT › Create a world-class career site as a hub for recruiting › Make sure you also have world-class presence in main social networking sites: LinkedIn, Facebook, YouTube, Twitter › Link content and external education strategies to recruiting; passive candidates can find you in a variety of ways19 TALENT INTELLIGENCE
  • 18. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT › Create a world-class career site as a hub for recruiting › Make sure you also have world-class presence in main social networking sites: LinkedIn, Facebook, YouTube, Twitter › Link content and external education strategies to recruiting; passive candidates can find you in a variety of ways › Tap into your employee networks; just 25% of respondents felt like companies are using this information20 TALENT INTELLIGENCE
  • 19. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT › Create a world-class career site as a hub for recruiting › Make sure you also have world-class presence in main social networking sites: LinkedIn, Facebook, YouTube, Twitter › Link content and external education strategies to recruiting; passive candidates can find you in a variety of ways › Tap into your employee networks; just 25% of respondents felt like companies are using this information › Leverage social media tools to gauge “sentiment” at competitors or of key candidates and then use this to tailor strategies › Maintain a proactive strategy regarding passive candidates particularly leveraging the “always current” LinkedIn profiles21 TALENT INTELLIGENCE
  • 20. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT › Create a world-class career site as a hub for recruiting › Make sure you also have world-class presence in main social networking sites: LinkedIn, Facebook, YouTube, Twitter › Link content and external education strategies to recruiting; passive candidates can find you in a variety of ways › Tap into your employee networks; just 25% of respondents felt like companies are using this information › Leverage social media tools to gauge “sentiment” at competitors or of key candidates and then use this to tailor strategies › Maintain a proactive strategy regarding passive candidates particularly leveraging the “always current” LinkedIn profiles22 TALENT INTELLIGENCE
  • 21. KEY TAKEAWAYS › Strong talent practices internally reduce dysfunctional turnover › Less dysfunctional turnover means less time re-filling roles › Which means more time on acquisition strategy – LinkedIn – Facebook – YouTube – Twitter › Social is here to stay: examine all facets of social brand image to candidates; it’s bigger than your recruiting presence › You don’t have to be an expert to get started, just get started…23 TALENT INTELLIGENCE