Social Networking June 2010
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Social Networking June 2010

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One-day interactive workshop designed for HR professionals in Yorkshire. The event tookplace in a computer suite where all delegates had access to an individual PC.

One-day interactive workshop designed for HR professionals in Yorkshire. The event tookplace in a computer suite where all delegates had access to an individual PC.

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    Social Networking June 2010 Social Networking June 2010 Presentation Transcript

    • Social media for HR professionals-getting it right
      by Fluid
      January 2010
    • Page 2
      Contents
      3-4 Introduction to Fluid
      5-6 Statistics
      7-10 Terminology
      11-13 Creating a blog
      12-13 Engagement and performance
      14-15 Exercise A
      16-17 Making a start
      18-19 Real-life examples
      20-22 Corporate social networking
      23-26 Legal considerations when vetting candidates
      27-28 Exercise B
      29-30 Benefits of Web 2.0 technologies
      31-32 The new fault lines
      33-34 Barriers to adoption of Web 2.0 technologies
      35-36 Reasons to recruit via social media
      37-44 Specific sites
      45-46 Case studies
      47-48 Exercise C
      49-50 Conclusion and questions
    • Page 3
      Introduction
    • Page 4
      Introduction to Fluid
      Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD
      10 years in banking
      10 years in Human Resources consultancy
      Fluid trading since 2006
      The core services provided by Fluid are:
      • Retention
      • Selection
      - Attraction
      - Remuneration & Reward
      - Outplacement
      - Training & HR consultancy
    • Page 5
      Statistics
    • Page 6
      Statistics
      • 20% of organisations use social networking sites to research applicants
      • 68% use search engines to check candidates
      • 70% of London employers block the use of Facebook at work
      • 51% of recruiters think social networking poses a challenge to traditional recruitment
      • 60% of employers would check a candidate’s blog
      • 65% of university students are Facebook users
    • Page 7
      Terminology
    • Page 8
      Terminology 1 of 3
      • Aggregation
      • Avatar
      • Blog
      • Browser
      • Digital native
      • Discussion forum
      • Enterprise 2.0
      • Firewall
    • Page 9
      Terminology 2 of 3
      • Hit
      • Information aggregation
      • Instant messaging
      • Mashup
      • Media-sharing
      • Metadata
      • Net or V Generation
      • Open source
    • Page 10
      Terminology 3 of 3
      • Podcasting
      • RSS feed
      • Social bookmarking
      • Social networking
      • Streaming media or video streaming
      • Tagging
      • Virtual learning environment
      • Web feed
      • Wiki
    • Page 11
      Creating a blog
    • Page 12
      Creating a blog 1 of 2
      • Think about what you want to achieve by creating a blog-what is your end goal? With whom do you need to build relationships?
      • Think about who would be best placed to blog-who has expertise in their field and can talk with authority?
      • Talk about issues in your industry that will be relevant to your candidates and employees
      • Split up the blogging role to help monitor what is going on
      • Think about relevant keywords
    • Page 13
      Creating a blog 2 of 2
      • BUILDING A SAFE BLOGGING CULTURE
      • What is a blog anyway?
      • What can blogging at work help build?
      • Web of danger
      • Safe blogging advice
    • Page 14
      Exercise A
    • Page 15
      Exercise A
    • Page 16
      Making a start
    • Page 17
      Making a start
      • Sign up
      • Introduce yourself
      • Dress for the occasion
      • Make an offer
      • Find people to network with
      • Start a conversation
    • Page 18
      Real-life examples
    • Page 19
      Real-life examples
      • Using wikis to collaborate and share knowledge-Pfizer and NHS
      • Using blogs to communicate, learn & listen-BBC
      • Data aggregation to share knowledge and learning-Cega
      • Supporting employees with new tools for collaboration-KPMG, Allen & Overy, Duke Corporate Education
      • Reaching out to employees-Westminster City Council
      • Resonating with V Generation’s preferred forms of communication and learning-T-Mobile
      • More effective talking to prospective employees-Royal Opera House
    • Page 20
      Corporate social networking
    • Page 21
      Corporate social networking 1 of 2
      • Pitch your social networking idea to management as a learning network rather than a social one. Make it as much about learning as interaction, bringing employees who not normally work together into contact.
      • Use a social network to support a particular business initiative
      • Include a tutor function (as a guideline on best practice) in the social network
      • Cherry-pick the best possible talent for a project from across the business, rather than allow a particular business faction to dominate.
    • Page 22
      Corporate social networking 2 of 2
      • Create spaces such as virtual desks, similar to a chat room, where you can drop an email to another team member of a specific project to go and pick something off their virtual electronic desk. This encourages employees to rely less on their normal email function and instead log into their virtual desk, ensuring that they focus their attention on the initiative and their project team.
      • Management can also log-in to check the status of a project, helping them manage their time and involvement more effectively.
    • Page 23
      Legal considerations when vetting candidates
    • Page 24
      Legal considerations when vetting candidates 1 of 3
      • EMPLOYMENT LAW RISKS
      • Processing personal data fairly under the Data Protection Act 1998, and breaching guidelines in the DPA code
      • Claims for discrimination on any unlawful grounds
      • Breaching trust and confidence
    • Page 25
      Legal considerations when vetting candidates 2 of 3
      • EMPLOYERS CAN MAKE THIS PRACTICE SAFER IF:
      • Tell candidates website checking may be part of the vetting process
      • Separate the web-vetting from recruitment decision-making
      • Give applicants a chance to explain discrepancies in CVs and applications
      • Ask if the job justifies such in-depth vetting, and whether the information could be gathered in another way
    • Page 26
      Legal considerations when vetting candidates 3 of 3
      • DISCRIMINATION
      • ‘Cyber-vetting’ candidates could lead employers into expensive discrimination claims unless they take simple precautions
      • Employers should avoid printing out ‘netreps’ in case this provides a discrimination claimant with a paper trail of evidence
      • References and interviews can verify or overturn employers’ perceptions of candidates gleaned from social networking websites
      • Candidates should clean up their web profiles if they don’t want to put off prospective employers
    • Page 27
      Exercise B
    • Page 28
      Exercise B
    • Page 29
      Benefits of Web 2.0 technologies
    • Page 30
      Benefits of Web 2.0 technologies
      • Recruitment
      • Encouraging greater collaboration
      • Give employers and customers greater voice
      • Saving time and money on travel and accommodation
      • Help knowledge-sharing and management
    • Page 31
      The new fault lines
    • Page 32
      The new fault lines
      • Transparency
      • Competitive collaboration
      • Whose network is it anyway?
      • The new network capitalists
    • Page 33
      Barriers to adoption of Web 2.0 technologies
    • Page 34
      Barriers to adoption of Web 2.0 technologies
      • Risk of public exposure, damage to customer and employer brands plus a general loss of control
      • Lack of understanding and expertise
      • Lack of date and uncertainties about the costs and benefits of various media
      • Limitations placed on Web 2.0 by IT departments that didn’t want to damage the integrity of their systems
    • Page 35
      Reasons to recruit via social media
    • Page 36
      Reasons to recruit via social media
      • Return on time
      • Free job advertising
      • Extend the conversation
      • The human touch
      • A new network
      • Spread the word
      • Return on investment
    • Page 37
      Specific sites
    • Page 38
      Specific sites (1 of 7)
    • Page 39
      Specific sites (2 of 7)
    • Page 40
      Specific sites (3 of 7)
    • Page 41
      Specific sites (4 of 7)
    • Page 42
      Specific sites (5 of 7)
    • Page 43
      Specific sites (6 of 7)
    • Page 44
      Specific sites (7 of 7)
    • Page 45
      Case studies
    • Page 46
      Case studies
    • Page 47
      Exercise C
    • Page 48
      Exercise C
    • Page 49
      Conclusion & Questions
    • Page 50
      Conclusion
      Summary
      Questions