CareerBuilder talks about how to generate employer referrals naturally by facilitating fun personal interactions/activities between coworkers that can be easily shared with employees' broader social networks - Josh Wu and Eric Owski
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CareerBuilder talks about how to generate employer referrals naturally by facilitating fun personal interactions/activities between coworkers that can be easily shared with employees' broader social networks - Josh Wu and Eric Owski

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  • In order to get a glimpse of where we ’re going in terms of Human Resources and job search, it helps to take a look at where we’ve been. Lets start with 1901.
  • Workers at one of the biggest technology companies of the time, National Cash Register, walked out - demanding better working conditions. This was the strike that changed everything.
  • Popular support of the strikers and their demands led the company ’s President John Patterson to create the first personnel department ­ to handle employee grievances and complaints more proactively.
  • It was the beginning of the 20th century. Labor unions, social activists, journalists and writers had begun to focus on poor working conditions. And scientists began observing people in the workplace, to better understand how to make them - and a young ambitious America - more productive.
  • In 1924, the Western Electric Company, hoping to persuade factories to install electric lights over natural lighting, embarked on a study to prove that brighter illumination led to higher productivity.
  • The first of these experiments was called the Relay Tests. They varied levels of illumination in a test room where workers built telephone relay circuits, and recorded if they worked better or not. During the test, productivity went up.
  • There was not a simple answer to the issue of illumination. Other factors affected test results - the issue of human factors. So the researchers introduced other variables.
  • But not because of lighting. Analysis showed the productivity gains could not be explained by better illumination alone.
  • Workers got brief rest periods, worked shorter hours. Bonuses for group performance were also added. Again productivity went up, as much as 30%. But fatigue alone was not the deciding factor, and neither was the group bonus. Then they asked themselves, what was the one consistent factor across all the tests?  
  • In each test, researchers had been placed in the room with them to observe, and to attempt to gain the workers' confidence and to build a sense of pride in their participation.
  • Lighting, fatigue, and bonus incentives affected workers, but the attitudes of the employees were of greater significance. “The individuals became a team and the team gave itself wholeheartedly and spontaneously to co-operation in an experiment,” noted the researchers.
  • The key to productivity, was what workers felt about one another. Mental attitudes and informal social relationships experienced in a group were key to job satisfaction.
  • The Gallup 12 Questions came from surveying 1.5 million employees (87,000 teams). These 12 attributes were correlated with productivity, employee retention, and sales growth. As you can see, 7 of the 12 questions are about WHO you work with, not about your actual work. People work better when they feel connected to those around them.

CareerBuilder talks about how to generate employer referrals naturally by facilitating fun personal interactions/activities between coworkers that can be easily shared with employees' broader social networks - Josh Wu and Eric Owski CareerBuilder talks about how to generate employer referrals naturally by facilitating fun personal interactions/activities between coworkers that can be easily shared with employees' broader social networks - Josh Wu and Eric Owski Presentation Transcript

  • ©2013 CareerBuilder, LLC. All rights reserved.Eric OwskiManaging Director, Social & Mobile StrategyCareerBuilderMay 14, 2013
  • The First ‘Personnel’Department
  • Illumination alone was not enough to accountfor the change in productivity.
  • “We’ve been thebest friends sincethe day we were inthe test room,” oneof the operatorsremembered. “Wewere a congenialbunch.”
  • Do you know what is expected of you at work?Do you have the materials and equipment to do your work right?At work, do you have the opportunity to do what you do best every day?In the last 7 days, have you received recognition or praise for doing goodwork?Does your supervisor, or someone at work, seem to care about you as aperson?Is there someone at work who encourages your development?At work, do your opinions seem to count?Does the mission/purpose of your company make you feel your job isimportant?Are your associates (fellow employees) committed to doing quality work?Do you have a best friend at work?In the last six months, has someone at work talked to you about yourGallup 12 Q’s
  • Sales growth at firmswith high culturalinvolvement is 12.2%higher than at firms withlow cultural involvement.Denison Organization Culture Survey
  • Firms with higherorganizational culture scoresoutperformed by 29% inreturn-on-assets and 20% inshareholder value.Fast Company
  • WorkLife is a private socialnetwork focused on yourcompany’sunique culture.It drives productivity, recruitment, and retention by amplifying social engagement.
  • WorkLife leverages yourcompany’s most undervaluedasset: its culture.It is designed to fostercommunication, collaborationand innovation.WorkLife is for everyone in theorganization, top to bottom.It creates an environment forhigher engagement and jobsatisfaction.WorkLife looks and feelslike an integral part of yourorganization.And it has a social EmployeeReferral feature that turnsyour workforce into careerambassadors.
  • WorkLife is builton a familiar socialnetworknewsfeed.Share updates, photos, videos,and event invitations. Makecomments,like a post, start a poll or nominatesomeone for a badge.
  • WorkLife is powered by the people whouse it and the content they care about.
  • WorkLife is inspiredby the naturalsocial structure ofworkplace culture:groups.Groups can be as small as twopeople, or as large as adepartment,a division, or the entire company.
  • WorkLife’s uniqueincentive platformactivates socialcompetition.A comprehensive system ofcompletely customizedbadges and polls encouragesparticipation in culture buildingactivities throughout the year.
  • WorkLife’s EmployeeReferral feature usesCareerBuilder’srecommendationengine to connectemployees’friends on socialand professionalnetworking sites withopen jobs at theircompany.
  • WorkLife is specially designed to lookand feel like an integral part of yourorganization, from the the name of theapp to its logo and visual design.Badges, engagement emails andadoption flyers are created specificallyfor your culture, all based on interviewswith key cultural stakeholders atyour organization.
  • FAQWhat is WorkLife?WorkLife is a social networking platform forthe workplace designed to amplify yourcompany’s unique culture. Post updates,photos and videos, comment on or likecontent, create and respond to eventinvitations, nominate and vote for co-workers to receive recognition in the form ofbadges, and much more.I already haveproductivity tools, why doI need WorkLife?Unlike all other social enterprise tools,WorkLife is for you, not for your work.WorkLife is designed to help your employeesshare their lives at work, to communicatewith each other beyond formal emails, and tocelebrate your company’s memories.What is company culture?A company’s culture is a combination ofmanagement style and the cultural makeupof its employees. This includes the degree offreedom and innovation it supports, and thestrength of communication, transparency,and engagement between employees.How is WorkLifecustomized to mycompany?From the actual name of the app to the visualidentity as it appears on everyscreen, WorkLife is customized to lookand feel like part of your company.Additionally, badge names, descriptions andincentives are customizable to integrateseamlessly with your organization’s cultureand identity. All other forms of contentand communications, such as groups,descriptions and poll questions, areeasily customizable at any time bythe administrator.How does culture help mybusiness?A strong culture can affect success in realways. Organizations with a strong culture aremore innovative and more competitive.Engaged employees are both moreproductive and more likely to stay longer.How will WorkLife helpwith recruitment?Most jobs are filled through referrals, and anengaged employee is more likely to refer afriend. CareerBuilder’s recommendationengine makes it easy for employees toconnect their Facebook or LinkedIn friendswith good matches to open jobs at yourcompany.
  • FAQI don’t know how toengage my users, whatshould I do?WorkLife is a great way to start aconversation between company employeesthrough creating and posting polls,reminding employees to nominate theircoworkers for a badge, creating events, andposting pictures.How can managementmonitor the contentposted by its employees?The app administrator retains the right todelete posts made by the users. Additionallythere is a way for users to report/ flagcontent that they deem inappropriate,located in the settings panel.How do I engage usersthroughout the year?Keep posting! Whether it be a status, picture,event, poll, or badge, the more you post themore opportunity there is for communicationand engagement. For some ideas aboutcontent to post throughout the year, see thebadge calendar.Who can see postedcontent?Only company employees can see postedcontent, but which employees see the postsdepend on where the content is posted.There are 3 types of groups: open, restricted,and private. All employees can view posts inopen and restricted feeds, but only groupmembers can view posts within the privatenewsfeeds.What is the learning curvefor using the app?WorkLife is designed to work and feellike other social networking tools we alreadyuse.What kind of privacycontrols are included inthe app?WorkLife is a closed social network so onlycompany employees can see posted content.Also, within the app, there is a group privacysetting that ensures that only groupmembers can see the content.What devices willWorkLife run on?WorkLife will be available on iOS andAndroid for smartphones, andas a website for desktop and tablets.
  • Check-insCompany-Wide LaunchDelivery ProcessWeek 1Week 2Week 3Week 4Months 1-3Months 4-6Months 7-12Client BriefWorkLife Build and TestCultural DiscoveryCultural CalendarKnowledge TransitionDelivery PhaseWorkLife DeliveryClient RevisionsCustomer Success PhaseExecute calendar
  • Why WorkLife?WORKFORCECOMMUNICATIONRETENTIONVALUESPRAISEThe youngest generation of workers is a tech- savvy, app-oriented,multitaskinggroup that grew up with social networking and expects something differentout ofthe work experience. They want a collaborative workplace, flexibility, regularinteraction and feedback, and fairly immediate gratification for their efforts.(Source: Mercer Generational Insights)They also want employers to communicate with them the way they prefer tocommunicate with others. This means heavy use of technology, deliveringinformation in small chunks, creating ample visual interest and hitting just theright tone that reflects their engaged but slightly skeptical outlook toward work.(Source: Mercer Generational Insights)One in three is seriously considering leaving his or her organization. Thetakeaway for employers: A clear understanding of “what’s inside employees’minds” represents an important step in developing a blueprint that skillfullycombines existing approaches with innovative ideas to improve engagement,performance and productivity.(Source: Mercer’s Inside Employees’ Minds, US survey summary–June 2011)A key source of motivation for work groups is the idea that their organizationrepresents values that they themselves share. Effective workplaces cultivate thatfeeling, including providing constant clarification of the overall mission of theorganization, as well as the ways in which each individual team membercontributes to the achievement of the mission.(Source: Gallup G12 Engagement Study)Workplaces that excelled in giving praise relied on forms of recognition that arespecific, predictable, frequent, and instantaneous. They are known to promotea recognition-rich environment, with praise coming from every direction, andwith everyone knowing how others like to be recognized.(Source: Gallup G12 Engagement Study)
  • Features OverviewProfilesNewsfeed &GroupsBadgesEmployeeReferralAdmin PanelThe “People” tab in the global navigation bar links users to the companydirectory that can be browsed alphabetically “Sort by Name”, or by group, orby location/title. Users can also search the directory using a keyword or name.Users can also see individual profiles by selecting a person from the directory,clicking their name in a post they posted, or choosing their name from asearch result. Profiles show a user’s photo, full name, job title, department,email, phone number, groups the user is member of, photos from thosegroup, and ten (truncated) posts the user wrote, commented on, liked, orevents and polls the user participated in.The classic newsfeed has everything you’d expect – pictures, photos, videos, comments,hearts, and groups. The newsfeed is organized by groups. Users join groups they’reinterested in or that they are a part of, and share content to specific groups. Browse grouppages to see its activities, members, photos, and badges. Join a group to have its contentshow up on your main newsfeed. Set group privacy settings to public, restricted (non-groupusers can view but can’t post), or private (can’t view).Customize up to 50 badges, release them when you want, and offer rewardsfor certain ones. Analytic badges are awarded automatically based on data,while other badges are given or voted on. Users can browse available badges,see who was awarded which badge, and nominate their colleagues for abadge. Nomination processes allow any user to award another user a badge,as long as other the counter-nominations do no receive more votes.Connect to outside social networks (Facebook and/or LinkedIn). Select either“View by Matched Friends: or “View All Open Jobs,” each matching the job titlesto open jobs. Users can find their submitted (active) referrals in referral settings.Users can on-the-spot start an email between a friend and any co-workerselected from WorkLife’s company directory, ensuring the referral conversationcontinues with the right person.The powerful yet friendly admin panel allows for user management, full contentmanagement, full badge and rewards management, and Employee Referralsmanagement. Update, remove, or edit all users. Pre-create posts and polls forrelease. Award or nominate individual badges with unique rewards. ViewWorkLife analytics in Google Analytics, or view interesting usage trends.
  • Delivery RequirementsCulturalDiscoveryName and BrandingTechnologyReviewSchedule individual or group conversations with key culturalleaders, socialites, veterans, affinity groups, or leadershipSend WorkLife’s Cultural Discovery Survey out to all WorkLife users orselect employees.Decide entire name of the app, such as “Omnicorp WorkLife”,“OmniLife” , or “Omnicorp’s App.” Then decide URL it will live on,either OmnicorpLife.com, or Omnicorp.com/WorkLife, etc.Discuss brand guidelines, including company logo, color themepreference, splash-screen design preferences, and high-res imagesfor Employee Referral pages in app.Authenticate CareerBuilder to release WorkLife app updatesthrough iOS Enterprise and Google Play stores, as well asmaking sure no firewalls are blocking the WorkLife websitefor employees.-CareerBuilder can host the entire app. Or if client wants tohost it on their systems, proper access will have to begranted to install and maintain.Client will approve the final delivered WorkLife app, itsaccompanying materials, and the WorkLife Content Calendar.