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Web 2.0 Talent Acquisition Strategies

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Building proactive recruiting talent pools with Web 2.0 talent acquisition strategies (#1 CRM, #2 Social Neworks, #3 Landing Pages, #4 Search Engine Marketing)

Building proactive recruiting talent pools with Web 2.0 talent acquisition strategies (#1 CRM, #2 Social Neworks, #3 Landing Pages, #4 Search Engine Marketing)

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  • 1. Web 2.0 Talent Acquisition Strategies Vision Implementation Proactive Recruitment Web 2.0 Top Recommendations By Frank Pacheco [email_address]
  • 2. Vision
    • To infuse a Proactive Recruiting culture that increases staffing efficiencies, builds cross-divisional synergies and insures a best-in-class recruiting experience for all stakeholders. This can be accomplished with the right blend of internal/external resources that can streamline processes and infuse Web 2.0 automation into every staffing practice as well as pursuing a comprehensive approach from compliance to inclusive, increasing diversity hires and exceeding the following staffing goals:
        • Reducing time-to-fill and cost-per-hire
        • Increasing diversity, quality-of-hire and client’s satisfaction
        • Measurable ROI throughout the process
    • “ Vision without execution is day dreaming”
    • - Bill Gates
  • 3. Execution for the New Millennium
    • In the past, executive officers had a tendency to view staffing as a cost center, largely relegated to non-strategic transactional tasks. However, with the current recession and Wall Street looking at human capital, executives are now considering Staffing as a competitive differentiator, enabling them to attract top talent. Most jobs require a high level of technical, managerial and social skills. Recruiting and retaining these skilled workers is, perhaps, the most vital element to corporate success.
    • According to Gary Becker, winner of the Noble Prize in Economics, 65%-70% of all capital in a highly evolved economy is human capital and therefore, workforce management has a prominent role and the investment in technology to aid its endeavor is justifiable.
    • Fortunately, new staffing technologies are developing at a furious rate to help multi-national businesses deal with the complex talent pool. The Web 2.0 systems will help companies build, change and manage workforce deployment and acquisition. Harnessing the power of these technologies will make Staffing an essential partner in achieving corporate vision.
  • 4. Web 2.0 Platform
    • Web 2.0 is interactive and the next phase in the evolution of the World Wide Web, allowing for greater creativity, information sharing and collaboration among users. Web 2.0 applications include: Interactive CRMs, Social Networks, Podcasts, Blogs, Online, among others.
    • Many companies are successfully using proactive recruitment , social media and targeted marketing strategies to understand and engage their audiences more deeply.
  • 5. Proactive Recruiting
    • The Proactive Recruiting approach is based on the premise that if you start recruiting before you have a need (i.e., before you need to fill an open requisition), you will have the time to identify the very best individuals by name, and then build relationships with them so that, over time, you can better assess their fit and "sell" them on your company and the opportunities you can offer them.
    • This is the approach that has been successfully used for decades by executive search firms and top firms like EA, GE and Microsoft, as well as all sports teams and entertainment firms. Yet, most corporations find it easier to continue using reactive recruiting methods, a “you find us” approach, to drive their recruiting budgets and strategies. This is the perfect notion of insanity: tapping into the same sourcing channels each year and expecting different results.
  • 6. A Dying Talent Attraction Culture
    • Most employment systems rely on a “You Find Us” Attraction Strategy used by most corporations, making it the most common but, unfortunately, least effective of all sourcing strategies. Here is a list of such strategies in order from least to most effective:
    • 7) Job fairs
    • 6) Newspapers Ads
    • 5) Major Job Boards
    • 4) Billboards or Banners
    • 3) "Walk ins“
    • 2) Static “Career Sites”
    • 1) Non-recruiting Employment Branding
    • Media ROI evolution from Print to Job Boards to Web 2.0 Search engines.
    • Cost Per Application (CPA)
    Wall Street Journal 2009
  • 7. Web 2.0 choices can be overwhelming
    • The Recruiting Roundtable surveyed nearly one hundred organizations in the fall of 2008 to better understand the current Web 2.0 landscape and here are their top 4 recommendations:
      • Candidate Relationship Management (CRM)
      • Social Networks
      • Micro Sites (aka landing pages)
      • Search Engine Marketing (SEM)
  • 8. Highly Recommended #1 Candidate Relationship Management #2 Social Networks # 3 Micropages # 4 Search Engine Marketing
  • 9. # 1 Candidate Relationship Management (CRM)
    • CRMs are considered part of Web 2.0 because:
      • They are interactive and can be programmed to automate most transactions.
      • Finds and matches candidates to your openings and inviting them to apply.
      • Pre-screens candidates with pre-set questions and then sending automatic notifications based on whether they passed or failed.
    • This automated approach motivates a 20% response rate, while the remaining 80% require a team of researchers to manually manage this candidate pool.
    • This manual process could become labor intensive and time consuming, but understaffing would ensure this channel’s failure.
    • Only when you have the right candidate pool can you leverage it for successful matches and hires at the speed of light (just like agencies have done it for decades).
    • CRMs stress the development of building relationships with potential talent months before a job opens up. They allow you to forecast talent accurately (with the partnership of HR), and allocate resources efficiently. (this sentence should all be in bold or not)
    • The focus is on having candidates ready, willing and able to accept a role as soon as it opens up.
    Recruiting Roundtable
  • 10. # 2 Social Networks
    • Social networking capabilities are designed to help nurture and retain the 75 million workers in our current workforce. Most spend a good part of their day browsing on their network, giving the advertiser an opportunity to attract them to your portal. By adding social networking to talent attraction, you can pioneer a new “talent networking” strategy aimed at speeding employee recruitment and onboarding, increasing job satisfaction, encouraging cross-departmental cooperation and reducing turnover.
    Recruiting Roundtable
  • 11. Establish your footprint on the Int er net
    • We strongly recommend developing a robust presence in these networks through the use of various mediums: your company’s web page, videos, RSS feeds, groups that people can join, advertisement and marketing campaigns.
  • 12. Establish your footprint with your Int ra net
    • Build Your Own Professional Networking Sites
    • Just imagine some of the best thought leaders from each field exchanging ideas on your site. Imagine that some of this talent is visible, giving you the ability to assess their communications and professional skills through these interactions, even before you ever have an opening. To accomplish this and maximize recruiting ROI, your company should develop individual landing pages along with social networking sites for each of their business units, such as: Sales, Marketing, Finance and Accounting, Human Resources, Research & Development, Supply Chain and others.
    • Your Landing Pages and Networking sites (LPNS) require the participation of your line managers and recruiters to properly design attractive content as well as to appoint an administrative resource to manage its content and other maintenance.
  • 13. # 3 Microsites
    • Micro-Sites AKA Landing Pages:
    • Corporate Staffing has become firmly established as an online activity, focusing around the corporate careers website. Competitive advantage no longer belongs to the company that uses a corporate website to fulfill staffing requirements, but to the one that separates itself from the pack. To stand out, a company must segment its candidates by profession and market to them in their environment. Search Engine Marketing (SEM) campaigns boost career sites that lack organic search engine visibility (high rankings for regular search results).
    • Landing pages work because they simplify the action you want the visitor to take . Used correctly, landing pages can help you sort positions directly off your career site. For example, candidates searching for finance jobs can be funneled to your “Finance Landing Page” with content that is relevant to their profession and interest. You are bound to keep them longer and this translates into a conversion from visit to application to hire.
    • Landing pages are marketing tools we use to convert traffic to a specific goal. It’s not just a simple matter of adding a page to your website. You will need to get your marketing partner to pitch in and show you how to market your jobs through the website.
  • 14. #4 Search Engine Marketing (SEM)
    • WEB 2.0 offers more granular marketing, targeting only those candidates suitable to a specific job opportunity.
    • ‘ Click and Watch’ this 3 minute video, which demonstrates the power of Web 2.0 behavioral marketing (Click “TalentSeeker Demo Video” on link):
    Recruiting Roundtable http://enticelabs.com/Products/TalentSeekr/Intro
  • 15. SEM Business Case
    • Recruitment Search Engine Marketing (SEM) campaigns can help employers reach a wider audience on the internet. SEM campaigns don’t need time to ramp up. You will start to see results almost immediately. When managed correctly, your SEM campaign running on Google, Yahoo and/or Microsoft Live can build your candidate pipeline effectively as well as capture the attention of the ever-desirable passive candidate. Recruitment SEM campaigns offer many benefits:
    • Flexible Recruitment Advertising Spend – With a Pay-Per-Click (PPC) campaign, you set a daily budget which can be increased or decreased, based on your results.
    • Target Candidates Based On Location and Position – What's great about PPC campaigns is that you can target as broadly as a country or as specifically as a 5-mile radius within a particular city. Additionally, you can target/attract candidates looking for a specific job and matching them up with the right landing page.
    • Employment Branding – Remember, you only pay when a job seeker clicks on your ad. You receive free views of your company name even when your ad is not clicked on.  Also, did you know that job boards bid on your company name and drive this traffic back to their sites? Why not harness this traffic for yourself?
  • 16. SEM Model
  • 17. Implementation Web 2.0 Talent Acquisition Strategies
  • 18. Step 1: The Right Business Model
    • The biggest mistake that most companies make is assuming that their old structure will be able to manage the addition of multiple sourcing channels. As you can see on the next slide , Talent Acquisition Departments only manage the section for “Job distribution and Job Postings.” Some have ventured to manage the CRM section without a channel management structure, straining their staff with minimum results.
    • Therefore, it is highly recommended that you add to your staffing design a channel management group that consists of experts at the helm that can help you design, develop and implement the right sourcing plans and map them to your business objectives.
    • Quite simply, if you build it right the first time, your organization will ensure a return on their investment as well as expand their brand and hire the right individuals in record time.
  • 19. Channel Management Model
  • 20. Step 2: Plan Implementation (a)
    • This program is designed to optimize your return on investment and take into account the first month for design, the second month for development and the third month for implementation. During the second quarter, the emphasis is in delivering services and making the necessary adjustments to the plan. The third quarter focuses on optimizing the management of people, processes and technology. During the final quarter, the emphasis is in validating the entire program and mapping ROI to business objectives.
  • 21. Step 2: Plan Implementation (b)
  • 22. Step 3: Work Distribution