Community Building


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Presentation given by Maren Hogan and Bryan Wempen at TalentNetLIve in Dallas, TX

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  • Candidate segmentation — The ability to mine the social tools to find prospects who fit a narrowly defined set of skills or parameters is critical for effective recruiting. 1: many messaging — Allow employers to broadcast timely information about the company to a large audience. Socially based relationship development — The ability to share information, status updates, links, and other media and engage in 2-way communication — work-related or not — is important to the relationship development process. Finally, 1:1 messaging is necessary as relationships evolve; the ability to communicate privately with individuals is critical.
  • Social recruiting helps but doesn ’ t solve the issues recruiters and HR Pros are facing. Yes, there are a lot of applicants, but engaging with them is tough, applications fall through the cracks, work hours are wasted and the most quality potential hires MAY get overlooked. Perhaps we ’ ve done the job too well...
  • Community Building

    1. 1. The Case for Talent Communities Bryan Wempen, EVP PeopleClues & DriveThruHR Maren Hogan, Head of Marketing, US BraveNewTalent
    2. 2. Recruiting is broken It s expensive It takes forever It s convoluted Solutions are not integrated.
    3. 3. What we know: Investing in human capital has a proven ROI. Social Recruiting has helped but not solvedthe distance between candidate andemployer. Talent Communities, when properly built andmanaged, create a solid candidate pipeline,focused on quality rather quantity.
    4. 4. Recruit. Develop. Retain. These key human capital management activities are most often thought of as linear and time sequential. However, with the generation gap growing and the talent pool shrinking, some organizations are asking, "What does it mean for business outcomes if we substitute development for recruiting?" Its time to consider the nonlinear relationship betweenrecruitment and development within organizations. -Human Capital Lab, BY MICHAEL E. ECHOLS, PH.D.
    5. 5. Companies are recognizing the value in social recruiting. It gives them access to MORE applicants.
    6. 6. Taken individually, each of the popular social networking tools lack one or more of the elements required for large-scale social recruiting: Candidate segmentation-critical for effective recruiting. • 1: many messaging- timelyinformation to a large audience. • Socially based relationshipdevelopment- engage in 2-waycommunication. • 1:1 messaging- the ability tocommunicate privately withindividuals is critical.
    7. 7. Social WORKS Social recruiting works to bring in quantity. But what about quality hires? Cost per hire? Time to hire? Workforce planning? Engagement?
    8. 8. Dont give me more. Communities Solve These Issues
    9. 9. Who should be involved in this? Human Resources Marketing Corporate Communications Social Media Team Finance Lega
    10. 10. Process Outline (blue print) 1.  Define your purpose (target, goals) 2.  Get organized, create spreadsheet to track on goals 3.  Develop content framework (talent network, topic, event, niche’, cause, product) 4.  Select a social network to get very familiar and focus on it. 5.  Research & Select 10 thought leaders in your framework (review their SM mix)
    11. 11. Talent Community Process Outline 1.  Define your market 2.  Get buy in from company leaders 3.  Develop content framework, editorial calendar 4.  Customize messages 5.  Find internal ambassadors and external advocates
    12. 12. Social Networks & Tools FB, LinkedIn, Twitter Tools HootSuite, Tweetdeck, Social Oomph, Sprout Social, Sendible Roost, Crowdbooster, Twitalyzer, TweetAdder, Klout,Twitter Grader Empire Avenue BraveNewTalent