Talent Acquisition With Online Social Networks And Communities

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There is no doubt that social networks such as Facebook and Twitter as well as online communities have profoundly changed the business landscape. The question is how do they affect the talent recruiting and the talent development processes? How can recruiters leverage these social networks and communities to find the right candidates for their open positions?

Join Francois Gossieaux and Ed Moran, co-authors of the book "The Hyper-Social Organization" (due out this Fall), as they discuss their findings from the annual Tribalization of Business Study. The study, which profiles over 500 companies, will show you how to think differently about talent recruiting and development in this hyper-social age in order to attract, grow and retain better talent.

In this webinar you will learn:

* How online social networks and communities can augment your current recruitment processes
* What to expect from a social network and community recruitment strategy
* How to use social networks and communities to grow and retain your internal talent

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Talent Acquisition With Online Social Networks And Communities

  1. 1. The Webinar Will Begin Shortly<br />If you cannot hear music, or the presenter to today's webinar, please use our toll-free call in number. <br />Number: 888-469-1348 <br />Pass code: 2940000<br />Talent Acquisition with Online Social Networks & Communities<br />Presented by:<br />Francois GossieauxBeeline Labs<br />Ed Moran<br />Deloitte<br />April 8, 2010<br />
  2. 2. Overview<br />The real impact of social media on businessResist it at your own peril…High level analysis of the Tribalization of Business resultsCommunities – when they work and when they don’tApplying principles to Talent Acquisition processes <br />
  3. 3. In the beginning – all business was social<br />3<br />Satisfaction results in positive or negative word of mouth which makes a difference<br />
  4. 4. Then business started scaling<br />4<br />…but the social could not scale and made no difference anymore – so it disappeared from business<br />
  5. 5. And companies started to develop really bad habits<br />5<br />Interrupting people, targeting people, segmenting people – it felt like going to war with customers & employees<br />
  6. 6. But then came the Internet & Social Media<br />6<br />Blogs, wiki’s, discussion boards, tags, social networks – a massive platform of participation<br />
  7. 7. And because humans were hardwired to be social<br />7<br />The social reentered business and commerce with a vengeance – employees, customers could once again behave the way they’re hardwired to behave: humanly, tribally.<br />
  8. 8. So to understand how to do business in a 2.0 world<br />8<br />You are better off understanding Human 1.0 – not as individuals, but as hyper-social creatures<br />You do not need to understand the Web 2.0 technologies<br />
  9. 9. AN EXAMPLE OF HUMAN 1.0 VS. WEB 2.0<br />The SAP Developer Community<br />
  10. 10. The SAP Developer Network<br />10<br />Stats:<br /><ul><li>1.4 M users
  11. 11. 400K+ business experts
  12. 12. Content-rich</li></ul>Original Incentive System:<br />Point system leading to personal rewards<br />The Results:<br />Bullying behavior in the community<br />New Incentive System:<br />Point system leading to donation to good cause<br />The Results:<br />No more bullying in the community<br />Web 2.0 or Human 1.0?<br />
  13. 13. A look at some NIH + Duke Research<br />Experiment #1:<br />People play Atari-style video game which allows them to earn or lose money for themselves<br />MRI scans shows that the pleasure side of the brain lights up – that same part that gets addicted to drugs<br />Experiment #2:<br />People play Atari-style video game which allows them to earn or lose money for a charity<br />MRI scans shows that the altruism side of the brain lights up – that same part that is responsible for social interactions<br />
  14. 14. What are the important Human 1.0 traits<br />Reciprocity – it’s a reflex that allows us to be the only super-social species without all being brothers and sisters<br />Social framework of evaluating things vs. market framework<br />The role of fairness in assessing situations<br />The importance of looking cool and mimicking others<br />Herding and self-herding<br />Recognition and belonging<br />
  15. 15. RESIST IT AT YOUR OWN PERIL<br />You cannot resist hyper-sociality<br />
  16. 16. The bottom line: You Cannot Resist It!<br />People will self-organize in tribes – because they are hardwired to do so<br />People will self-organize in tribes – because they can, with technology enablement driven by the users<br />Companies that embrace it with success will eclipse their competition and force others to follow suit<br />
  17. 17. Analysis Based on Tribalization of Business Study<br />Sponsored by Beeline Labs, Deloitte, Society For New Communications Research – involved over 500 companies and how they use communities & social media as part of their business<br />
  18. 18. About the 2009 Tribalization of Business Study<br />Participating companies include:<br />COMPUTER MANUFACTURERS<br />COMPUTER NETWORKING COMPANIES<br />LIFE SCIENCE COMPANIES<br />CONSUMER PACKAGED GOODS COMPANIES<br />SOFTWARE COMPANIES<br />INSURANCE COMPANIES<br />ONLINE AUCTION COMPANIES<br />HOTEL CHAINS<br />MEDIA AND INFORMATION COMPANIES<br />This annual study is conducted by Beeline Labs and Deloitte in conjunction with the Society for New Communications Research<br />We employ an online methodology among over 500 companies that have created and maintain online communities<br />The communities range from fewer than 100 member to more than 1 million members<br />Company revenues range from under $1 million to more than $40 billion<br />In addition to an online survey, we conduct in-depth interviews of select respondents<br />
  19. 19. Oldest Community - Up and Running<br />Q. How long has your oldest community been up and running? <br />
  20. 20. Top Five Purposes of Community<br />Q. What are the top 5 purposes of your online community?<br />
  21. 21. Biggest Obstacles<br />Q. What are the biggest obstacles to making your communities work ?<br />
  22. 22. Business Groups Involved in Creation<br />20<br />Q. Which business groups or departments were involved in the creation of your community? <br />
  23. 23. Recruiting of Talent with Community Management Expertise<br />21<br />Q. Where do you recruit the talent with expertise in online community management?<br />
  24. 24. Hyper-Social companies think differently<br />Think tribe – not market segment<br />We need to find groups of people who have something in common based on their behavior, not their market characteristics<br />Think knowledge network – not information channel<br />The most important conversations in communities happen in networks of people, not between the company and the community.<br />Think human-centricity – not company-centricity<br />The human has to be at the center of everything you do, not the company <br />Think emergent messiness – not hierarchical fixed processes<br />People will want to see responses to their suggestions, even if it does not fit your community goals – FAST<br />“…affinity groups will quickly become the dominant social force in the emerging world economy, changing how we think about markets, fads, social movements, and, ultimately, power” <br />- Tom Hayes, Jump Point: How Network Culture is Revolutionizing Business – 2008<br />
  25. 25. Develop & monitor your Hyper-Sociality Index (HSI)<br />Using simple relative scores (-2 for significantly behind its peers, -1 for slightly behind its peers, 0 for average, +1 for slightly ahead of its peers and +2 for significantly ahead of its peers’ progress), map out your HSI for all parts of your business<br />
  26. 26. Applying those principles to Talent Acquisition<br />“knowledge workers cannot be managed” – Peter Drucker“great groups tend to attract mavericks…but whatever their appearance they are always rule busters. People in great groups are never insiders or corporate types on the fast track; they are always on their own track” – Warren Bennis<br />
  27. 27. Social Talent Acquisition<br />IS NOT Social Media, Social Networking or Communities…BUT IT IS the process of making tribal & community members part of your recruiting process because they want to help other people in their social networks and tribes<br />
  28. 28. Social Talent Acquisition & Development<br />Community amplifies all talent acquisition and development activities – speeding up the process of finding the right person for an opportunity<br />Community adds a social filter to the talent acquisition and development process – making it easier to find the needle in the haystack<br />Community adds trust to all talent acquisition and development activities – thus reducing everyone's transaction costs<br />26<br />
  29. 29. You can’t simply mix up all the right buzz words…<br />Social media<br />+<br />Social networking<br />+<br /> Best of traditional recruiting<br />=<br />Social Talent Acquisition and Development<br />
  30. 30. You need to truly understand the fundamentals<br />Social (reciprocity-based) communities <br />+<br />Job opportunities<br />+<br />Members/Talent<br />=<br />Social Talent Acquisition and Development<br />
  31. 31. Social Talent Acquisition: keys to success <br />Finding the right tribes and their leaders – e.g., professional affinity groups, customer communities<br />Developing content so it travels in the knowledge networks, not the channels you control (apply the acid test: would leaders pass it along to fellow members? Let them add endorsements + context)<br />Tribe- and human-centric and not company-centric (what will motivate them to engage, use their language)<br />Base everything on reciprocity – not on “targetability” and not by using interrupt-based social network campaigns<br />
  32. 32. A level deeper on understanding key success factors<br />Don’t just tap into the need of individual candidates to find a job – that’s episodic and has no leverage<br />Tap into the need for people to want to help others – that is ongoing and comes with a lot of leverage<br />Targeting people within social networks with job offers is not social talent acquisition – it’s traditional spam within social networks<br />Blasting job offers on twitter is not social talent acquisition – it’s a traditional spray and pray technique in a social network<br />
  33. 33. Social Talent Acquisition: the high level benefits<br />The low hanging fruit<br />Increased recruiting efficiency<br />Decreased cost of recruiting<br />80/20 rule is probably at work here (cost vs. results of traditional vs. social)<br />What really makes a competitive difference:<br />Scaling the recruiting process to levels impossible to achieve with traditional management techniques and average budgets<br />Increased employee satisfaction and resulting passion though better matching<br />Better chances of finding the coveted passive candidates in the haystack of potential recruits<br />Better identification of needed skills and who possesses them<br />
  34. 34. Thank you & Questions<br />32<br />Francois Gossieaux<br />Partner, Beeline Labs<br />e. francois@beelinelabs.com<br />w. http://www.beelinelabs.com<br />b. http://www.emergencemarketing.com<br />c. http://www.marketingtwo.net<br />p. http://www.cmotwo.com<br />Ed Moran<br />Director of Product Innovation, Technology, Media & Tele Group, Deloitte Services<br />e. emoran@deloitte.com<br />w. http://www.deloitte.com<br />Our new book: <br />The Hyper-Social Organization<br />http://www.hypersocialorg.com<br />

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