Your SlideShare is downloading. ×
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Talent Acquisition With Online Social Networks And Communities
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Talent Acquisition With Online Social Networks And Communities

2,804

Published on

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 …

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

Published in: Career
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
2,804
On Slideshare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
108
Comments
0
Likes
3
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. The Webinar Will Begin Shortly
    If you cannot hear music, or the presenter to today's webinar, please use our toll-free call in number.
    Number: 888-469-1348
    Pass code: 2940000
    Talent Acquisition with Online Social Networks & Communities
    Presented by:
    Francois GossieauxBeeline Labs
    Ed Moran
    Deloitte
    April 8, 2010
  • 2. Overview
    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
  • 3. In the beginning – all business was social
    3
    Satisfaction results in positive or negative word of mouth which makes a difference
  • 4. Then business started scaling
    4
    …but the social could not scale and made no difference anymore – so it disappeared from business
  • 5. And companies started to develop really bad habits
    5
    Interrupting people, targeting people, segmenting people – it felt like going to war with customers & employees
  • 6. But then came the Internet & Social Media
    6
    Blogs, wiki’s, discussion boards, tags, social networks – a massive platform of participation
  • 7. And because humans were hardwired to be social
    7
    The social reentered business and commerce with a vengeance – employees, customers could once again behave the way they’re hardwired to behave: humanly, tribally.
  • 8. So to understand how to do business in a 2.0 world
    8
    You are better off understanding Human 1.0 – not as individuals, but as hyper-social creatures
    You do not need to understand the Web 2.0 technologies
  • 9. AN EXAMPLE OF HUMAN 1.0 VS. WEB 2.0
    The SAP Developer Community
  • 10. The SAP Developer Network
    10
    Stats:
    • 1.4 M users
    • 11. 400K+ business experts
    • 12. Content-rich
    Original Incentive System:
    Point system leading to personal rewards
    The Results:
    Bullying behavior in the community
    New Incentive System:
    Point system leading to donation to good cause
    The Results:
    No more bullying in the community
    Web 2.0 or Human 1.0?
  • 13. A look at some NIH + Duke Research
    Experiment #1:
    People play Atari-style video game which allows them to earn or lose money for themselves
    MRI scans shows that the pleasure side of the brain lights up – that same part that gets addicted to drugs
    Experiment #2:
    People play Atari-style video game which allows them to earn or lose money for a charity
    MRI scans shows that the altruism side of the brain lights up – that same part that is responsible for social interactions
  • 14. What are the important Human 1.0 traits
    Reciprocity – it’s a reflex that allows us to be the only super-social species without all being brothers and sisters
    Social framework of evaluating things vs. market framework
    The role of fairness in assessing situations
    The importance of looking cool and mimicking others
    Herding and self-herding
    Recognition and belonging
  • 15. RESIST IT AT YOUR OWN PERIL
    You cannot resist hyper-sociality
  • 16. The bottom line: You Cannot Resist It!
    People will self-organize in tribes – because they are hardwired to do so
    People will self-organize in tribes – because they can, with technology enablement driven by the users
    Companies that embrace it with success will eclipse their competition and force others to follow suit
  • 17. Analysis Based on Tribalization of Business Study
    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
  • 18. About the 2009 Tribalization of Business Study
    Participating companies include:
    COMPUTER MANUFACTURERS
    COMPUTER NETWORKING COMPANIES
    LIFE SCIENCE COMPANIES
    CONSUMER PACKAGED GOODS COMPANIES
    SOFTWARE COMPANIES
    INSURANCE COMPANIES
    ONLINE AUCTION COMPANIES
    HOTEL CHAINS
    MEDIA AND INFORMATION COMPANIES
    This annual study is conducted by Beeline Labs and Deloitte in conjunction with the Society for New Communications Research
    We employ an online methodology among over 500 companies that have created and maintain online communities
    The communities range from fewer than 100 member to more than 1 million members
    Company revenues range from under $1 million to more than $40 billion
    In addition to an online survey, we conduct in-depth interviews of select respondents
  • 19. Oldest Community - Up and Running
    Q. How long has your oldest community been up and running?
  • 20. Top Five Purposes of Community
    Q. What are the top 5 purposes of your online community?
  • 21. Biggest Obstacles
    Q. What are the biggest obstacles to making your communities work ?
  • 22. Business Groups Involved in Creation
    20
    Q. Which business groups or departments were involved in the creation of your community?
  • 23. Recruiting of Talent with Community Management Expertise
    21
    Q. Where do you recruit the talent with expertise in online community management?
  • 24. Hyper-Social companies think differently
    Think tribe – not market segment
    We need to find groups of people who have something in common based on their behavior, not their market characteristics
    Think knowledge network – not information channel
    The most important conversations in communities happen in networks of people, not between the company and the community.
    Think human-centricity – not company-centricity
    The human has to be at the center of everything you do, not the company
    Think emergent messiness – not hierarchical fixed processes
    People will want to see responses to their suggestions, even if it does not fit your community goals – FAST
    “…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”
    - Tom Hayes, Jump Point: How Network Culture is Revolutionizing Business – 2008
  • 25. Develop & monitor your Hyper-Sociality Index (HSI)
    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
  • 26. Applying those principles to Talent Acquisition
    “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
  • 27. Social Talent Acquisition
    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
  • 28. Social Talent Acquisition & Development
    Community amplifies all talent acquisition and development activities – speeding up the process of finding the right person for an opportunity
    Community adds a social filter to the talent acquisition and development process – making it easier to find the needle in the haystack
    Community adds trust to all talent acquisition and development activities – thus reducing everyone's transaction costs
    26
  • 29. You can’t simply mix up all the right buzz words…
    Social media
    +
    Social networking
    +
    Best of traditional recruiting
    =
    Social Talent Acquisition and Development
  • 30. You need to truly understand the fundamentals
    Social (reciprocity-based) communities
    +
    Job opportunities
    +
    Members/Talent
    =
    Social Talent Acquisition and Development
  • 31. Social Talent Acquisition: keys to success
    Finding the right tribes and their leaders – e.g., professional affinity groups, customer communities
    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)
    Tribe- and human-centric and not company-centric (what will motivate them to engage, use their language)
    Base everything on reciprocity – not on “targetability” and not by using interrupt-based social network campaigns
  • 32. A level deeper on understanding key success factors
    Don’t just tap into the need of individual candidates to find a job – that’s episodic and has no leverage
    Tap into the need for people to want to help others – that is ongoing and comes with a lot of leverage
    Targeting people within social networks with job offers is not social talent acquisition – it’s traditional spam within social networks
    Blasting job offers on twitter is not social talent acquisition – it’s a traditional spray and pray technique in a social network
  • 33. Social Talent Acquisition: the high level benefits
    The low hanging fruit
    Increased recruiting efficiency
    Decreased cost of recruiting
    80/20 rule is probably at work here (cost vs. results of traditional vs. social)
    What really makes a competitive difference:
    Scaling the recruiting process to levels impossible to achieve with traditional management techniques and average budgets
    Increased employee satisfaction and resulting passion though better matching
    Better chances of finding the coveted passive candidates in the haystack of potential recruits
    Better identification of needed skills and who possesses them
  • 34. Thank you & Questions
    32
    Francois Gossieaux
    Partner, Beeline Labs
    e. francois@beelinelabs.com
    w. http://www.beelinelabs.com
    b. http://www.emergencemarketing.com
    c. http://www.marketingtwo.net
    p. http://www.cmotwo.com
    Ed Moran
    Director of Product Innovation, Technology, Media & Tele Group, Deloitte Services
    e. emoran@deloitte.com
    w. http://www.deloitte.com
    Our new book:
    The Hyper-Social Organization
    http://www.hypersocialorg.com

×