The Future of Recruiting is SOCIALUtilizing Social Networking Sites as a Recruitment Tool in the Hospitality Industry     ...
Agenda  1. Introduction: Why Social Recruiting?  2. The Big Three: Prevalent Social Recruitment Platforms         Facebook...
Introduction: Why Social Recriting?
Balsan, 2011   Operational Human Resource Management 176 | PGD 1 (A)
The Big Three: Prevalent Social Recruitment Platforms
The Big Three: Prevalent Social Recruiting Platforms                                                                      ...
The Big Three: Facebook                           Currently 800 million active users                           Being used ...
The Big Three: Facebook                     Given the amount of active users as well as the time spent on the site,  Faceb...
The Big Three: Twitter        180M unique visitors per month        Powerful way for small companies and recruiters to exp...
The Big Three: Twitter                                        Intern opportunities                                        ...
The Big Three: LinkedIn        Connects professionals around the world creating a viable network of business and professio...
The Big Three: LinkedIn            Brand’s page       Candidate’s profile page                           Operational Human...
The Case of Hard Rock Cafe:Employers’ Social Recruiting Strategy
Case Study: Hard Rock Cafe                               International restaurant franchise with a strong internal culture...
Case Study: Hard Rock Cafe                                Within four weeks, Hard Rock acquired                           ...
Social Recruiting in the Hospitality Industry
Prevalent Recruitment Issues in the Hospitality Industry          More than any other industries, the success of the hospi...
Prevalent Recruitment Issues in the Hospitality Industry          More than any other industries, the success of the hospi...
Prevalent Recruitment Issues in the Hospitality Industry          More than any other industries, the success of the hospi...
Prevalent Recruitment Issues in the Hospitality Industry          More than any other industries, the success of the hospi...
Using Social Networks as Recruiting Tool in the Hospitality Industry                                          Build powerf...
Using Social Networks as Recruiting Tool in the Hospitality Industry                                          Build powerf...
Using Social Networks as Recruiting Tool in the Hospitality Industry                                                  21% ...
Using Social Networks as Recruiting Tool in the Hospitality Industry            Assess candidate’s personality and soft sk...
Case Study: My Marriott’s Hotel  Enhanced talent pools for recruitment       Lack of hospitality experience in local talen...
Potential Drawbacks          “Social media allows you to see things including skin color, discerning nationalities, and re...
Conclusion                                         “the future of recruiting is social”                 Hotels and other h...
ReferencesAbel, S. (2011). The Role of Social Networking Sites in Recruitment: Results of a Quantitative Study Among Germa...
The Future of Recruiting is Social
Upcoming SlideShare
Loading in...5
×

The Future of Recruiting is Social

671

Published on

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
671
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
26
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • The Future of Recruiting is Social

    1. 1. The Future of Recruiting is SOCIALUtilizing Social Networking Sites as a Recruitment Tool in the Hospitality Industry Operational Human Resource Management 176 | PGD 1 (A)
    2. 2. Agenda 1. Introduction: Why Social Recruiting? 2. The Big Three: Prevalent Social Recruitment Platforms Facebook Twitter LinkedIn 3. The Case of Hard Rock Cafe: Employer’s Social Recruiting Strategy 4. Social Recruiting in the Hospitality Industry Prevalent Recruitment Issues in the Hospitality Industry Using Social Networks as a Recruiting Tool Case Study: My Marriott’s Hotel Potential Drawbacks 5. Conclusion Operational Human Resource Management 176 | PGD 1 (A)
    3. 3. Introduction: Why Social Recriting?
    4. 4. Balsan, 2011 Operational Human Resource Management 176 | PGD 1 (A)
    5. 5. The Big Three: Prevalent Social Recruitment Platforms
    6. 6. The Big Three: Prevalent Social Recruiting Platforms Due to the various demographics and the different nature of each social networking platforms, it is important for recruiters to understand and craft their social recruitment strategy carefully to effectively utilize the different channels to attract the right talents.“These are among the most popular sites recruiters and hiring managers use to help build their talent pipelines,” (Ferrara, n.d.)Ferrara, n.d. Operational Human Resource Management 176 | PGD 1 (A)
    7. 7. The Big Three: Facebook Currently 800 million active users Being used more and more for business purposes Channel for recruiters to establish rapport and engage with potential candidates Facebook has seen the biggest gain in the overall usage by recruiters to find potential candidates – increase from 55% in 2010/11 to 66% this yearAlexander, 2012 Operational Human Resource Management 176 | PGD 1 (A)
    8. 8. The Big Three: Facebook Given the amount of active users as well as the time spent on the site, Facebook offers an excellent channel for recruiters to establish rapport and engage with potential candidates. Operational Human Resource Management 176 | PGD 1 (A)
    9. 9. The Big Three: Twitter 180M unique visitors per month Powerful way for small companies and recruiters to expand their list of potential candidates Effective source of traffic referral Third-party applications: Twit Job Serve & Tweet My JobRandle, 2012 Operational Human Resource Management 176 | PGD 1 (A)
    10. 10. The Big Three: Twitter Intern opportunities Link referral Job postings Link referral Operational Human Resource Management 176 | PGD 1 (A)
    11. 11. The Big Three: LinkedIn Connects professionals around the world creating a viable network of business and professional contacts Most preferred site for recruiters Allows users to set up online profiles detailing career history & professional experience Over 90% of recruiters are using LinkedIn as part of their SRS and more importantly as much as 89% of recruiters have hired through LinkedIn.Balsan, 2011 Operational Human Resource Management 176 | PGD 1 (A)Wee, 2010
    12. 12. The Big Three: LinkedIn Brand’s page Candidate’s profile page Operational Human Resource Management 176 | PGD 1 (A)
    13. 13. The Case of Hard Rock Cafe:Employers’ Social Recruiting Strategy
    14. 14. Case Study: Hard Rock Cafe International restaurant franchise with a strong internal culture and external brand. For its new venue in Italy, Hard Rock used Facebook for hiring 120 persons to manager-level positions in four weeks It spends around $25,000 on recruitment advertising The Facebook campaign cost around $2,000 (a cost per hire of $16) Success: Cost-effective hiring Sustainable community of high quality talents Positive employment brand “these engaged fans both supported Hard Rock’s unique ethos and acted as employer brand advocates,”Work4labs, n.d. Operational Human Resource Management 176 | PGD 1 (A)
    15. 15. Case Study: Hard Rock Cafe Within four weeks, Hard Rock acquired more than 10,000 fans, and was able to convert those fans into 4,000 applicants. With 1,000 interviews conducted, the Hard Rock hiring team succeed in hiring 120 individuals through the appWork4labs, n.d. Operational Human Resource Management 176 | PGD 1 (A)
    16. 16. Social Recruiting in the Hospitality Industry
    17. 17. Prevalent Recruitment Issues in the Hospitality Industry More than any other industries, the success of the hospitality Recruitment Issues: industry relies first and foremost on those people at the forefront Staff shortage who are representing and delivering first-class service and High turnover rate (staff retention) experience to guests and visitors. Poor employment brandService Skills, 2009Boella & Goss-Turner, 2005). Operational Human Resource Management 176 | PGD 1 (A)
    18. 18. Prevalent Recruitment Issues in the Hospitality Industry More than any other industries, the success of the hospitality Recruitment Issues: industry relies first and foremost on those people at the forefront Staff shortage who are representing and delivering first-class service and High turnover rate (staff retention) experience to guests and visitors. Poor employment brand innovative recruitment policies and practices become key mechanisms in assuring appropriate skill acquisitions as well as in expanding traditional workforceService Skills, 2009Boella & Goss-Turner, 2005). Operational Human Resource Management 176 | PGD 1 (A)
    19. 19. Prevalent Recruitment Issues in the Hospitality Industry More than any other industries, the success of the hospitality Recruitment Issues: industry relies first and foremost on those people at the forefront Staff shortage who are representing and delivering first-class service and High turnover rate (staff retention) experience to guests and visitors. Poor employment brand innovative recruitment policies and practices become key mechanisms in assuring appropriate skill acquisitions as well as in expanding traditional workforceService Skills, 2009Boella & Goss-Turner, 2005). Operational Human Resource Management 176 | PGD 1 (A)
    20. 20. Prevalent Recruitment Issues in the Hospitality Industry More than any other industries, the success of the hospitality Recruitment Issues: industry relies first and foremost on those people at the forefront Staff shortage who are representing and delivering first-class service and High turnover rate (staff retention) experience to guests and visitors. Poor employment brand innovative recruitment policies and practices become key mechanisms in assuring appropriate skill acquisitions as well as in expanding traditional workforce ‘Multi-channel’ recruitment strategy comprehensive interaction between the various media channels while utilizing the Internet and online social platforms as “early steps in the selection process”Service Skills, 2009Boella & Goss-Turner, 2005). Operational Human Resource Management 176 | PGD 1 (A)
    21. 21. Using Social Networks as Recruiting Tool in the Hospitality Industry Build powerful employment brand to attract top talents Engage employees and potential candidates in a more personal levelWomack, n.d. Operational Human Resource Management 176 | PGD 1 (A)
    22. 22. Using Social Networks as Recruiting Tool in the Hospitality Industry Build powerful employment brand to attract top talents Engage employees and potential candidates in a more personal levelWomack, n.d. Operational Human Resource Management 176 | PGD 1 (A)
    23. 23. Using Social Networks as Recruiting Tool in the Hospitality Industry 21% of employers in the hospitality are currently using social networking sites to research and recruit potential candidates LinkedIn is the mots preferred social site for recruitment, especially for job applicants in front-stage and managerial levels, where mos hotels invest their human resource attention inBhattacharya et al., 2011 Operational Human Resource Management 176 | PGD 1 (A)
    24. 24. Using Social Networks as Recruiting Tool in the Hospitality Industry Assess candidate’s personality and soft skills Success of businesses relies greatly on human resources Social networks provide a window into personality of prospect candidates Information on social profiles are unique and are not found in other selection methods Personailty, intelligence, written communication skills, job experiences Ongoing behaviors and interaction with other users on the networks Enhanced talent pools for recruitment Reach international and passive talent pools Jumeirah & Marriott cases Positive employement brand Platform to craft positive employement brand image Shape expectations around company’s vision, mission, and exployee experiences Allow hotels to attract and create a pipeline of top-tier candidatesBhattacharya et al., 2011Kleumper & Rosen, 2009 Operational Human Resource Management 176 | PGD 1 (A)
    25. 25. Case Study: My Marriott’s Hotel Enhanced talent pools for recruitment Lack of hospitality experience in local talent pools Need to attract international talents & encourage local ones to pursue career in hospitality Positive employement brand Craft a strong employer brand in countries where hospitality career is not seen as attainable Targeting young aspirational brand advocates to envision themselves in hospitality career Leveraging the social ties and referral network already existed among target users, thus enhancing the projection of the chain’s employment brandGuadagno, 2011 Operational Human Resource Management 176 | PGD 1 (A)
    26. 26. Potential Drawbacks “Social media allows you to see things including skin color, discerning nationalities, and religious affiliations, which a denied applicant might claim was a source of discrimination” (Mayock, 2012). Need careful consideration and dedicated human resources policies Hiring decisions based on social-media content should go through HR department Market monitoring activity to prevent discrimination or exclusion of possible candidates Time-consuming process Need to develop familiarity and know-how in active recruitment Financial and personnel resourcesMayock, 2012Abel, 2011 Operational Human Resource Management 176 | PGD 1 (A)
    27. 27. Conclusion “the future of recruiting is social” Hotels and other hospitality businesses “have to go social to connect with a wide audience of potential candidates and better promote what it’s like to work at [the] property,” (Ferrara, n.d.).Ferrara, n.d.Guadagno, 2011 Operational Human Resource Management 176 | PGD 1 (A)
    28. 28. ReferencesAbel, S. (2011). The Role of Social Networking Sites in Recruitment: Results of a Quantitative Study Among German Companies. Retrieved from http://essay.utwente.nl/61154/1/ MSc_S_Abel.pdfAlexandra, A. (2012). Facebook Users Statistics 2012 [Infographic]. Retrieved from http://ansonalex.com/infographics/facebook-user-statistics-2012-infographic/Balson, M. (2011). Q3 Trends Update: Social Recruiting. Retrieved from http://www.slideshare.net/melissakmurray/q3-social-media-recruiting-update?ref=http://unbridledtalent.com/ 2011/11/14/10-presentations-using-social-media-in-hr-recruiting/Bhattacharya, K., Dhole, V. & Thomas, H.S. (2011). Evolution and contemporary challenges facing Human Resource Professionals at the dawn of the XXI century: Effect of Social Media in Star hotels in India. Retrieved from http://www.cpe.vt.edu/mpd.htmsocialmedia/htmscialmdia2011procedngs.pdfFerrara, J. (n.d.). Social Media Strategies for Hotel Employee Recruiting. Retrieved from http://hotelexecutive.com/business_review/2212/social-media-strategies-for-hotel-employee- recruitingFerrara, J. (n.d.). Seven Tips to Finding the Right Recruiting Mix in a Tough Economy. Retrieved from http://hotelexecutive.com/business_review/1204/seven-tips-to-finding-the-right- recruiting-mix-in-a-tough-economyGuadagno, A. (2011). A Foray into Social Recruiting: The Untold Stories Behind “My Marriott Hotel.” Retrieved from http://www.humanresourcesiq.com/hr-technology/columns/my-marriott- hotel-the-untold-stories/Kluemper, D.H. & Rosen, P.A. (2009). Future employment selection methods: evaluating social networking web sites. Journal of Managerial Phychology, 24, 567-580. Retrieved from Emerald Insight database.Mayock, P. (2012). Social media brings new legal issues to hotels. Retrieved from http://www.hotelnewsnow.com/articles.aspx/7665/Social-media-brings-new-legal-issues-to-hotelsWee, W. (2010). LinkedIn The World’s Largest Professional Social Site [Infographic]. Retrieved from http://www.techinasia.com/linkedin-the-worlds-largest-professional-social-site- infographic/Womack, J. (n.d.). How Hotels Use Social Media to Engage Candidates and Recruit Top Talent. Retrived from http://hotelexecutive.com/business_review/2681/how-hotels-use-social- media-to-engage-candidates-and-recruit-top-talentWork4labs. (n.d.). Hard Rock Café. Retrieved from http://www.work4labs.com/social-recruiting-case-studies/hard-rock/ Operational Human Resource Management 176 | PGD 1 (A)
    1. A particular slide catching your eye?

      Clipping is a handy way to collect important slides you want to go back to later.

    ×