Your SlideShare is downloading. ×
0
Creating a social media recruiting strategy
Creating a social media recruiting strategy
Creating a social media recruiting strategy
Creating a social media recruiting strategy
Creating a social media recruiting strategy
Creating a social media recruiting strategy
Creating a social media recruiting strategy
Creating a social media recruiting strategy
Creating a social media recruiting strategy
Creating a social media recruiting strategy
Creating a social media recruiting strategy
Creating a social media recruiting strategy
Creating a social media recruiting strategy
Creating a social media recruiting strategy
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

Creating a social media recruiting strategy

397

Published on

Published in: Career, Business, Technology
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
397
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
21
Comments
0
Likes
1
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. © 2011 Yoh Services LLC • A Day & Zimmermann Company
  • 2. introduction Much has been written about how social media tools impact the recruiting discipline. The statistics all seem to indicate that there continues to be increased use and investment in social media recruiting as well as the decline of the more traditional route, job boards. The tone of much of this discourse seems to be oriented towards a debate of how worthwhile the tools are in talent development and whether or not their continued adoption will ultimately result in a death knell for the job board market. While the disruption to job board market seems obvious, the debate over whether or not the impact to the job board market is fatal may ultimately not really matter all that much. A more useful discussion might be to focus on how to rapidly adopt a social media recruiting strategy that augments investments in job boards, serves to ensure that candidate sourcing and recruitment efforts drive improved candidate quality, and is able to establish a community of talent that has the potential to be introduced into the organization. This eBook is intended to offer insight into the steps necessary to formulate a social media recruiting strategy. The steps focus not on the tools of the social media recruiting trade, but rather the talent objectives of the employer. Implementing this suggested process will not only better prepare an organization for use of social media tools, but generally increase the talent development overall. A Yoh eBOOK | Five Key Steps to Create a Social Media Recruiting Strategy © 2011 Yoh Services LLC • A Day & Zimmermann Company Page 1
  • 3. Take Measures to Evaluate and Define the Employment Brand Employment branding is obviously not a new phenomenon, but the nearly ubiquitous use and consumption of digital media has significantly impacted the degree of intimacy by which an organization’s brand is defined. Yesterday’s brand style guides essentially secured the look, feel and tone of the manner in which the employment brand was communicated. More aggressive organizations implemented a comprehensive communication strategy to ensure the perception of their brand as an employer was properly reflected externally. In essence, the employment brand was just that, a one-way communication exercise. Towards the latter half of the 2000s, as digital media gained adoption and took a decidedly social turn, the one-way orientation of employment brand communication turned into more Communication of a multi-directional conversation. As the must be conversation and the channels over which this entertaining, topical, conversation exponentially grew, many companies thought-provoking, found themselves at the mercy of the conversation challenging, and itself. Compounding such a challenge has been a predominately knee-jerk reaction of employers to rush above all, engaging. to the digital and social media tools themselves in hopes of getting ahead of and driving the conversation. The result, in some cases, has been to apply the static one-way communication plan of yesterday against the dynamic multi-channeled conversation of today. Such an attempt typically serves only to exploit a firm’s unpreparedness rather than improve the value of their brand as an employer. This shouldn’t be a surprise as the expectation of communicating on social platforms is that it includes relevance of a personal nature. Not to say that the personality of the communication trumps the brand message, rather that the conversation consistently offers value to the intended participants. Moreover, the value is expected to deliver across far more than simply the potential of employment with the company. Communication must be entertaining, topical, thought-provoking, challenging, and above all, engaging. Therefore, before even considering which tools or platforms to use in social media recruiting efforts, the organization must revisit the objective of their employment brand. The analysis must ask some of the following questions. Who is the organization as an employer? How is the employment culture reflected in the brand itself? What strengths of the employment brand can be easily called out with engaging and entertaining content? What is the position of the brand going to be to the employable marketplace at large? How will the brand reinforce the position with anecdotal evidence supporting the reality of the brand claims. Who’s responsibility will it be to protect and propagate the employment brand? The exercise will not only better define the message of the organization as an employer, but will serve to lay the foundation for any and all elements of communication targeted to the addressable talent community. By the Numbers Current use 86% of B2B firms using social media 82% of B2C firms using social media Frequency of use 32% of B2B firms use social media on a daily basis 52% of B2C firms use social media on a daily basis Source: Mashable A Yoh eBOOK | Five Key Steps to Create a Social Media Recruiting Strategy © 2011 Yoh Services LLC • A Day & Zimmermann Company Page 2
  • 4. Determine Acceptable Levels of Outreach Effort The social web is aptly named. By its nature it is conversational. The conversation thrives on updated and fresh content. While the content can be developed or derived (i.e. not all content used in engaging the intended audience must be developed by the organization itself), sharing content is an activity that must be consciously executed. This fact can potentially be discouraging when embarking on social media recruiting strategies because the level of effort may seem daunting. Fortunately, the amount of effort required in completely under the organization’s control. The key is making sure the effort level is understood and acceptable thresholds of effort defined. There are 4 factors to consider when calculating the outreach effort: Prioritizing the most important elements of a content plan helps to identify what needs to be either found or created. 1. Establish Frequency: It is tempting to begin to think about tools at this point, but it is still premature to do so. Instead, define an acceptable frequency for communicating with the talent community. The frequency must be consistent enough to keep the audience active, and also be something that the organization can make happen. In other words, it is an exercise of estimating how often you want to start conversations with your talent community and then honestly answering the question of whether the organization can commit to that schedule. 4. Define Engagement: Finally, how involved in the conversation will the organization be? The audience will react and respond to content. They will take part in the conversations. As this activity happens, what and how will the organization react? Zero participation defeats the purpose of the engagement in general, so there absolutely must be a statement of what the expectation is for engaging individuals in groups in the conversation that has been initiated. Walking through each step will ultimately yield an estimate of overall effort required for an engaging social media recruiting strategy. It is a good practice to increase that estimate by 10% to 20% in order to properly set expectations adequately. In short, estimated effort is nearly always an underestimate. Content Inventory: Content is key to an effective social media recruiting strategy. While content can range from something as simple as entries on micro blogging sites such as twitter or Tumblr, to 5,000 word detailed whitepapers that educate the addressable candidate pool, it must exist. If it doesn’t exist it must be found or created. Therefore the effort required to engage the talent pool starts first by taking inventory of what content is already on hand. 2. 3. Creation Prioritization: It is unlikely that the organization will have absolutely every piece of content that is needed to effectively engage potential candidates. Prioritizing the most important elements of a content plan will help to identify what needs to be either found or created. A Yoh eBOOK | Five Key Steps to Create a Social Media Recruiting Strategy © 2011 Yoh Services LLC • A Day & Zimmermann Company Page 3
  • 5. Define the Members of the Addressable Candidate Market A social media recruiting strategy is far more than the sum of all the individual job postings that an organization wants filled. It more closely resembles a targeted sales approach. There exists a relational element to the methods of this communication that must resonate with the intended audience. By building the strength of the relationship with potential candidates, they will be predisposed with a positive perspective on employment with the organization when they are ready to consider employment alternatives. In order to develop a social media recruiting strategy that accomplishes this objective, a deep understanding of exactly who the addressable candidates are is critical. This is another challenge for many organizations who have historically limited their concern of potential candidates to their tangible skill sets required to accomplish the job. Fleshing out the nuance of the candidate’s fit with the culture of the organization and the eventual team on which they would work has typically been left to the screening and interviewing process. Those factors can no longer be left to what is, now, very late in the recruitment cycle. The sourcing required to fill talent demands must now include aggressively identifying the persona of the “best fit” candidate. A persona is essentially a profile of the candidate that is far more inclusive than just the basic skill set. The persona must address as many intangibles that are typical of a talented professional that would best contribute to the team. Warning, this is going to feel slightly uncomfortable at best and at worst will send your legal team into nervous ticks. Why? Because it is exactly as it sounds, a profiling exercise. Caution must obviously be taken to ensure that this profiling doesn’t violate employment laws. With the aforementioned warning in mind, to drive successful creation of a candidate persona, consider some of these questions to help define the intangible elements. The nature of each should help underscore the nuances that are being sought after. • • • • • • What does the perfect best fit candidate prefer, Meryl Streep or Will Farrell films? Would the candidate be more likely found in a museum or ballgame over the weekend? While an undergrad, was the candidate more likely to have been a member of community outreach student groups or some sort of social sports club? Does the best fit candidate completely avoid risk or actively seek it out? Is the preferred communication style with friends and family email, text or phone calls? Regarding technology, is the best fit candidate an early or late adopter? The idea is to paint a portrait that best represents the target candidate. Why? Because ultimately, social media recruiting strategies must be completely oriented towards engaging target candidates. These seemingly innocuous questions help define elements of the candidate personality and interest. With that knowledge, efforts to engage them will be significantly more successful. A Yoh eBOOK | Five Key Steps to Create a Social Media Recruiting Strategy © 2011 Yoh Services LLC • A Day & Zimmermann Company Page 4
  • 6. Determine if Platform will be Broad or Narrow The speed with which social media tools are being adopted makes it very tempting to focus initial efforts on figuring out which tools to use and how they ought to be applied. Evaluating the tools, however, is more an exercise in determining methods of communication and engagement for specific targeted candidates. Therefore, it makes more sense to first determine how discretely your organization seeks to engage. A more general and broad approach will set a standard common communication and engagement plan that would connect with any and all candidates from an employment brand perspective. A more discrete and narrow effort will segment candidates by specific types and drive multiple engagement plans specific to each type. This is an important step because the two way nature of digital social communication outlets requires content in order to drive the conversation. As such, a practical analysis should be carried out to determine the proper approach surrounding the content generation activity. A modest ability to generate or repurpose content implicitly suggests that the targeted social media recruiting efforts be of a more general and broad nature. Conversely, the content requirements grow proportionately to the number of candidate segments that are defined in a more narrowly focused strategy. This critical step places focus where it must be as strategy is developed on the newly defined targeted candidates. Be forewarned, it is a potentially tedious step and requires that one specific individual in the organization retain complete ownership and responsibility for ensuring that the analysis occurs and the resulting execution plan is periodically monitored for performance. Failure to assign responsibility here will result in a disconnected and disoriented use of social media tools and, in a worst case scenario, water down the intended position of the employment brand, alienating well qualified targeted candidates. Three tips to effectively identify whether a broad or narrow social media approach is best include: • • Social media most popular among companies for recruiting: • LinkedIn: 78.3% • Facebook: 54.6% • Twitter: 44.8% • YouTube: 13.7% • MySpace: 5.4% 92% of respondents said that they either “currently use or plan to use” social networks to recruit new employees. • Uniqueness Rating: Determine how unique each candidate segment is by assigning each a 1 to 5 rating of ‘uniqueness’. The higher the number, the more unique the communication and engagement must be for the candidates in the segment. Content Consumption Preference: Evaluate the candidate segments to determine the most likely preferred consumption of content. Factor in the technology that each segments uses and where their largest digital footprint might be found. The largest intersection typically points to the area where content can most easily be distributed across the targeted segments. Shared Relevancy: Revisit the definitions of the addressable candidate market to identify overlapping interests. A high degree of shared interest indicates a broad approach will be successful. Source: Jobvite Social Recruiting Survey 2010 A Yoh eBOOK | Five Key Steps to Create a Social Media Recruiting Strategy © 2011 Yoh Services LLC • A Day & Zimmermann Company Page 5
  • 7. Tool Prioritization Only after the first four steps have been completed should tools even enter into consideration. The audience, corresponding message, and the breadth of communication are foundational and must influence tool selection. With this foundation, the recruiting team will consider what level and type of communication best fits the company’s culture and comfort level. Starting from a point that naturally aligns with culture increases the likelihood of not only success but sustainability of the plan. Keep in mind the defined acceptable level of outreach and content volume It is important to consider how serious or casual the current culture is, but more importantly, take into account the position of everyday corporate communications. Is there an analytical bent on any data that thresholds ‘best places to start’ can be categorized by type and tone. impacts or come forth from the organization? If so, then a comfortable place to begin would be to exploit industry trends, statistics, and demographics. The predisposition to analyze numbers and statistics will make it easier to connect the analysis to some story or narrative that the targeted candidate audience will find interesting or valuable. If, on the other hand, the culture is more comfortable focusing in on the more personal realities of their workforce and customer base, they are more likely to have immediate success by bringing forth examples of the varying personalities in their organization, customer base and industry in general. This approach will allow the connected narrative to harness immediate popular culture trends, news or events. Social media tools should be evaluated against potential match of the newly defined areas of comfort and corporate cultural alignment. Asking the simple question of, “Does this tool fit with our communication comfort areas?” will help in creating a prioritized short list. A Yoh eBOOK | Five Key Steps to Create a Social Media Recruiting Strategy © 2011 Yoh Services LLC • A Day & Zimmermann Company Page 6
  • 8. Blog A blog makes sense for a company that likes to manage and dictate the tone of the conversation. More importantly, a blog is easily adaptable to the communication style identified in the cultural anslysis of the organization. Analytical preferences are easily satisfied in the typical blog post length of 250 to 500 words. And all blogging platforms provide simple use of more relaxed content such as audio or video. Tool Facts More than 133,000,000 blogs have been indexed since 2002 77% of Internet users read blogs Two-thirds of Bloggers are male 56% say that their blog has helped their company establish a positioning as a thought leader within the industry 58% say that they are better-known in their industry because of their blog Source: Technorati “State of the Blogosphere”, 2009 A Yoh eBOOK | Five Key Steps to Create a Social Media Recruiting Strategy © 2011 Yoh Services LLC • A Day & Zimmermann Company Page 7
  • 9. www.facebook.com Facebook, as compared to many other social media outlets, is typically more casual in nature. However, this doesn’t necessarily exclude the opportunity to use a more serious tone in your company’s Facebook presence. It just doesn’t make sense for such organizations to begin there. The key is to understand how content will be viewed by the target audience and how it will be shared with their networks. In other words, the distribution of Facebook content is a typically distributed more widely. This reality requires a disciplined approach to what content is shared by Facebook interaction. The easy way out is to simply post new job openings on the corporate Facebook page, but this does not lend to the development of the employment brand. Facebook strategies require a calendar of targeted activity that will occur on the page and methods that will help increase those that like the page. Additionally it is critical to carve out a Facebook presence specifically for employment. This means that the organization will have, at least, two Facebook pages. One oriented towards target customers and the other for the employment branding purposes. Note, a narrow approach could very well mean multiple Facebook employment oriented pages. Tool Facts One out of every 14 people has a Facebook account in the world Of these more than 500 million active users, 50% log in any given day New user growth on Facebook is stagnating People can interact with more than 900 million pages, groups, events and community pages The average user has 130 friends Each month, people spend more than 700 billion minutes on Facebook More than 2.5 million websites have integrated with Facebook Source: Facebook Statistics Page, The New Yorker and Google DoubleClick Ad Planner A Yoh eBOOK | Five Key Steps to Create a Social Media Recruiting Strategy © 2011 Yoh Services LLC • A Day & Zimmermann Company Page 8
  • 10. www.twitter.com While Twitter is conversational in nature no one necessarily needs to be listening in order to begin to broadcast this way. A simple way to get started on Twitter is to simply share content that is created for the targeted candidate market or found content from other outlets that would be found interesting by the candidate market. Once established, effort must be made to engage any following developed on Twitter, and more importantly to be prepared to immediately engage. If a candidate had a bad experience, engage them. If a former employee had a bad exit, take a position and respond. If a member of your greater corporate ecosystem (even competitors) had a success, acknowledge it. If an employee has something interesting to share or say as part of their social media footprint, share it. If a new project is increasing the number of openings at your firm don’t just tweet the job openings but share the nature of the project and its intention. Tool Facts Twitter has approximately 89 million unique visitors Twitters visitors generate 5.8 billion pageviews In 2007, users tweeted 5,000 times a day. By 2008, that number was 300,000, and by 2009 it had grown to 2.5 million per day. In 2010, tweets grew 1,400% to 35 million per day. In 2011, Twitter has 50 million tweets per day— that’s an average of 600 tweets per second. Approximately 105 registered users million Sources: Twitter’s Blog and Google DoubleClick Ad Planner A Yoh eBOOK | Five Key Steps to Create a Social Media Recruiting Strategy © 2011 Yoh Services LLC • A Day & Zimmermann Company Page 9
  • 11. www.linkedin.com LinkedIn is naturally oriented to recruiting efforts but too few leverage it beyond just trolling for candidates. The organization must bring value to the targeted candidate community. This is done by effectively managing the LinkedIn presence beginning with the recruiting oriented LinkedIn page. In addition, it makes sense to ensure that leadership is well represented on LinkedIn. If company officers don’t feel the site is valuable enough to have a presence, then certain targeted candidates may perceive it as a reflection of how these same officers value their employees. Tool Facts LinkedIn is the world’s largest professional network More than 85 million members LinkedIn has representatives from every Fortune 500 company Source: LinkedIn Press Room A Yoh eBOOK | Five Key Steps to Create a Social Media Recruiting Strategy © 2011 Yoh Services LLC • A Day & Zimmermann Company Page 10
  • 12. www.quora.com Tool Screenshot Quora is one of the newer social media outlets, completely oriented towards questions and answers. Again, much like Facebook, the company is likely to have two identities on Quora. One which is consumer facing and the other which is candidate facing. The candidate identity provides an opportunity to increase transparency over the employment brand, hiring practices and overall corporate culture. Much like Twitter and Facebook, this candidate facing identity must be bi-directional, posing questions as well as answering them. There are many more tools, but these recommendations are provided to help develop an initial plan. The art in leveraging them rests not only in how each is used but in the nuance of the conversations that each ignites. Mastering the nuance takes time and, more importantly, requires ownership. This is another area where an individual (or individuals) must be assigned to manage the communication of each. A Yoh eBOOK | Five Key Steps to Create a Social Media Recruiting Strategy © 2011 Yoh Services LLC • A Day & Zimmermann Company Page 11
  • 13. conclusion The recruiting discipline is eager to capitalize on the advent of widely adopted digital/social communication tools. However, not enough effort is given to develop effective strategies that will help an organization better develop their incoming talent. The steps outlined in this eBook are intended to do just that, offer up considerations for creating a strategy that aligns with the talent goals of the organization. The labor intensive nature of the tools requires a well defined, prioritized and orchestrated approach. A Yoh eBOOK | Five Key Steps to Create a Social Media Recruiting Strategy © 2011 Yoh Services LLC • A Day & Zimmermann Company Page 12
  • 14. about Yoh The preceding is a Yoh eBook adapted from www.theseamlessworkforce.com – Yoh’s blog on workforce trends and information. Content contained herein may be reproduced with appropriate attribution. About Yoh For over 70 years, Yoh has provided the talent needed for the jobs and projects critical to our client’s success, by providing comprehensive workforce solutions that focus on Aerospace and Defense, Engineering, Federal Services, Health Care, Life Sciences, Information Technology and Telecommunications. Yoh fulfills immediate resource needs and delivers enterprise workforce solutions, including Managed Services, Recruitment Process Outsourcing, Vendor Management Systems, Independent Contractor Compliance, and Payroll Services. For more information, visit www.yoh.com. Yoh is a part of Yoh Services LLC, a Day & Zimmermann Company. About Day & Zimmermann Day & Zimmermann’s 24,000 employees provide industrial, defense and workforce solutions to a broad base of commercial and government customers. Operating from more than 150 worldwide locations with 2.1 Billion USD in revenues, the Day & Zimmermann family of companies is currently ranked as one of the largest private companies in America by Forbes and is a former winner of the U.S. National Family Business of the Year award. Founded in 1901 and headquartered in Philadelphia, PA, Day & Zimmermann companies today provide architectural-engineering-construction services, power plant maintenance, modification and specialty services, security services, and staffing services to businesses and government agencies, and munitions production, equipment maintenance and facilities management services to the Department of Defense. For more information, visit www.dayzim.com. A Yoh eBOOK | Five Key Steps to Create a Social Media Recruiting Strategy © 2011 Yoh Services LLC • A Day & Zimmermann Company Page 13

×