The Application of Enterprise Social Networking to Talent Management and Talent Acquisition

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In this webinar, we will discuss how enterprise social networking can be applied to your talent acquisition and management efforts to enhance collaboration and communication, increase recruiting and talent management efficiency, and retain access to valuable intellectual capital. We will walk through some real world examples of the different types of corporate social networking initiatives that are being successfully adopted within leading global organizations.

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The Application of Enterprise Social Networking to Talent Management and Talent Acquisition

  1. 1. The Application of Enterprise Social Networking to Talent Management and Talent Acquisition
  2. 2. Agenda  The Enterprise Social Networking Landscape  Recent Research: Interest and Adoption are Growing  Real-World Examples • Internal Employee Communities • Extended Talent Networks • Recruiting/Talent Communities • Leveraging Existing Social Networks  Recommendations for Getting Started  About Conenza  Q&A Confidential 2
  3. 3. The Enterprise Social Networking Landscape Product Feedback Partner Management & Ideas & Enablement Marketing B2C B2B Customer Relationship Customer GLOBAL Management Support ENTERPRISE Facebook Human Capital/Talent Management B2T Communication, Collaboration & Public Social Networks Innovation Twitter LinkedIn Marketing Business Development Confidential 3
  4. 4. Enterprise 2.0 Adoption on the Rise  98% of those surveyed are using Enterprise 2.0 technologies for internal communication and collaboration within their company The most popular technologies currently used: - instant messaging (74%) - wikis and team workspaces (67%) - blogs (51%)  The majority of respondents say their spending on Enterprise 2.0 will increase (58%) in 2009  Most respondents (64%) say that adoption of Enterprise 2.0 is company-wide Source: Enterprise 2.0 Conference Pre-Conference Survey, May 2009 Confidential 4
  5. 5. What is Driving Adoption? When Firms Fail To Capitalize On Their Networks… Knowledge is not Relationships are not infused or retained. transparent. New workers expect and Relationships are not embrace social built across technologies to build geographies. relationships. Source: Corporate Social Networks Will Augment Strategic HR Initiatives, Confidential Zach Thomas, Forrester Research, 2008 5
  6. 6. What is Driving Adoption? When Firms Fail To Capitalize On Their Networks… Knowledge is not Relationships are not infused or retained. transparent. New workers expect and Relationships are not embrace social built across technologies to build geographies. relationships. Source: Corporate Social Networks Will Augment Strategic HR Initiatives, Confidential Zach Thomas, Forrester Research, 2008 6
  7. 7. What is Driving Adoption? When Firms Fail To Capitalize On Their Networks… Knowledge is not Relationships are not infused or retained. transparent. New workers expect and Relationships are not embrace social built across technologies to build geographies. relationships. Source: Corporate Social Networks Will Augment Strategic HR Initiatives, Confidential Zach Thomas, Forrester Research, 2008 7
  8. 8. What is Driving Adoption? When Firms Fail To Capitalize On Their Networks… Knowledge is not Relationships are not infused or retained. transparent. New workers expect and Relationships are not embrace social built across technologies to build geographies. relationships. Source: Corporate Social Networks Will Augment Strategic HR Initiatives, Confidential Zach Thomas, Forrester Research, 2008 8
  9. 9. What is Driving Adoption? When Firms Fail To Capitalize On Their Networks… Knowledge is not Relationships are not infused or retained. transparent. New workers expect and Relationships are not embrace social built across technologies to build geographies. relationships. Source: Corporate Social Networks Will Augment Strategic HR Initiatives, Confidential Zach Thomas, Forrester Research, 2008 9
  10. 10. Benefits of an Internal Employee Social Network Provides a place where your people can build connections, collaborate, share best practices, and develop in their careers  Understand and effectively tap into the skills and talent of your people  Fuel connections, collaboration and group communication  Increase productivity by providing a robust online resource that enables your people to work smarter and faster  Provide a global knowledge-hub and channel for sharing research, best practices, training via multiple formats (forums, blogs, documents, events, etc.)  Support continued career development and learning  Measure the results of your corporate social networking initiative Confidential 10
  11. 11. Real World Examples: Internal Communities Enhance Collaboration and Communication • 400,000 employees profiled on the network General Electric: • Members can: • Collect and collaborate on documents SupportCentral • Put questions out to a group of experts to quickly find answers Cut customer contract timeline from 3 months to 2 weeks • 20,000 employees profiled on network • Employees use the platform to: Best Buy: • Communicate with peers nationwide BlueShirt Nation • Swap ideas on how to display products or handle customer complaints Connects & creates sense of community in dispersed workforce • PfizerPedia: 2,300 users connect and collaborate across multiple business groups, including sales, IT, and manufacturing • Pfizer executives internal blog designed to communicate with Pfizer employees gets 10,000 visits a month Connects unique skill sets of knowledge, Increases communication Confidential 11
  12. 12. Talent Community in Action: Understanding and Connecting Internal Teams Connect a globally dispersed workforce Understand your internal talent landscape Enable employees to quickly and easily find unique skill sets and expertise Confidential 12
  13. 13. Employee Community in Action: Facilitating Global Work Groups Support global project teams Foster and facilitate productive group dialogue Provide a central source for the sharing of information and resources Confidential 13
  14. 14. Onboarding Communities: Engaging and Energizing New Employees Across the Globe Recent study found in 85% of companies, new hire morale/passion dramatically declines after six months An Onboarding Community can: CONNECTIONS KNOWLEDGE Help newcomers establish a Enable newcomers can quickly broad network of critical locate the centers of knowledge relationships ENGAGEMENT DEVELOPMENT Create a connected culture Facilitate the mentoring where your people feel like they relationships across the are part of and contributing to organization something great Confidential 14
  15. 15. Onboarding Communities: Engaging and Energizing New Employees Across the Globe Results: Greater engagement and job satisfaction, shortened time to contribution, decreased turnover “My onboarding experience was amazing. I was immediately plugged into the social network, contributing to and receiving help from people all over the world. It helped me get to know people, and it also helped people get to know me: my character, my competencies, my passions. It was the reason why I’d been engaged and energized by the stories of other people throughout the organization.” Sachua Chua, IBM www.theorangechair.com/ Confidential 15
  16. 16. Alumni Communities: Turning Former Employees into Strategic Assets TALENT MANAGEMENT BUSINESS DEVELOPMENT • Recruiting / referrals • Revenue generating • Mentors, contractors and relationships consultants • Business leads and • Diversity outreach spheres of influence INNOVATION MARKETING • Co-creation of future • Brand ambassadors products and services • Customers • Access to intellectual • Corporate social capital responsibility initiatives Confidential 16
  17. 17. Alumni Communities: Turning Former Employees into Strategic Assets TALENT MANAGEMENT BUSINESS DEVELOPMENT “20% of our experienced “We see nearly $180 hires are boomerangs.” million in revenue driven —National Alumni Director, from alumni referrals.” Big 4 Accounting Firm —Senior Director, Business Development, Global 500 Company INNOVATION MARKETING “We generate 35% of our “(Our alumni) group is a new products from ideas huge asset for us. They from outside the have become our brand company; we’ve lowered ambassadors. And we research & development want to bring them even costs by 20%.” closer.” — CEO, Proctor and Gamble — CEO, Hewlett Packard Confidential 17
  18. 18. Alumni Community in Action: Recruiting A rich recruiting resource: increase rehires and referrals Job postings spread virally inside and outside the community Enterprise Post Jobs, Find Talent Private, Enterprise Community Confidential 18
  19. 19. Alumni Community in Action: Recruiting A rich recruiting resource: increase rehires and referrals Increase rehires and qualified referrals, reduce recruiting costs By the numbers: Company size: 25,000 Private, Enterprise Enterprise AnnualJobs, Find Talent Post new hires: 2,500 Community 10% of annual new hires sourced from alumni community: 250 Annual cost savings: $1,785,000 Confidential 19
  20. 20. Talent Communities for Recruiting Microsoft: Taking a Targeted Approach to Engaging Talent www.viewmyworld.com • Delivering messages and experiences that are unique to the populations they are targeting • Delivers value to talent community beyond just the future job prospect • “Real People” telling “Real Stories” • Encourage sharing and viral spread • Features the latest in social networking, RSS feeds, multi-media (video) and employee blogs www.YouAtMicrosoft.com Confidential 20
  21. 21. Tapping Into Existing Social Networks to Build Your Talent Community Jim Durbin , ERE, Tripling Traffic to Your Careers Site With a Facebook Account? Confidential 21
  22. 22. Customer and Partner Communities: Tapping into Talent Outside Your Organization Dell IdeaStorm: Customers as a source of talent and innovation  Customers can submit ideas for new products or improvements to existing services  Customers can vote for the ideas they would most like to see realized  More than 200 ideas already adopted Confidential 22
  23. 23. Leverage External Talent Communities to Create Scalable, On-Demand Workforce Confidential 23
  24. 24. Recommendations on Getting Started  Define specific business issues to drive adoption and acceptance.  Understand your culture and prepare to change it.  Assemble cross-functional task forces.  Select a partner with practical experience. Source: Corporate Social Networks Will Augment Strategic HR Initiatives, Zach Thomas, Forrester Research, 2008 Confidential 24
  25. 25. Conenza = Practical Experience + People + Platform + Process Deep Enterprise Market-Leading Best Practices Ensure Community Product and Community Vibrancy Expertise Strategic Support & Business Success Community Member ROI Growth Engagement Metrics Conenza provides the technology, tools, and the team to help you realize the full potential of your community initiative Confidential 25
  26. 26. Crawl, Walk, Run: The Conenza Community Platform Modular Software-as-a-Service solution featuring the best of social networking technology CONENZA COMMUNITY CORE + MODULES The foundation of the Conenza Community Platform OPPORTUNITY CENTER v HOMEPAGE | NEWS PROFILES DIRECTORIES EVENTS + SOCIAL NETWORKING FEATURES • Groups • Doc / Photo Sharing • Permissions • Connections • Activity Feeds • Privacy Settings • Blogs & Wikis • Rich Media + Administration • Messaging • Refer-a-Friend + Reporting MARKETPLACES Confidential 26
  27. 27. Build Network Value with an Integrated View of Enterprise Social Networking Employee Communities Extended Talent Communities Value-Add Stakeholder Alumni Communities Partners Customers Talent Development Cross-org Onboarding Peers & & Mentoring Cohorts Enterprise Communities On-Demand Talent Extended Communities Talent Pools Collab w/in Deep, Extra- Dept’s & Across Functional Geographies Experts Topical Thought Leaders Confidential 27
  28. 28. Key Tenets of Enterprise Social Network Success  Prioritize specific business goals to focus internal initiatives  Embrace members’ multi-faceted professional agendas  Create authentic extended value for members and they will create value for each other and the enterprise  If you build it – and cross your fingers – they won’t come  An online community requires social networking/member engagement expertise, social media marketing prowess and ongoing planning, refinement and support: either in-house or from a deeply-experienced provider  Avoid the temptation to “control” community content: allow members to self organize around what’s most important to them  Plan for staged growth: low-risk/high reward “crawling” evolving to walking, running and a broader collection of thoughtfully-integrated enterprise communities Confidential 28
  29. 29. Additional Resources Visit www.conenza.com for:  On-Demand Webcasts  Executive Playbook for Corporate Alumni Communities  Now More Than Ever: The Business Imperative of an Extended Talent Community  6 Ways to Drive Community Member Engagement and Maximize ROI  Conenza Blog  Features best practices, advice, and the latest industry research For the links to the articles referenced in this presentation or more information, please contact us at info@conenza.com Confidential 29

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