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Recruiting in the Digital Era: Guidance for HR Professionals, Recruiters, and Hiring Managers

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Targeted primarily to “social recruiting” rookies (both individuals and employers), this HR.com presentation provides an overview of how employers can and should incorporate social media and other digital technologies into their talent acquisition processes. Questions and comments, especially from recruiting professionals, are welcome.

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Recruiting in the Digital Era: Guidance for HR Professionals, Recruiters, and Hiring Managers

  1. 1. Renaissance Strategic Solutions Recruiting in the Digital Era Guidance for HR Professionals, Recruiters, and Hiring Managers Social Media and Employee Communications HR.com Virtual Conference June 14, 2012
  2. 2. Copyright © 2012, Courtney Shelton Hunt - all rights reserved2 About the Speaker Courtney Shelton Hunt, PhD Courtney is the Principal of Renaissance Strategic Solutions (RSS) and an international consultant, speaker, teacher, and writer. Her background in business development, communications, human capital management, information technology, and academia, combined with her business acumen, enables her to provide a unique holistic perspective and strategic leadership to organizations. RSS helps organizations enhance their effectiveness through the design and implementation of innovative and leading-edge strategies and programs. Specializing in social media, communications, and human capital management, we work with organizations of all sizes in both the for-profit and not-for-profit sectors, in a wide range of industries. RSS is the founder and sponsor of the Social Media in Organizations (SMinOrgs) Community, a free professional community that provides information and guidance about the organizational applications and implications of social media.
  3. 3. How to Use this Presentation as a Portal Copyright © 2013, Courtney Shelton Hunt3 1. Many of the slides in this deck contain active hyperlinks that should be fairly intuitive. 2. The hyperlinks are embedded in both pictures and text. For example, if you click on the photograph on the left, you’ll go to Courtney Hunt’s LinkedIn Profile. Or you can click on this text to go to The Denovati Group’s website. 3. It’s probably best to download the presentation and view it in “slide show” mode to activate the hyperlinks. 4. After you follow a link, you should be able to minimize your browser window to pick up the presentation where you left off. Please email denovati@denovati.com if you find a broken link. Thanks!
  4. 4. RECRUITING IN THE DIGITAL ERA Copyright © 2012, Courtney Shelton Hunt - all rights reserved4
  5. 5. Grounding the Discussion No single set of practices, platforms, tools, or techniques can satisfy every employer’s recruiting objectives The best approach will be determined by your unique talent management requirements and circumstances, including: – Size of organization and growth trajectory – Geographic location(s), industry, target markets – Number and type of available positions – Level of turnover – Required skills and experiences – Candidates’ digital sophistication and access Copyright © 2012, Courtney Shelton Hunt - all rights reserved5
  6. 6. Taking the Plunge Think carefully about whether potential benefits are worth the costs, and which social media investments are likely to produce the best returns Copyright © 2012, Courtney Shelton Hunt - all rights reserved6 Benchmark against the efforts of earlier adopters and learn from both their successes and failures Don’t rush, or try to do everything at once - a strategic, methodical, and phased approach is more effective in the long run
  7. 7. Work Smart, Not Just Hard Clearly define recruiting goals and objectives Assess current practices and identify opportunities for improvement Create a social recruiting strategy Develop a “social media system” Copyright © 2012, Courtney Shelton Hunt - all rights reserved7 For more on leveraging social media smartly, click here to read Part 7 of the Social Media Primer
  8. 8. New Field(s), Same Game Although cyberspace adds a new dimension to the recruitment and selection process, the rules are generally the same Copyright © 2012, Courtney Shelton Hunt - all rights reserved8 Employers must ensure the criteria they're using to select candidates are job relevant, non- discriminatory, and legally defensible
  9. 9. The Social Recruiting Funnel Copyright © 2012, Courtney Shelton Hunt - all rights reserved9
  10. 10. SOCIAL RECRUITMENT Copyright © 2012, Courtney Shelton Hunt - all rights reserved10
  11. 11. Overview Employers can share organization information as well as career opportunities, specific jobs, etc. via – Social media platforms (e.g., LinkedIn, Twitter) – Digital communities (e.g., talent communities, alumni networks) Objectives include – Enhancing employer branding – Offering realistic job and culture previews – Sharing job postings – Developing a pipeline of potential candidates Copyright © 2012, Courtney Shelton Hunt - all rights reserved11
  12. 12. More Details Job types: All - different platforms may be used – For different job types (e.g., retail, IT) – To target different groups (e.g., recent college grads, experienced candidates) Initiators: – Internal HR/recruiting staff – Hiring managers – Third-party recruiters – Maybe external communicators like marketing Process: – Information sharing and interactions are usually handled individually, to reinforce the human element – Some aspects can be automated (e.g., announcing new jobs via Twitter using a tool like HootSuite) Copyright © 2012, Courtney Shelton Hunt - all rights reserved12
  13. 13. Guidance Beware of “social snooping” – Resist urge to casually “check out” people who’ve connected with your organization on public social networks – An individual’s failure to maintain good privacy settings doesn’t limit an employer’s risk or responsibility Maintain proper boundaries – Resist urge to connect with candidates individually via personal social networks (e.g., Facebook, Twitter) – Professional connections via a network like LinkedIn are generally acceptable but still require care Copyright © 2012, Courtney Shelton Hunt - all rights reserved13
  14. 14. SOCIAL SOURCING Copyright © 2012, Courtney Shelton Hunt - all rights reserved14
  15. 15. Overview Employers and third-party recruiters can search the internet and/or social networking platforms (e.g., LinkedIn) using specific key words (e.g., accountant, CPA, joint venture, Brazil) to find individuals who meet pre-defined job criteria, regardless of whether they are currently on the job market Copyright © 2012, Courtney Shelton Hunt - all rights reserved15
  16. 16. More Details Job types: Generally hard-to-fill positions, or those for whom the candidate pool is fairly small Initiators: – Internal HR/recruiting staff – Hiring managers – Third-party recruiters Process: – Searches are often conducted manually – Can be automated or facilitated by software (e.g., a tool like eGrabber) Copyright © 2012, Courtney Shelton Hunt - all rights reserved16
  17. 17. Guidance On any site that’s professionally oriented (e.g., a blog by an IT professional about cyber security), the content is likely to be fair game On sites that are likely to contain personal content (e.g., Facebook), sourcers should conduct searches only if they’re vital to filling the position and are focused on job relevant information Sourcers should limit their review of the digital activity they discover and should avoid connecting with candidates on personally-oriented networks Copyright © 2012, Courtney Shelton Hunt - all rights reserved17
  18. 18. SOCIAL ADVERTISING Copyright © 2012, Courtney Shelton Hunt - all rights reserved18
  19. 19. Overview Employers can post advertisements for positions on social networking platforms (e.g., Facebook, LinkedIn) that are specifically targeted to the types of candidates they’re interested in Copyright © 2012, Courtney Shelton Hunt - all rights reserved19
  20. 20. More Details Job types: Can be any Initiators: – Internal HR/recruiting staff – Maybe third-party recruiters Process: Once the ads are created, they are automatically generated and posted by the platform using criteria provided by the employer Copyright © 2012, Courtney Shelton Hunt - all rights reserved20
  21. 21. Guidance Focus ads on platforms where targeted candidates congregate – Entry-level positions in the hospitality industry: Facebook – CFOs: LinkedIn Ad effectiveness is dependent on how much information people share about themselves through their profiles “Pay-per-click” makes social advertising seem like a cost-effective strategy, but employers could end up paying for “curiosity clicks” if ads aren’t crafted effectively Copyright © 2012, Courtney Shelton Hunt - all rights reserved21
  22. 22. SOCIAL REFERRALS Copyright © 2012, Courtney Shelton Hunt - all rights reserved22
  23. 23. Overview Usually in conjunction with an employee referral program, current staff are encouraged and/or given incentives to share job opportunities with their social networks and refer potential candidates for specific jobs Copyright © 2012, Courtney Shelton Hunt - all rights reserved23
  24. 24. Details Job types: Can be any Initiators: Any current employee Process: Referrals can be – Made using individual communication channels (e.g., email) – Facilitated by software (e.g., tools like those offered by Jobvite and SelectMinds) Copyright © 2012, Courtney Shelton Hunt - all rights reserved24
  25. 25. Guidance Make sure employees understand the practice is optional If sharing is done manually, provide clear guidance regarding preferred channels, timing, presentation, etc. If a referral tool is used, employers should provide assurances regarding individual privacy Copyright © 2012, Courtney Shelton Hunt - all rights reserved25
  26. 26. SOCIAL ASSESSMENT Copyright © 2012, Courtney Shelton Hunt - all rights reserved26
  27. 27. Overview Two primary forms: 1. Reviewing a candidate’s social references and/or validating resume details 2. Evaluating the quantity and quality of a candidate’s digital engagement based on his/her public activity In the future, may also include assessing a candidate’s skills and abilities via “social simulations” Copyright © 2012, Courtney Shelton Hunt - all rights reserved27
  28. 28. More Details Job types: 1. Can be done for almost any type of job 2. Should be conducted for those jobs for which digital engagement is relevant (e.g., marketing, communications, business development, some IT and HR positions) Initiators: – Internal HR/recruiting staff – Hiring managers – Third-party recruiters Copyright © 2012, Courtney Shelton Hunt - all rights reserved28
  29. 29. More Details: Process 1. Reviews are generally conducted manually and involve: – Reviewing recommendations on platforms like LinkedIn and Facebook – Comparing details on social networking profiles with other web-based information to verify details, and search the web for evidence to support claims made 2. Reviews are conducted manually, based on information and links provided by candidates – Relatively new services like Rabble may help automate the process Copyright © 2012, Courtney Shelton Hunt - all rights reserved29
  30. 30. Guidance Care must be taken to ensure that personal information that is not job relevant is not inadvertently accessed 1. It’s imperative to verify the accuracy and validity of the information discovered 2. Three things to remember: – The nature of the engagement that is relevant to the position should be clearly defined in advance – The review should be based on information provided by the candidates – Sound criteria for evaluating the engagement should be developed in advance and consistently applied across all candidates Copyright © 2012, Courtney Shelton Hunt - all rights reserved30
  31. 31. SOCIAL SCREENING Copyright © 2012, Courtney Shelton Hunt - all rights reserved31
  32. 32. Overview Once the pool has been narrowed and the final candidates identified, a search of their public activity in cyberspace can be conducted to reveal any potential risks they may create for the employer Copyright © 2012, Courtney Shelton Hunt - all rights reserved32
  33. 33. More Details Job types: Can be any Initiators: – Internal staff not involved in the hiring decision – Third-party service provider (which invokes the FCRA in the US) Process: Searches can be conducted manually or via software algorithms (e.g., the proprietary method employed by Social Intelligence) Copyright © 2012, Courtney Shelton Hunt - all rights reserved33
  34. 34. Guidance Although it’s important to mitigate the risks associated with a bad hire, employers should not assume there are no limits to their ability to dig for “digital dirt” The social screening process should not be conducted by a hiring manager or someone involved in making the final decision – designate an independent group to conduct the searches and evaluate the results Searches should focus ONLY on publicly available information Do NOT ask candidates for their login credentials or ask them to log in during an interview Copyright © 2012, Courtney Shelton Hunt - all rights reserved34
  35. 35. More Guidance Consider using an FCRA-compliant third-party screening service and incorporate social screening into the regular background checking process Even if a third party is not used, provide candidates with advance notice and have them formally agree to the search Also consider creating a process for verifying negative results and giving candidates an opportunity to respond before adverse action is taken Copyright © 2012, Courtney Shelton Hunt - all rights reserved35
  36. 36. MORE CONSIDERATIONS… Copyright © 2012, Courtney Shelton Hunt - all rights reserved36
  37. 37. Think Beyond Social Media Recruitment marketing platforms like Jobs2Web Social talent community management tools like Find.ly Services like Skype for conducting video interviews Virtual job fairs Client relationship management (CRM) systems for managing contacts and communications with professionals before they become candidates (and enter the Applicant Tracking System) Copyright © 2012, Courtney Shelton Hunt - all rights reserved37
  38. 38. Put Your Best (Digital) Foot Forward Website should be current, inviting, and a strong representation of your employment brand and experience Be sure the brand is consistently and positively reflected in: – Company profile on LI – Individual profiles on LI (especially for recruiting and HR staff and hiring managers) – Proprietary groups on LI – Social media sites (including Wikipedia, which is often overlooked) Copyright © 2012, Courtney Shelton Hunt - all rights reserved38
  39. 39. Engage in Social Benchmarking Stay abreast of what your competitors are doing and benchmark best – and worst – practices You can easily identify and follow them on platforms like LinkedIn, Facebook, and Twitter, in addition to setting up Google alerts to monitor their activity Copyright © 2012, Courtney Shelton Hunt - all rights reserved39
  40. 40. Engage in Social Monitoring Set up Google alerts or use other tools to monitor how your employment brand is being discussed in cyberspace Check sites such as Glass Door and Vault Copyright © 2012, Courtney Shelton Hunt - all rights reserved40
  41. 41. Live the Candidate Experience Everyone involved in the hiring process should – Follow the organization on its social platforms to see what candidates see and how they engage – Whenever possible, go through the process of applying for a job to experience first-hand what it’s like Test processes by having “simulated candidates” – similar to mystery shoppers – pose as candidates and provide feedback on strengths and weaknesses Copyright © 2012, Courtney Shelton Hunt - all rights reserved41
  42. 42. ABOUT THE DENOVATI GROUP
  43. 43. The Denovati…  Pronunciation guide: day-no-VAH-tee  Deconstructing the term: – DE = Digital Era – NOV = short for novani, Latin for colonists, immigrants, new residents – ATI = those who seek knowledge and/or are in the know The Denovati are Digital Era explorers, pathfinders and pioneers who seek to understand and effectively leverage social and digital technologies 43
  44. 44. The Denovati Group Courtney Shelton Hunt, PhD Courtney is the Founder and Principal of The Denovati Group and an international consultant, speaker, teacher, and writer. Her background in business development, communications, human capital management, information technology, and academia, combined with her business acumen, enables her to provide a unique holistic perspective and strategic leadership to organizations. The Denovati Group enhances the success of individuals and organizations in the Digital Era through an alliance that provides thought leadership and guidance, research, consulting and training services, and a professional community that fosters the sharing of information and best practices. These objectives are accomplished primarily through: • SMART Resources (including the SMART Blog) • Denovati Solutions • SMART Courses 44 Visit denovati.com to learn more about who we are, what we do, and what we offer 44
  45. 45. Denovati Digital Network Click here to learn more and join us on one or more platforms 45

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