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RolePoint: Gamification in Social Referrals and Recruiting


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Learn how gamification can boost your employee referral program and overcome poor engagement to help you attract the best talent.

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RolePoint: Gamification in Social Referrals and Recruiting

  2. 2. GAMIFICATION IN SOCIAL REFERRAL AND RECRUITING A R O L E P O I N T W H I T E PA P E R BY @BILLBOORMAN INTRODUCTION It is easy to dismiss gamification as something of a fad. There has been a lot talked about and written on the topic, but for some, it is hard to draw parallels between ‘work’ and ‘play’. Currently, there are more than half a billion people worldwide playing computer and videogames for at least an hour a day, with 183 million in the US alone. That is a lot of people spending time online and a community too big to ignore. The questions addressed in this paper revolve around the mechanics of gaming and how this same methodology can be applied to recruiting processes. Recruiting, after all, is a game. There are a collection of players (hiring companies), competing for the same reward - the best talent. The best ‘players’ win the best prizes, but it takes time and effort, and there is a lot we can learn and apply from games like Farmville, Foldit, Angry Birds and many others that can have applications in the recruiting world. The big question is what is it that keeps bringing us back to take part and compete? This is one of the questions will will attempt to answer. RolePoint Inc. © 2013 If companies can utilize the same methodology to enable their employees to take part in the recruitment game, this will have a significant impact on hiring success. The challenge is building something that employees want to take part in, rather than something that is either forced or ignored. Nobody conscripts gamers. They return time and time again for many reasons, not least a sense of belonging. We will look at why gamers invest so much personal time in a game, and how this can be translated to recruitment. The research behind this paper consisted of interviews with 30 avid gamers, with ages ranging from 11 to 80, in order to understand how gaming technology and methodology evokes such loyalty and participation so that we can apply this to the recruiting world. 2
  3. 3. V “VIDEO GAMES ARE THE DOMINANT ENTERTAINMENT FORM OF OUR TIME BECAUSE THEY ARE POWERFUL TOOLS FOR MOTIVATING BEHAVIOUR.” RolePoint Inc. © 2013 Kevin Werbach of the University of Pennsylvania defines gamification in this way: “Gamification is the application of digital game design techniques to non-game problems, such as business and social impact challenges. Video games are the dominant entertainment form of our time because they are powerful tools for motivating behavior. Effective games leverage both psychology and technology, in ways that can be applied outside the immersive environments of games themselves. “ (Werbach) Central to business success is talent. The future of any business, large or small, is dependent on their ability to attract and retain employees. As such, recruiting systems and methodology are critical. With the shortage of skills being a growing global problem, competition for the best talent is fierce. This is commonly termed the ‘war for talent.’ Given this competition, an increasing number of businesses are turning to the gamification of processes and technology in order to encourage employee participation in recruiting efforts, typically through referral programs, content generation, brand advocacy, and other initiatives. This paper will therefore examine many of the ways companies can apply the principles and methodology behind the most popular games to the recruitment process. Gamifying the Recruitment Process 3
  4. 4. SOCIAL GAMING »» Social network games that have social network integration or elements »» Board games, in which counters or pieces are placed, removed, or moved on a premarked surface according to a set of rules Multiplayer video games, where more than one person can play in the same game environment at the same time »» MMO (as well as MMORPG and MMORTS) LAN party, a temporary gathering of people establishing a local area network (LAN), primarily for the purpose of playing multiplayer computer games »» Role-playing games in which players assume the roles of characters in a fictional setting »» Live action role-playing games, which are a form of role-playing game where the participants physically act out their characters’ actions »» Miniature wargaming, a form of wargaming that incorporates miniature figures, miniature armor and modeled terrain »» RolePoint Inc. © 2013 Card games that involve multiple players »» When we talk about social gaming, we refer to playing games that require social interaction, as opposed to playing in solitude. Specifically, it can refer to: »» »» On the face of it, gaming is a solitary practice. Gamers appear to be wired in to their PCs, consoles or mobiles, living in a virtual world. When you look under the hood at how games are played, however, this is far from the case. The hugely popular multi-player genre of gaming brings together competitors and collaborators from around the world, who team up to complete tasks and challenges towards individual and shared goals or outcomes. Alternate reality games, an interactive narrative that offers a platform to explore possible situations and social interactions while avoiding real world consequences 4
  5. 5. For the purpose of this paper we are going to consider the game of recruiting as a social game, which means incorporating social features into technology and methodology. The standard social features enable: »» Sharing »» Comments »» Private and public messaging »» Commenting »» Likes »» Connecting with others »» Applying this thinking to recruiting, processes that make it easy for everyone to interact, contribute and be a part of the overall effort of the business encourages participation. This can be done by creating employee referral programs that incorporate social features and enable employees to communicate internally and externally, invite others in their networks to view opportunities, join talent networks and connect with the company. The more social the process, the more likely the employees will want to take part. Building a network In one format or another, the popular social games incorporate these features. In particular, players can communicate and collaborate with each other. It is the player who recruits other players to join them, and popularizes the platform through social content. Consider your Facebook account and the volume of invites you get to join your friends in the latest game. Popular games like Words with Friends built on this by getting friends to challenge each other to a word puzzle, whilst announcing their scores and issuing challenges to other connections. Television quiz shows have been quick to pick up on this, creating online and mobile applications that enable viewers to take part in the show and compete using a second or third screen. This has brought a new dimension to the audience and is a key consideration of production companies when designing the format of new shows, allowing the viewers to take an active part rather than being passive viewers. RolePoint Inc. © 2013 5
  6. 6. COMMUNITY Games are built on communities of players; individuals brought together by a shared interest in the game. Players group together formally and informally to complete tasks and challenges together or to compete against each other. Whilst competition features highly in gaming, so too does collaboration. Gamers share tips, workarounds and advice with new players in forums, chat rooms, YouTube and all over the web, as well as in person. The advent of the Internet has allowed traditional communities to flourish and broaden, encompassing many new groups of individuals from around the world. Jenny Preece of the University of Maryland notes that: “Until the advent of telecommunications technology, definitions of community focused on close-knit groups in a single location. Interaction took place primarily faceto-face; therefore, social relationships took place with a stable and limited set of individuals. This way of defining community became less useful as the development of modern transportation and telecommunication systems increased [communication] across distances. Researchers now consider the strength and nature of relationships to be a more useful basis for defining community than physical proximity”. (Preece, 2005) The game acts as the anchor point of the gaming community, whose members find plenty of ways to participate, contribute, communicate, share and network. Gamers have a hierarchy, where those with proven expertise and a high level of social recognition lead the way. Most online games have moderators, who are players that keep an eye on what other players are doing, act on disputes and maintain the harmony of the platform. The global programmers’ community StackOverflow has applied the same principles in order to build a highly successful online community. Members ask and answer technical questions, the answers are ranked by the members (up and down), and the contributors with the highest rankings are granted extra privileges. The community is run by a council of the highest ranked RolePoint Inc. © 2013 members who help to shape the future of the platform. This allows the platform to be driven by peer recognition, social ranking and community. Consider the benefit of applying similar principles to recruiting, with an employee community connected by the shared interest of supporting the business. The more opportunity people have to contribute, the more likely they will take part. When we talk about referrals, we usually apply the term program. This indicates something temporary. Whilst it might sound like semantics, changing the name to community has a significant impact, especially when the employee community has a social platform on which to gather. It provides a central channel that enables all of the members of the community to be able to communicate internally on a one to one level and externally to spread the message. Organizations like Rackspace have applied this methodology to great effect for culture branding through the “Racker” community. Culture content is a critical part of talent attraction as people change their job seeking habits, seeking out authentic content and background checks before applying for jobs. This is evidenced by the significant rise in popularity and use of review site Glassdoor.. When I launch any social recruiting initiative, we always start with the internal community. When given the opportunity, resources and encouragement to get involved, the employee community will drive your branding and recruiting efforts. This is especially true when they are given guidelines and the freedom to work together towards a common goal. The key here is allowing as much freedom as possible to determine their own contribution, encouragement, recognition and reward, by employing the community features of games, much as they do at StackOverflow. In the same way as gamers build their own communities for the benefit of the players, supported but not managed by the game creators, so too can employers enable the same employee communities to be built by adopting social and gaming features, supporting the efforts of employees through technology, feedback and recognition. 6
  7. 7. REWARD & RECOGNITION Game design is built around giving players instant feedback on their progress, instant recognition and instant reward. The rules of the game are transparent, and when a player completes a task or a challenge, the recognition is instant and in real time. Compare this methodology to the majority of employee referral programs, where the rules are ambiguous and the reward detached from the activity. Most referral programs reward hires with a level of cash payment between $750 and $7,000, depending on the vacancy and the scarcity of talent. Cash rewards require due diligence, with rules which can be confusing for employees. Our research shows that the average qualifying period for a reward payment is 7 months from the referral, and that the following conditions typically apply: The referred hire has completed the probation period and is in good standing »» The referred candidate had not previously applied to the company for a period of 2 years »» The referred candidate submitted a resume or contact details and permission via the referring employee »» RolePoint Inc. © 2013 »» The referring employee has correctly completed the referral paperwork and submitted a claim following the hire 7
  8. 8. The rules are at best ambiguous, the rewards are at best 7 months away from the action and the outcome is, for the most part, out of the hands of the referrer. Is it any surprise that most traditional referral programs suffer from a lack of participation and very low volumes? Imagine a game that applied the same rules and reward, where completion of the task allows you to move to the next level in 7 months. There are not going to be a lot of players. Taking the methodology of games, the following rules can be applied to referral systems: »» Reward the referral because that is the behavior you want to encourage »» Reward instantly without over qualification. Make a referral, get the reward, regardless of the history of the candidate »» Track the referral from source with no need for further claims, justification or process »» Make the qualification rules simple, transparent and clear before employees are invited to take part, with any changes to rules or processes being clearly communicated to everyone »» Replace the need for resumes with social profiles and one click link submissions The next challenge is determining what rewards will be valued by your employees, and most of the time it is not money. When we think about gaming, the rewards are not financial, but they have a high social value. Consider the efforts a Farmville player puts in to enlist people to help them build a new barn or plough a field. These types of games are built on enabling players to recruit others to the game, gain instant rewards and recognition. This might mean unlocking more advanced weaponry in a battle game, extra builder tools on a game like Minecraft, or it might mean unlocking badges that signify your level RolePoint Inc. © 2013 of achievement or expertise. Whilst these rewards may have limited or no financial value, they do carry a high level of social recognition and kudos. In some games, they also allow people with similar achievements and levels of expertise to connect or go to the right people for advice or assistance. The real value of these rewards lie in what they represent, rather than what they are worth in money terms. The enterprise feedback and performance management platform Rypple, acquired by Salesforce in 2012, made great use of online badges. Badges could be awarded by anyone in recognition of contribution or good work. It was a virtual way of saying thank you or well done, and everyone could see them. The badges are also displayed on the profile of every employee, making it easy to log on and learn something about what peers think of their colleagues. Many of the companies using Rypple incorporated referring to the badges in performance reviews to assess contribution. In this way, the free online badge was significantly valued by employees. Consider incorporating this type of recognition into your referral and recruiting programs. Social status denoted by badges and other recognition for contribution and participation, and not just results, will drive the success of your efforts. When you consult with your employees to determine the rewards they would value in addition to the recognition, this ensures a network your employees want to take an active part in, compared to sterile email messaging campaigns just asking for names or a hidden paper based service. One useful feature I have seen used to good effect is applying status metrics to referrers. Web hosting company RackSpace have a “Certified Racker Referrer” status when an employee’s referrals have resulted in an agreed number of interviewed candidates. One of the big 5 consulting firms also has VIP referrers who have a good conversion rate of referrals to hires. Employees achieving VIP status get extra rewards and a guarantee that any candidate they refer will be interviewed and fast-tracked, provided the ratios are maintained. 8
  9. 9. Creating a recognition hierarchy of referrers, clearly denoted by online profiles (with different colors for different statuses), sets the challenge for others to achieve, recognizes the high performers and rewards them with privileges and social recognition within the employee network. This is not much different to how loyal players are rewarded in games. WHEN YOU CONSULT WITH YOUR EMPLOYEES TO DETERMINE THE REWARDS THEY WOULD VALUE IN ADDITION TO THE RECOGNITION, THIS ENSURES A NETWORK YOUR EMPLOYEES WANT TO TAKE AN ACTIVE PART IN... RolePoint Inc. © 2013 9
  10. 10. VROOM’S THEORY When designing a social referral network, it is important to consider the Yale School of Management’s Victor Vroom’s theory of motivation. This theory emphasizes the need for organizations to relate rewards directly to performance and to ensure that the rewards provided are those rewards deserved and wanted by the recipients. Wikipedia defines Vroom’s theory as: “[A] process governing choices among alternative forms of voluntary activities; a process controlled by the individual. The individual makes choices based on estimates of how well the expected results of a given behavior are going to match up with or eventually lead to the desired results. Motivation is a product of the individual’s expectancy that a certain effort will lead to the intended performance, the instrumentality of this performance to achieving a certain result, and the desirability of this result for the individual, known as valence” This can be simplified as: MOTIVATION = IMPLEMENTATION RolePoint Inc. © 2013 X ACTUALISATION X VALENCE 10
  11. 11. In accordance with Vroom’s thinking, if we want people to participate in a social referral and recruitment network, then we need to make it easy for them to do so. THIS BRINGS IN FACTORS LIKE EASE OF PARTICIPATION, AND MORE IMPORTANTLY, THE critical factors is making progress and results visible and accessible through continuous feedback and ensuring that candidate reviews by recruiters are completed in a timely fashion, usually no more than 48 hours at each stage. Employees will be motivated to take part when they believe that they can make a difference. TIME IT TAKES. TIME IS AN IMPORTANT CONSIDERATION, BECAUSE EMPLOYEES HAVE OTHER CORE RESPONSIBILITIES IN THEIR JOB. TIME TAKEN IS CITED AS ONE OF THE TOP 3 BARRIERS TO PARTICIPATION IN REFERRAL PROGRAMS IN OUR RESEARCH. Games are designed with an increasing level of complexity as the player progresses, sometimes referred to as completing levels. Sign up and the early stages of the game are simple to do, which enables the players to get familiar with the game and develop new skills as they move forward. If a game is too complex at the start, new players are unlikely to stick around. The same design principles apply to social referral networks, where consideration should be given to the user interface of all the technologies involved, the information required and the ease of operation. Where employees feel that the social referral and recruiting network is easy to join and participate in, as well as being able to make a difference with their efforts, they will be motivated to take part. It is common for employees to sign up for a new employee referral program and participate at launch, only to drop off after a few months. This is in part due to a drop off in internal communication and in part due to the results and rewards not being what was expected when signing up. Actualization means that the employees believe that their efforts will generate results, as is key for a successful referral program. If they believe that their referrals will result in applications, reviews, interviews and hires, then the motivation to take part is high. This is why one of the RolePoint Inc. © 2013 In the last section of the paper we addressed rewards in games and how similar thinking can be applied to referrals and recruiting. The key part of Vroom’s theory is valence. Employees must value the rewards on offer and believe they are obtainable to be motivated to participate. According to the CareerXroads 2012 source of hire survey, it takes 10 referrals to make a hire (compared with 75 standard applications). This means that 9 out of 10 referrals result in no reward where the reward is paid for hires only. IN OUR RESEARCH, THE SECOND BIGGEST BARRIER TO PARTICIPATION IN REFERRAL PROGRAMS WAS THAT EMPLOYEES FELT THAT THE REWARDS WERE EITHER UNFAIRLY ADMINISTERED OR APPLIED. CONSIDER THE USUAL RULES LISTED EARLIER; THE BEST WAY TO IDENTIFY REWARDS THAT WILL BE VALUED IS TO TALK TO YOUR EMPLOYEES, HAND OVER THE BUDGET AND LET THE EMPLOYEE COMMUNITY DECIDE. When we think about what we can take from gaming methodology, badges which have a recognition value in the business should not be ignored. If a Farmville player will go to great lengths to be rewarded with a cow, what efforts might your employees make when a visual recognition of their efforts, such as badges, can impact on their reviews and ultimately careers. 11
  12. 12. APPLYING GAMING PRINCIPLES TO RECRUITING STRATEGIES With the way that social gaming engages and rewards users in mind, there are several other aspects that can be translated from gaming environments into helping with recruitment strategies. FEEDBACK Game players get continuous feedback on their performance, benchmarked against other players through the use of scores, status and leaderboards. When a player performs a task, the feedback on progress is instant. Players can also check in on performance stats at any time. In game terms, this might be energy level, scores or progress reports. The important thing is that feedback is given in real time and is available immediately, on demand. Many referral programs are like black holes. The employees feed the details of their friends and contacts in, often after having had to go through an arduous admin process, only to hear nothing except in the unlikely event that their referral gets hired at the end of the process, and then only if they have completed the paperwork correctly. One of the big trends in recruiting is that the time to hire and steps involved have doubled over the last 18 months as economic pressure means that companies want to be certain they are hiring the right people. This has created a lengthy gap between referral, short-listing, interview and hire. Feedback and progress reporting is a critical factor in the long term success of the referral network. Employees participating in referral networks need instant online access to feedback and progress reports in the same way as gamers get instant feedback which is always current and one click away. RolePoint Inc. © 2013 It is important to remember that your employees may well be getting requests from their friends and connections as to the progress of their application. When they are unable to give this instantly and in real time, their future participation in referral networks is compromised. HABIT Games become habit forming. Players come back at regular intervals for a number of reasons. Part of this is familiarity with the game environment, part is a sense of loyalty and belonging to the game. This is born out of the community features, where players return to connect with friends and to continue to progress. Code academy is a learning platform built by computer programmers that employs gaming principles to encourage and recognize progress. Participants are encouraged to return by regular communication on their progress, updates on new features, benchmarking against the scores of other participants and friendly invites back when they have been away for a while. This level of communication keeps participants connected and reminds them to return to stay on track. The e-learning and development sector, where benchmarking and scoring is easier to apply, has been quicker to adopt gamification methodology. Home learning in particular enables parents to set learning outcomes for students and rewards for progress. It is also simple to benchmark test results and operate leader boards, with set awards for achievement. This adds the competitive elements lost when the student is taken out of classroom learning, whilst live chat and forums enable peer-to-peer mentoring, teaching and collaborative learning. 12
  13. 13. The same thinking can be applied to the social referral and recruiting networks by enabling communication between members of the network. A crowd sourced job description and culture content enables the creation of authentic and shareable content, and gives the employees a stake in the outcome from the start of the assignment. This involvement from the onset will drive participation and commitment through the entire cycle. The more involvement the employee community has in the process, the greater its commitment to participation and outcomes, in much the same way as game players and learners. Benchmarking and scoring contributions, with regular communication and updates, turns social referrals and recruiting into an ongoing commitment. Crowd sourcing and crowd behavior will drive your hiring efforts. ONLINE GUIDES When you sign up for a new game, hints, tips and online guides are never far away. When a player needs help it is accessible and instant, and if there is a problem with the platform, support is available in live chat or via email. When employees view jobs or requests for referrals, a similar level of help and support should be available. A talk to a recruiter or live chat option opens up dialogue, as employees can ask for help, advice and guidance when and where they need it. If you want to get your recruiting and referral technology used, then help, hints and chat should be a key feature. This help should not be restricted to the recruiting team. The best tips and advice in games are left by players, because players want to talk to other players rather than ‘managers’. They want to talk to RolePoint Inc. © 2013 people like them, and recruiting isn’t any different. Free text and tips boxes enable employees to leave comments for their peers, and social features, likes and comments enable employees to find the help and commentary they want from the people they want it from. As has been echoed throughout this paper, the more freedom and involvement employees have in the community aspects of the referral and recruiting network, the more likely employees are to get involved and participate. People are becoming increasingly social in their play and recreation time, where work technology mirrors social technology in features, look and feel. This results in your employees being more likely to use a platform that they recognize more intuitively. IF YOU WANT TO GET YOUR RECRUITING AND REFERRAL TECHNOLOGY USED, THEN HELP, HINTS AND CHAT SHOULD BE A KEY FEATURE. 13
  14. 14. APPLYING GAMING PRINCIPLES TO RECRUITING STRATEGIES COMPETITION MOBILITY The obvious feature of games is competition. People like to compete, and they battle to get to the top of leaderboards whilst competing against friends and opponents alike. In any game, the rules, scoring and reward are transparent from the start. Players know how to compete and how to progress, and this drives them to make extra effort. When it comes to referrals, recruiting and content, the same thinking applies by allocating points to participation and activity which are visible to everyone. The competition this fosters will drive employee contribution, particularly where the rankings are linked to rewards and recognition. The games industry was one of the first sectors to recognize the potential offered by smart phone technology. In the last quarter of 2012, Arbitron Mobile Panelists tracked the peak usage times in 5 key areas:* Similar to the thinking on rewards, points should be awarded for more than hires. All participation, from shares, to referrals, culture content generated and contributing to crowdsourced job specs, has a value in the process of getting the right talent hired. This should all count towards scores and positions on the leaderboard. By displaying scores on employee profiles and enabling any member of the employee network to view how the accrued scores were earned, employees get to see what best practice looks like. When scores are tracked, all participants can be benchmarked and messaging can be tailored around suggestions where employees can earn extra points, where they are doing well and updates on their latest achievements. By making scoring visual and easy to interpret, participation in all scoring areas is encouraged. Leader boards, messaging, profile scores and similar features all add to continuing participation beyond launch. »» Gaming – App and web »» Social networking – App and web »» Messaging general – Apps »» Voice calls »» Browsing The peak times for gaming mirror those for social media, and social media means social recruiting. The time spent gaming and in social media is the downtime, outside of core working hours, and reflects the pattern of accessing traditional online career places like job boards. The hours indicate that browsing and interaction is a secondary task during downtime, typically when people are commuting to and from work, in lunch breaks and in the evening whilst watching TV. The gaming industry recognizes this behavior and promotes mobile usage by ensuring that all sites are mobile ready and that players can dip in and out without losing any data or progress. It is becoming increasingly critical that social referral and recruiting networks follow the same pattern, because employees will be browsing and responding to notifications during similar times. Mobile is a key factor in developing a social referral and recruiting network. Because mobile activity is out of normal working hours, it is important to plan an ease of use and operation strategy. This must involve no more than 3 clicks and be easy to view and navigate on any mobile device, whilst including live response features for questions and messages around the peak times. *Source: Arbitron Mobile U.S. Mobile Trends PanelsTM Service; Fourth Quarter 2012. Opt-In sample of mobile consumers; Persons 18+ RolePoint Inc. © 2013 14
  15. 15. H O U R - B Y- H O U R /AV E R AG E T I M E S P E N T W I T H TO P SMARTPHONE FUNCTIONS Monday-Friday, expressed in minutes : seconds per each hour 1:30 1:12 0.48 0.36 0.18 0.00 6AM 8AM 10AM NOON 2PM 4PM 6PM GAMING MESSAGING GENERAL SOCIAL NETWORK GENERAL 8PM 10PM MID 2AM VOICE CALL RolePoint Inc. © 2013 BROWSING 15
  16. 16. A WELL-EXECUTED AND GAMIFIED COMBINED SOCIAL REFERRAL AND RECRUITING NETWORK HAS THE POTENTIAL TO GREATLY IMPROVE EVERY ASPECT OF HIRING, FROM COST OF HIRE TO RETENTION. SUMMARY There is a lot that can be taken from the world of social games that can be applied to social referrals and social recruiting. The features that make games so popular and habitual can be integrated into social recruiting processes. By mirroring the mechanics, methodology and features of the most popular games, we can build the same level of participation amongst employees as the games enjoy amongst players. For many companies, long term participation in recruiting and referral efforts seems unachievable, but gamifying the social referral and recruiting network builds participation and, ultimately, hires. A well-executed and gamified combined social referral and recruiting network has the potential to greatly improve every aspect of hiring, from cost of hire to retention. Make your social referral and recruiting a game and enjoy the rewards that come from complete employee participation. The more involved your employees are in the process from start to finish, the more committed they will be to the outcome, and the results will follow. As an increasing number of companies look to develop internal engagement, social referral and recruiting can be an integral part of these efforts. In this paper we refer to social referral networks, rather than the commonly used term social referral program. Program refers to something temporary like a project, whereas network better reflects long term activity. Jenny Preece, 2005, Online Communities: Design, Theory and Practice ( RolePoint Inc. © 2013 16
  17. 17. NEXT STEPS BILL BOORMAN ROLEPOINT The author, Bill Boorman, has over 30 years’ experience in and around recruiting. He has spent the last 3 years working with social recruiting technology start-ups on product and with corporate clients including Hard Rock Café, Oracle and the BBC to integrate social into their recruiting practices. Bill has also hosted recruiting events in over 30 countries worldwide. RolePoint delivers employee referral solutions to a range of Fortune 500 and Nasdaq clients, building the principles that help companies generate 70%+ referral rates into a software-as-a-service platform. Understanding that at the core of any successful referral program is the employee, RolePoint focuses on providing an engaging, transparent and frictionless experience, making it easy to identify talented connections to refer. For recruitment teams, RolePoint offers a comprehensive set of tools, enabling tracking, automation and recruitment intelligence for greater control and insight into referrals within your organization. CONTACT US TO SCHEDULE A FREE EMPLOYEE REFERRAL CONSULTATION WITH BILL CONTACT US TO FIND OUT MORE ABOUT ROLEPOINT AND ARANGE A DEMONSTRATION W W W. R O L E P O I N T. C O M I N Q U I R I E S @ R O L E P O I N T. C O M RolePoint Inc. © 2013 17
  19. 19. CHANGING THE WAY YOUR COMPANY FINDS TALENT ENGAGE YOUR TALENT You’ll attract fresh hires ready to make a meaningful impact on your business, recommended personally by your existing employees. RolePoint is built around the premise that ‘Talent Knows Talent’. INCREASE REFERRAL RATE REACH THE SOCIAL WEB You’ll uncover the hidden diamonds that lie within your own company’s untapped networks. RolePoint is designed to enhance what great people already do refer other great people. REACH MORE CANDIDATES GROW A TALENT NETWORK Each tool uses a personal touch that opens up ever expanding network opportunities. Every new user will grow your talent database exponentially. Your network will grow itself. GENERATE A PIPELINE RolePoint Inc. © 2013 19
  20. 20. W W W. R O L E P O I N T. C O M I N Q U I R I E S @ R O L E P O I N T. C O M