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Use of Social media in HR

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Use of Social media in HR

  1. 1. 1 THE INCREASING IMPORTANCE OF SOCIAL MEDIA IN HR Social Media, also known as “Web 2.0,” is a category of sites that are based on user participation and user-generated content. They include social networking sites such as LinkedIn, YouTube, Facebook, Twitter, Flicker, LinkedIn, Google+, etc. The use of telecommunications to interact with others online through the sharing of words, pictures, video and audio. Begins with a virtual representation of each user (a profile), his/her social links, and a variety of additional personal/professional information. Networks become richer with more personal connections and more diverse ways to spread and gather information In a recent time, 75% of companies either using or planning to use social media sites for recruiting, sites like Linkedin, Twitter, Facebook and Google+ are becoming increasingly important in job searching. Building on this, social media is now creating an even wider and louder debate for HR and a larger audience are considering how social media creates a platform for greater organisational success. Talent acquisition has been the most obvious area of opportunity within many companies who embrace social media's potential. Done well, this can include accelerating the entire recruiting process from posting openings to sourcing candidates, reviewing CVs, making an offer and on boarding. There is obviously a link here with lean administration, efficient recruitment process and value for money; making it clear that HR is increasingly interested in the ROI considerations of using social media as a recruitment platform. Put simply that means measuring sales conversions and targeting traffic. But another core ROI feature includes identifying, creating and measuring prospect engagement. Prospect engagement, building knowledge capacity and organisational effectiveness are now amongst the biggest themes in the social media debate. If HR need convincing, the obvious benefits offered by social media as a consumer and brand orientated set of tools are well established. Social media can be used for much more than just marketing and recruitment. Social media is the platform for external brand identity and a platform that can enhance the ways in which we work, learn, communicate and lead. KPMG agree and show how social media can reinforce the supply chain through collaboration with employees, candidates, customers and suppliers. The BIG Lottery Fund have gone beyond talent acquisition and harnessed engagement via social media through innovation in the design of BIG Connect, their latest internal social media tool addressing three main areas - communications, groups and projects. The HR cannot ignore the debate, and with that I can return to my initial point; Social media platforms like LinkedIn and Twitter are more important to candidates in the job search than ever before. It is obvious that Human Resources utilise these in recruitment, but maximising the use of the social media platforms to harness the creation of internal knowledge sharing and social capital is the bigger picture. That internal capacity for organisational knowledge catapults a brand into the market and offers excellence and effectiveness in reputation.
  2. 2. 2 SOCIAL MEDIA 11 YRS OLD & GROWING Though online social platforms such as chat rooms or message boards have been around for decades, it’s been only recently that they’ve found mainstream reception. Most came online around 2004 and 2005.  Facebook: Over a 100 billion users by the end of 2016  YouTube: Hundreds of millions users, 2 billion videos watched daily. 24 hours of video uploaded per minute.  Twitter: 600 million users as of September 2014  LinkedIn: 100+ million users, mostly business-oriented as of July 2014  Blog - Blog is a word that was created from two words: “web log.” Blogs are usually maintained by an individual or a business with regular entries of commentary, descriptions of events, or other material such as graphics or video. Entries are commonly displayed in reverse-chronological order. "Blog" can also be used as a verb, meaning to maintain or add content to a blog.  Blogger - Blogger is a free blogging platform owned by Google that allows individuals and companies to host and publish a blog typically on a sub domain. Example: yourblogname.blogspot.com Why Use Social Media in HR? [a] Real Time Monitoring of Internal and External Perception [b] Promote Yourself as a Great Place to Work [c] Enhance Exposure of Job Vacancies [d] Go in Search of the Right Candidate [e] Find Individuals with Niche or Specialists Skill sets [f] Engage With Your Current and Prospective Employees Social Media Terms  Hash tag - A hash tag is a tag used on the social network Twitter as a way to annotate a message. A hash tag is a word or phrase preceded by“#.” Example: #disability and #USBLN2012. Hash tags are commonly used to show that a tweet, a Twitter message, is related to an event or conference, online or offline. Also Proper Names use @ sign. Example: @debraruh or @USBLN  Like - A “Like” is an action that can be made by a Facebook user. Instead of writing a comment for a message or a status update, a Facebook user can click the "Like" button as a quick way to show approval and share the message.  Platform - the framework or system within which tools work. That platform may be as broad as mobile telephony, or as narrow as a piece of software that has different modules like blogs, forums, and wikis in a suite of tools  Post - an item on a blog or forum.  Retweet - A retweet is when someone on Twitter sees your message and decides to re-share it with his/her followers. A retweet button allows them to quickly resend the message with attribution to the original sharer's name.
  3. 3. 3  Sharing - offering other people the use of your text, images, video, bookmarks or other content by adding tags, and applying copyright licenses that encourage use of content  Social networking sites - online places where users can create a profile for themselves, and then socialize with others using a range of social media tools including blogs, video, images, tagging, lists of friends, forums and messaging.  Tags are keywords attached to a blog post, bookmark, photo or other item of content so you and others can find them easily through searches and aggregation. Tags can usually be freely chosen - and so form part of a folksonomy - while categories are predetermined and are part of taxonomy.  Trend - A trend is seen on every social network. Facebook shows what is trending when multiple users are sharing the same link or discussing the same topic. Google+ highlights trending topic when a user conducts a search. Twitter has a section to the bottom right of its home feed which clearly shows what topics and hash tags are trending in tweets. And LinkedIn shows what industries (in LinkedIn Today) that a certain story is popular.  URL- Unique Resource Locator is the technical term for a web address like http://www.RuhGlobal.com HR Managers & Social Media  92% of Hiring managers in 2013 used or plan to use social media to recruit  86% in LinkedIn  60% in Facebook  50% use Twitter  66% (up from 54% in 2008) HR Professionals that use networking websites to source potential candidates  1 out of 5 employers use Social Networking Sites to Research Job Candidates 6 REASONS SOCIAL MEDIA SHOULD ROCK YOUR WORLD Social media participation is an essential tool in networking with professional contacts, making new contacts, recruiting employees, and keeping in touch with the world. If you’re not participating in the top social media and networking sites, the world is leaving you behind. Why not become involved on the social media Web sites while your participation can advance your Human Resources career help you obtain superior employees by enlarging your candidate pool, and enable you to easily stay in touch with co-workers and former co-workers at one location. You will need to explore the possible social media sites to see which sites fit your needs for participation. Some sites specialize in certain industries and on specific topics. Some even focus on networking within regions and nations. I have profiles and participate in some activities on Twitter, Facebook, and LinkedIn. Social media sites are a critical component in professional networking, career success, and career development going forward. Social media sites will play an increasing role in networking, career
  4. 4. 4 advancement, and professional success. Need convincing? These ten reasons make your HR social media time investment mandatory for your career and business success.  Stay in touch with colleagues and friends.  Help colleagues find you. .  Find candidates for jobs.  Find a new job.  Establish your online brand.  Join groups that share your interests, your community, or your profession. REVOLUTION IN HR 2014 In 2013, organizations finally began in earnest to integrate social technologies into recruitment, development and engagement practices. In 2014, this social integration will become the status quo. And it’s a good thing that baby boomers and other older generations have embraced these tools, because using social media inside companies will be increasingly important in 2014 and beyond. For one thing, this year we’ll see more forward-thinking HR leaders making the connection between having a solid social media strategy and finding top talent. After all, 47% of Millennial now say a prospective employer’s online reputation matters as much as the job it offers, according to a survey by Spherion Staffing. The year will also see a new phase of what I call “the consumerization of HR,” wherein employees not only demand to bring their own devices to work, but also want to use these mobile devices to change the way they work with peers, communicate with their manager and even interact with the HR department. Employees are requesting to view new job postings on their tablets, learn and collaborate with peers on their smart phones, and provide feedback on a team member’s performance with the click of a button. According to a Microsoft survey of 9,000 workers across 32 countries, 31% would be willing to spend their own money on a new social tool if it made them more efficient at work. This last finding is quite interesting as it shows the extent to which Millennial employees, who will make up 50% of the 2020 workplace, see the business value of using technology on the job. 2014 is the year HR departments must start creating “social media playbooks” to determine their game plans. 1 Big Data Lets New Jobs Find you before you even know you’re looking According to PwC’s global CEO Study, 66% of CEOs say that the absence of necessary skills is their biggest talent challenge. 83% say they’re working to change their recruiting strategies to address that fact. The firms tout that they can find new talent before the prospective employees even know they are in the job market. Companies analyze not just a job candidate’s LinkedIn profile, Twitter feed and Facebook postings, but also their activity on specialty sites specific to their professions, such as the open-source community forums Stack Overflow and GitHub (for coders) Proformative (for accountants), and Dribble (for designers.) This approach to recruitment is creating a new technical world order where job applicants are found and evaluated by their merits and contributions, rather than by how well they sell themselves in an interview. These companies can pinpoint users who have updated their bios lately or often, to determine which candidates are getting ready to enter the job market. Getting this head start on head hunting is crucial as corporations’ search for top candidates becomes ever more competitive. The goal: finding talent invisible on widely popular social platforms before your competitor does.
  5. 5. 5 2. Mobile Apps Are the New Job-Search Frontier According to a study of Fortune 500 companies conducted by CareerBuilder, 39% of the US population uses tablet devices. A recent survey conducted byGlassdoor.com even found that 43% of job candidates’ research their prospective employer and read the job description on their mobile device just 15 minutes prior to their interviews. And yet, only 20% of Fortune 500 companies have a mobile-optimized career site. The rest of the 80% of companies are missing the fact that tablet and Smartphone users expect to see job listings and information in a visual way, one that reflects the visual approach they bring to their personal lives on the Web. The results 17 % of job traffic from potential new hires now comes from the mobile app versus just 2 % of mobile traffic in early 2012. In the first year, mobile app downloads totalled 15,000, leading to over 2,000 new job candidates and 141 actual new hires, all while saving the company $300,000 in job board postings. Organizations need to keep pace with the way prospective employees live their lives, and being able to access a mobile app in the job search process will become standard in 2014. 3. Companies Use Gamification in the Workplace Over 60 % of the Western world’s population plays video games and companies are taking note of the huge numbers of future prospective employees who love to play Angry Birds, Fruit Ninja, Candy Crush, and World of War craft. Gamification in the business context is taking the essence of games—attributes like puzzles, play, transparency, design and competition—and applying them to a range of real-world processes inside an organization, from new hire on-boarding, to learning & development, and health & wellness. Video game-players are known for being singularly focused while at play. So naturally, companies have begun to ask how they can harness that same level of engagement and apply it to critical problem-solving, on-boarding new hires or developing new leaders. With technology research firm Gartner predicting that 40% of global Fortune 1,000 companies will soon use gamification as primary method to transform their business processes, 2013 saw a number of them leveraging game mechanics as a tool to drive higher levels of business performance. The company’s “Ignite Leadership” Game, aligned with its overall employee engagement framework, and was created to develop five key skills for leaders: negotiation, communication, time management, change management and problem solving. To date, a total of 70 leaders have completed the gamified leadership program, and 50 employees ended up taking on team leadership roles – that’s 50% higher than had done so through traditional training and coaching methods. Plus, these “graduates” of the Ignite Leadership Game generated 220 new ideas in their roles as leaders, which led to a 40% increase in employee satisfaction and helped lower attrition by 30 %. Gamification in the workplace is not just about using badges, mission and leader boards. Instead, the strategy about truly understands who you are trying to engage, what motivates them, and how gamification can change the way they work, communicate and innovate with peers and customers.
  6. 6. 6 HOW SOCIAL MEDIA IS CHANGING HUMAN RESOURCES JOBS Social media is still a hot topic in human resources. Using social media and networking sites is becoming widely adopted in the recruiting space. However, we are seeing more job ads in other aspects of HR also requiring this experience - like compensation and benefits, training and development, and labour relations. Organizations (77%) are increasingly using social networking sites for recruiting, primarily as a way to attract passive job candidates. Fewer organizations (20%) use social networking websites or online search engines to screen job candidates During September, there were more than 4,800 available human resources jobs that required social media skills. This is a 43% year-over-year growth in demand and a new high in the number of job ads. Social media skills are represented in 4% of all HR job ads in the US. One year ago, only 2.6% of HR job ads mentioned anything about social media during the same one-month period last year. Of some of the occupations within HR, compensation, benefits, and job analysis specialists increased the most compared to last year, with more than twice as many job ads as were seen during last September. Training and development specialists also increased about 58% versus last year. We looked at some of these job ads to see what types of duties potential candidates would have to perform on social media. Below are just a few excerpts from job ads:  Integrate online learning and instructional materials through social media for employees  Find top talent on social networking platforms  Develop strategies and policies to communicate with employees through social media sites  Produce and disseminate external benefits information through print and online channels, including social media TALENT ACQUISITION  As applicants enter the corporate evaluation process, they could become the hub of a social conversation revolving around each interviewer’s perspective and opinion. By integrating resume information, on-site and remote interview content, and any prior working experiences associated with each candidate, organizations could use activity streams, wikis and polls to provide more immediate and collaborative feedback regarding an applicant’s strengths and weaknesses. This information could then be formatted into both a summary and dashboard of the applicant for further consideration.  Nucleus Research has found that hiring software can provide over 1,000% Return on Investment by reducing churn, improving candidate screening and increasing productivity with automated processes. Through social talent acquisition that takes all relevant quantitative and qualitative factors into account, the ROI associated with new talent solutions could be even higher. ON BOARDING  Once an employee comes on board, she must learn how to work with appropriate contacts, access the right information, and learn new processes to get work done. Although a formal learning and development program is helpful, social communities
  7. 7. 7 can also identify informal communications habits and off-site activities that are necessary to effectively network within the company.  In addition, the employee could be “assigned” a social network based on the social maps of peers and comparable employees within the organization. This map could include recommended contacts, online teams and frequently used documentation to give an immediate head start rather than go through a weeks or months-long discovery process.  In essence, the network can come to the employee. This knowledge and network building could improve their retention rate in key roles by setting new employees up for success based on best practices that have been developed throughout the life of a social network or collaboration platform. RECRUITMENT Finding great talent is hard. Only 10-30% of potential candidates are actively looking for jobs. How do you tap into the other 90-70%? Meet them where they are: social channels. Promoting company culture via social technology generates demand. But it’s more than just a stellar recruitment website. With outlets like Twitter, Facebook, Pinterest, and LinkedIn, there are a lot of great ways to engage job seekers. Social Media for Recruitment [a] Brand Promotion and Positioning [b] Job Advertising [c] Candidate Research and Review [d] Headhunting  89% of Companies will use Social Media for recruiting in 2013. Up 6% from 2010.  1 of 3 employers rejected candidates based on something they found about them online  14.4 Million people have used social media to find a job in 2013  24% Managers found good candidates from social media profile  65% Companies that have successfully used Social Media  55% Companies that plan to invest more in social media recruiting in 2013  Simply tweeting out a link to a job posting will get you visibility and viable candidates. But to really reach your target audience - Join the conversations  Learn what is important to the targeted community  Know Your Audience  Learn the language and industries  Get Creative (Make your message stand out)  Be Open in Return (share information and communicate)  Take the time to brand your firm as a Employer of Choice  Cultivate your social media presence your brand will allow you to incorporate job announcements Who Uses Social Media for Recruitment?  [a] 86% of FTSE 100 Companies  [b] 68% of Organizations Worldwide  [c] 58% of Jobseekers
  8. 8. 8 Recruit via LinkedIn  Recruiters are posting positions on social media sites like LinkedIn Groups (free) or LinkedIn Talent Advantage.  Join LinkedIn Groups that focus on people with  Professionals  Job Opportunities for Individuals Recruit via Facebook  Place positions for free in the Facebook Marketplace  Ad will require location, job category, subcategories, title, description and allow post an image  Facebook Pages  Use your Facebook Page as a recruiting tool.  You can also post job openings for your fans to see  Facebook Ad  This is another option that allows a laser targeting ability  This is a pay per click (how many people clicked on your ad) OR pay per impression (how many people potentially saw your ad) Recruit via Twitter  Twitter can be powerful for smaller companies or a recruiter who wants to get an edge.  Only 140 characters but you can tweet short messages with a URL  Increase your network by including hash tags like #accessibility, #inclusion, #employment, #job post, #career, #staffing, #hiring  You can also engage with candidates and follow the topics the tweet about with messages like: • Stop by our job fair or career expo • Check out more positions at www.company.com Recruiters are also using… Recruiters are using Social Media to post positions and chatter with candidates. However they are also using it to:  Determine Culture Fit  Personal Branding Inconsistencies  Written Communications Skills  Trending Health Issues  Lifestyle Changes Some recruiters are using it at a deeper level sometimes before the first conversation ever happens and in those cases a candidate is rarely given the opportunity to clarify, retract or explain. ROI of Using Social Media  Social media recruiting can allow employers to target diverse candidates.  It can also allow an employer to get to know a candidate a little better.  Are they a leader in the community?  Are they knowledgeable in their field?  Using tools like LinkedIn, Facebook and Twitter takes recruiting back to its grass root day of networking but in the digital age.
  9. 9. 9 How do I begin in marketing myself?  Social media is about conversations and networking.  You need a game plan. Decide what you want to accomplish. Are you looking for a job? Do you want to change careers? What are you passionate about? Do you want to become a Thought Leader?  Find the conversations to join. For example, if you’re targeting people in business or specific careers or jobs, then LinkedIn is possibly the best place to start. Good way to proceed is to look for groups: are the active groups on the social site interested in what you can help with? If so, then potentially that is a good place to start RETENTION Now that you’ve found employees that rock, you’ll want to keep them around. The truth is, employee turnover isn’t just costly, it also dampens employee morale, cuts into productivity, and puts stress on customer relationships. Nowadays, employees actively rely on social media for communication. A company’s first instinct is to push against this: blocking Facebook, limiting personal devices, etc. However, having an open and transparent social communication policy at all organizational level can improve employee attitude, boost performance and instil positive company culture. IMPROVED EFFICIENCY Once employees are recruited and happily integrated, it’s time to shift focus to efficiency and consistency. In service industries, specifically, miscommunication is a problem. Carefully crafted corporate campaigns and initiatives can easily get lost in translation. Well executed social media platforms allow for company messaging and processes to be easily communicated. Social technology allows for staff collaboration, internal problem solving, and social interaction in a way that boosts morale and improves company culture. JOB SEEKING @ SOCIAL MEDIA Jobsonica.com is a job-search and career social networking start-up for job seekers, HR Managers, Recruiters, hiring companies and career professionals. It's for jobs, jobs, jobs! Focused primarily, though non-exclusively, on job search, career resources, personal connections and other value-added tools related to employment. Great for Job seekers: * Search live jobs locally, nationally and internationally * Know the latest employment and job-market news * Get instant job alerts via Web, Phone, SMS, IM * Invite friends and contacts from Gmail, Facebook, Twitter plus over 80 social networks * Connect with HR managers, recruiters and other job seekers * Create own groups and post notices to other groups * Send and share files (resumes, cover letters, CV's) * Integrate with social networks, blogs and widgets Invaluable for Companies and Recruiters: * Stream jobs and work feeds * Find candidates for open positions and future opportunities * Interview job seekers in real-time * Create, administer or moderate career coaching / recruiting groups
  10. 10. 10 * Tag users, groups and notices with custom hash tags * Share your workplace knowledge, job links and career resources * Promote your business, books and skills * Communicate efficiently with peers, job seekers and corporate decision-makers Specialties recruiting, hiring, human resources, social network, job-search, online resume, micro blogging, social media jobs, jobs, careers, CV, post a job, find a job, jobsonica.com, career advice, job market news, salaries, vacancies. HR LEVERAGE SOCIAL NETWORK ANALYSIS 1. Organizational Design - If the SNA reveals a lack of communication and information flow due to too strict adherence on formal organizational hierarchy, some re-design may be in order to try and help facilitate more cross-organization communication 2. Succession Planning - SNA can assist tremendously in the identification of key employees, ones that either have a central, highly connected role in the network, or that serve as the primary or only 'connector' between different departments or offices. HR would likely want to take steps to insure that an adequate succession strategy is in place for these individuals, who are not necessarily 'high' on the official organization chart. 3. Job Description modification - sometimes SNA reveals certain individuals are 'too connected', meaning there are far too many demands on their time, and too many other folks in the organization looking for their insights. Many times this leads to bottlenecks that can disrupt the flow of information and ultimately detract from productivity. If this situation occurs, HR can assist in an intervention to modify the position roles and responsibilities, removing or re-aligning certain duties to promote a better balance, and hopefully reduce the information bottlenecks. 4. Training and Development - SNA can help identify and analyze the makeup of the networks of the organization's top performers. It could be that the structure or patterns of high-performer networks could be replicated to others in the organization, potentially leading to increased overall personal and network effectiveness. HR can be instrumental in developing learning opportunities to help educate the workforce on these approaches that top performers utilize. 5. Internal Social Networking technology - Conducting a thorough SNA for an organization typically reveals areas that need improvement, either a need to increase collaboration and communication overall, desire for better inter-departmental processes, or more widespread organizational changes. Internal or corporate social networking technology is one tool that can be brought to bear to attempt to address these challenges. Platforms ranging from internal micro blogging, blogging, wikis, activity streaming, or more robust platforms that encompass all of these functions are becoming more common in organizations, and HR departments, armed with information from the SNA, should be in an excellent position to drive these efforts.
  11. 11. 11 BIBLIOGRAPHY The data and sources of facts and figures are taken from the various links listed below:  http://www.onrec.com/news/news-archive/the-increasing-importance-of-social- media-in-hr  http://www.forbes.com/sites/jeannemeister/2014/01/06/2014-the-year-social-hr- matters  http://www.cmswire.com/cms/social-business/how-social-human-capital- management-can-benefit-the-enterprise-015998.php#null  https://www.oracle.com/applications/human-capital-management/index.html  http://steveboese.squarespace.com/journal/2009/7/20/social-network-analysis- and-hr.html.  http://socialdriver.com/2013/07/24/3-examples-of-social-media-supporting-human- capital-development/

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