Social Talent Management Research

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Presentation at Taleo & LinkedIn Seminar in Netherlands.
Topic : Social Talent management Research
Speaker: David Wilkins, VP Taleo Research at Taleo Corp.

Published in: Business, Technology
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Social Talent Management Research

  1. 1. SOCIAL TALENT RESEARCHDavid Wilkins, VP Taleo Research
  2. 2. EMPLOYEE ENGAGEMENT 2 are 5 are open to a new job, 3 are not actively looking but are not actively interested in a for a new job looking new job at this time2 TALENT INTELLIGENCE
  3. 3. EMPLOYEE ENGAGEMENT 2 are 5 are open to a new job, 3 are not actively looking but are not actively interested in a for a new job looking new job at this time › Consistent with Blessing White data: › Less than half (48%) of European employees would stay with their current employer through the next 12 months if given a chance to leave. › Number of European employees “determined to leave” their current employer is now 14%, up from 10% in 2008.3 TALENT INTELLIGENCE
  4. 4. USE OF NETWORKS FOR PROFESSIONAL PURPOSES LinkedIn 21% Facebook 20% Google + 9% Twitter 8% YouTube 6%In house social networks / communities 6% MySpace 3% 45% of office workers use Flickr 2% social networks for Bebo 2% professional purposes Four Square 2% Quora 1% 63% of 18-24 year olds Xing 1% 66% amongst active job seekers Viadeo 1% 49% amongst private sector employees Other 2% None of the above 55% TALENT INTELLIGENCE
  5. 5. USE OF NETWORKS FOR PROFESSIONAL PURPOSES LinkedIn 21% Facebook 20% Google + 9% Twitter 8% YouTube 6%In house social networks / communities 6% MySpace 3% 45% of office workers use Flickr 2% social networks for Bebo 2% professional purposes Four Square 2% Quora 1% 63% of 18-24 year olds Xing 1% 66% amongst active job seekers Viadeo 1% 49% amongst private sector employees Other 2% None of the above 55% TALENT INTELLIGENCE
  6. 6. OTHER USE CASES FOR EXTERNAL SOCIAL NETWORKS › 35% planning to use social networks to improve knowledge and education › 29% to discuss industry specific topics › 28% to find new business / clients6 TALENT INTELLIGENCE
  7. 7. KNOW THE PEOPLE YOU HAVE 48% say that their skills go unnoticed feel that their work history & experiences are not leveraged by their employer 75%7 TALENT INTELLIGENCE
  8. 8. WHO UNDERSTANDS WORKERS BEST? Professional & work capabilities Other None of the 1% above Don’t know 3% My family / 5% partner 21%My line manager 22% My friends outside of work 4% HR software / systems 1% My colleagues and peers 43% TALENT INTELLIGENCE
  9. 9. WHO UNDERSTANDS WORKERS BEST? Professional & work Professional & work capabilities aspirations / ambitions None of the Other None of the Other above 1% above 1% My family / 6% Don’t know 3% Don’t know My family / 5% partner 5% partner 21% 43% My line managerMy line manager 13% 22% My friends HR software / outside of work systems 4% 1% HR software / systems 1% My colleagues My colleagues and peers and peers 22% My friends 43% outside of work 9% TALENT INTELLIGENCE
  10. 10. UNTAPPED EXTERNAL SOCIAL NETWORKS › 75% of employees said that the company is not leveraging their networks and professional relationships11 TALENT INTELLIGENCE
  11. 11. Strategic Implications 13
  12. 12. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE› Limit flight risk of your top performers – #1 reason for dysfunctional turnover in Europe: lack of career opportunities – #1 contributor to job satisfaction: “more opportunities to do what I do best,” “career development opportunities and training” (tie) TALENT INTELLIGENCE
  13. 13. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE› Limit flight risk of your top performers – #1 reason for dysfunctional turnover in Europe: lack of career opportunities – #1 contributor to job satisfaction: “more opportunities to do what I do best,” “career development opportunities and training” (tie)› Since peers know more about each others’ career aspirations and skills / talents, then to tap into this with social TM› Learn more about your talent and use their strengths TALENT INTELLIGENCE
  14. 14. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE› Limit flight risk of your top performers – #1 reason for dysfunctional turnover in Europe: lack of career opportunities – #1 contributor to job satisfaction: “more opportunities to do what I do best,” “career development opportunities and training” (tie)› Since peers know more about each others’ career aspirations and skills / talents, then to tap into this with social TM› Learn more about your talent and use their strengths› Invest in mobility – move people around to avoid losing them TALENT INTELLIGENCE
  15. 15. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE› Limit flight risk of your top performers – #1 reason for dysfunctional turnover in Europe: lack of career opportunities – #1 contributor to job satisfaction: “more opportunities to do what I do best,” “career development opportunities and training” (tie)› So, if peers know more about each others’ career aspirations and skills / talents, then to tap into this with social TM› Learn more about your talent and use their strengths› Invest in mobility – move people around to avoid losing them TALENT INTELLIGENCE
  16. 16. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT › Create a world-class career site as a hub for recruiting › Make sure you also have world-class presence in main social networking sites: LinkedIn, Facebook, YouTube, Twitter18 TALENT INTELLIGENCE
  17. 17. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT › Create a world-class career site as a hub for recruiting › Make sure you also have world-class presence in main social networking sites: LinkedIn, Facebook, YouTube, Twitter › Link content and external education strategies to recruiting; passive candidates can find you in a variety of ways19 TALENT INTELLIGENCE
  18. 18. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT › Create a world-class career site as a hub for recruiting › Make sure you also have world-class presence in main social networking sites: LinkedIn, Facebook, YouTube, Twitter › Link content and external education strategies to recruiting; passive candidates can find you in a variety of ways › Tap into your employee networks; just 25% of respondents felt like companies are using this information20 TALENT INTELLIGENCE
  19. 19. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT › Create a world-class career site as a hub for recruiting › Make sure you also have world-class presence in main social networking sites: LinkedIn, Facebook, YouTube, Twitter › Link content and external education strategies to recruiting; passive candidates can find you in a variety of ways › Tap into your employee networks; just 25% of respondents felt like companies are using this information › Leverage social media tools to gauge “sentiment” at competitors or of key candidates and then use this to tailor strategies › Maintain a proactive strategy regarding passive candidates particularly leveraging the “always current” LinkedIn profiles21 TALENT INTELLIGENCE
  20. 20. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT › Create a world-class career site as a hub for recruiting › Make sure you also have world-class presence in main social networking sites: LinkedIn, Facebook, YouTube, Twitter › Link content and external education strategies to recruiting; passive candidates can find you in a variety of ways › Tap into your employee networks; just 25% of respondents felt like companies are using this information › Leverage social media tools to gauge “sentiment” at competitors or of key candidates and then use this to tailor strategies › Maintain a proactive strategy regarding passive candidates particularly leveraging the “always current” LinkedIn profiles22 TALENT INTELLIGENCE
  21. 21. KEY TAKEAWAYS › Strong talent practices internally reduce dysfunctional turnover › Less dysfunctional turnover means less time re-filling roles › Which means more time on acquisition strategy – LinkedIn – Facebook – YouTube – Twitter › Social is here to stay: examine all facets of social brand image to candidates; it’s bigger than your recruiting presence › You don’t have to be an expert to get started, just get started…23 TALENT INTELLIGENCE

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