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Listening to the conversation Employer brands: the opportunities and threats of the social media
What are we talking about? <ul><li>Blogs  </li></ul><ul><li>Social Networks  </li></ul><ul><li>Business Networks </li></ul...
Why  wouldn’t  my organisation actively participate in the social media?  <ul><li>No one reads blogs anyway </li></ul><ul>...
Why  must  my organisation actively participate in the social media?  <ul><li>You’re already involved </li></ul>
 
 
 
 
 
 
 
Why is this stuff  important ?
Why is this stuff  important ?  <ul><li>Your target audience is listening  </li></ul><ul><li>Brand perception </li></ul><u...
 
 
 
 
 
Why is this stuff  important ?  <ul><li>Your target audience is listening  </li></ul><ul><li>Brand perception </li></ul><u...
<ul><li>Start  listening .  </li></ul>So, what is the single most important thing you can start doing tomorrow?
 
 
 
Advanced social media tracking and reputation monitoring
 
 
<ul><li>Develop a  strategy  </li></ul>And then?
 
 
How can you use these channels to develop  one to one  dialogue?
 
 
 
 
 
 
<ul><li>Conversation  not interruption </li></ul><ul><li>Trust  your people </li></ul><ul><li>The most compelling conversa...
In conclusion:  <ul><li>Risk is outweighed by  opportunity   </li></ul><ul><li>Develop an  achievable roadmap </li></ul><u...
Thanks for listening *  Slideshare.net/CarveConsulting  *  CarveConsulting.com/blog *  LinkedIn.com/in/PaulHarrison *  Twi...
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Online Insights Seminar

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Keynote by Paul Harrison of Cave Consulting at the WDAD Online Insights seminar, 9th October 2008.

Published in: Career, Technology, Business
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Online Insights Seminar

  1. 1. Listening to the conversation Employer brands: the opportunities and threats of the social media
  2. 2. What are we talking about? <ul><li>Blogs </li></ul><ul><li>Social Networks </li></ul><ul><li>Business Networks </li></ul><ul><li>Micro-blogs, Social bookmarks </li></ul><ul><li>Wikis, other participatory / user-generated media </li></ul><ul><li>Virtual Worlds </li></ul>
  3. 3. Why wouldn’t my organisation actively participate in the social media? <ul><li>No one reads blogs anyway </li></ul><ul><li>I get enough applications, thanks very much </li></ul><ul><li>Facebook is blocked to our employees. What would be the point? </li></ul><ul><li>I don’t want my recruitment ads appearing on inappropriate personal pages </li></ul><ul><li>I haven’t got the budget or the time to manage this </li></ul><ul><li>All of the above reasons, plus another 100 there isn’t space to list </li></ul>
  4. 4. Why must my organisation actively participate in the social media? <ul><li>You’re already involved </li></ul>
  5. 12. Why is this stuff important ?
  6. 13. Why is this stuff important ? <ul><li>Your target audience is listening </li></ul><ul><li>Brand perception </li></ul><ul><li>Internal morale / behaviours </li></ul><ul><li>Damage to your digital DNA </li></ul>
  7. 19. Why is this stuff important ? <ul><li>Your target audience is listening </li></ul><ul><li>Brand perception </li></ul><ul><li>Internal morale / behaviours </li></ul><ul><li>Damage to your digital DNA </li></ul><ul><li>The social media offer us unprecedented opportunities to connect and engage with talent </li></ul><ul><li>It’s the future </li></ul>
  8. 20. <ul><li>Start listening . </li></ul>So, what is the single most important thing you can start doing tomorrow?
  9. 24. Advanced social media tracking and reputation monitoring
  10. 27. <ul><li>Develop a strategy </li></ul>And then?
  11. 30. How can you use these channels to develop one to one dialogue?
  12. 37. <ul><li>Conversation not interruption </li></ul><ul><li>Trust your people </li></ul><ul><li>The most compelling conversations happen when you’re not present . </li></ul>Key points
  13. 38. In conclusion: <ul><li>Risk is outweighed by opportunity </li></ul><ul><li>Develop an achievable roadmap </li></ul><ul><li>Be authentic </li></ul>
  14. 39. Thanks for listening * Slideshare.net/CarveConsulting * CarveConsulting.com/blog * LinkedIn.com/in/PaulHarrison * Twitter.com/CarveConsulting

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