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Narrowcasting: Targeting Top Candidates Through Social Networks


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ERE Webinar from 2/2/11, presented by Dr. John Sullivan and Master Burnett.

Published in: Business, Technology
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Narrowcasting: Targeting Top Candidates Through Social Networks

  1. 1. NARROWCASTING:Targeting Top Talent Through Social Networks & Campaigns ERE.Net Webinar Wednesday, February 2, 2011 © Dr. John Sullivan and Master Burnett
  2. 2. Six goals for today1. To understand the common problems associated with most “broadcast” social media approaches2. To demonstrate the differences between broadcasting and narrowcasting3. To outline a convincing business case for attracting top talent on social media4. To provide you with action steps and best practices5. To identify the benchmark firms6. To answer your questions 2
  3. 3. Part ICommon problems with most current social media recruiting approaches 3
  4. 4. Common socialrecruiting mistakesCommunication characteristics to avoid:1.  Generic job postings – may be inappropriate for the channel and offend the audience (groups, consequences)2.  Spamming a channel – violates tenets of social media, may hurt your employer brand, will result in increased filtering3.  Social stalking – sending a high volume or inappropriate messages can get you “de-friended”4.  Job only messaging – not likely to be even read by those who are not-looking (microcosm: 80/20)5.  Generic messages – simply have little impact 4
  5. 5. Common socialrecruiting mistakesCommunication characteristics to avoid:6.  Poor conversion process – handing a warm lead to a cold process (traditional ATS/ERP)7.  No strategy – Lack of clear goals, accountability and resource allocation result in ad hoc results8.  No metrics – no understanding/proof of what works and what doesn’t or why to do something9.  High cost – applying socialrecruiting like peanut butter (broadcasting) can be resource intensive and produce negligible results i.e. a low ROI 5
  6. 6. Part IISide-by-side comparison of broadcast and narrowcast recruiting Including: Definitions, Goals, Scope, Target, Volume, Timeframe, Channels used, Overreach %, Tools and approaches used 6
  7. 7. Broadcasting vs. narrowcasting… a comparisonDefinition of broadcast recruiting via social media  An active candidate approach  Broadcast recruiting messages and campaigns are generalized, so that they “fit” almost everyone, i.e. communicate the lowest common element  Messaging consists almost entirely of job announcements and advertisements to a broad social media audience 7
  8. 8. Side-by-side comparisonDefinition of narrowcasting via social media  A direct sourcing approach  It targets not-looking prospects  Personalized messages are sent to a few  The messaging begins with an attempt to build a trust relationship, based on non-employment factors (i.e. learning, professional interests or personal interests)  Over time… employment opportunities are discussed 8
  9. 9. NoteAlternative names for “Narrowcasting”  Segmented marketing or campaigning  Personalized marketing  Mass customized marketing  Micro-casting 9
  10. 10. Side-by-side comparisonGoalsGoals of broadcasting  To get active candidates to apply  A low cost per hire  To minimize the recruiter time required, i.e. make it easy to say “we do it” 10
  11. 11. Side-by-side comparisonGoals of narrowcasting1.  Getting top talent to engage in conversation2.  Increasing interaction3.  Increasing relevance4.  Building a relationship (early adopters have found that between 3-5 communications are needed prior to job talk)5.  Building trust6.  Finally, considering job opportunities 11
  12. 12. Side-by-side comparisonScope  Scope of broadcasting– broadcast recruiting activities (i.e. job posting and recruiting messaging) are designed to reach the broadest possible talent pool  Scope of narrowcasting – recruiting activities that are designed to reach a “narrow “segment” of the talent pool 12
  13. 13. Side-by-side comparisonTarget audience  Target audience of broadcasting – broadcast messaging is targeted at active job seekers who are already likely candidates  Target audience of narrowcasts – it targets top performers (high value targets) that are currently employed. They are only prospects… because they are not actively seeking a job when you contact them 13
  14. 14. Side-by-side comparisonVolume  Volume from broadcasting – broadcast recruiting attempts to reach a high volume of potential candidates  Volume for narrowcasts – it targets a small number (often less than 10% of hires) of prospects 14
  15. 15. Side-by-side comparisonTimeframe  Timeframe of broadcasting – broadcast recruiting targets immediate hires for current openings  Timeframe for narrowcasts – it utilizes a longer-term timeframe in order to gradually build relationships for future openings 15
  16. 16. Side-by-side comparisonChannels utilized  Channels utilized – almost all social media channels are utilized (i.e. Facebook, Twitter, LinkedIn)  Channels for narrowcasts – it only utilizes the channels and the communications approaches that the targeted prospect prefers 16
  17. 17. Side-by-side comparisonOverreach %  Overreach % of broadcasting – broadcast recruiting reaches some qualified candidates… but it also “overreaches” a large percentage of unqualified or disinterested candidates simultaneously  Overreach for narrowcasts – because of its narrow focus, there is little or no overreach 17
  18. 18. Side-by-side comparisonRecruiting approaches usedBroadcast recruiting approaches often include:  Job postings  Employment advertising and banner ads  Employer branding advertising  Job fair announcements  E-mail campaigns 18
  19. 19. Side-by-side comparisonNarrowcasting recruiting approaches include:  Talent communities in several subject areas  Comments on their activities (work or social)  Asking for their opinions or for feedback  Notifying them about learning opportunities (i.e. technical articles, news or best practices)  CRM type reminders (i.e. birthdays & anniversaries)  Requests for referrals from their contact list  Open house and seminar invitations 19
  20. 20. Part IIIBusiness case factors 20
  21. 21. Making the business caseBusiness case elements1. Social media may be the only way to reach “hidden” high quality non-lookers and college students (other than referrals)2. The quality of hire (innovators and game changers) may result in a positive ROI3. Being effective on social media may be seen as a requirement for a strong employer brand4. Learning from business social media efforts may increase the learning curve for recruiting 21
  22. 22. Making the business caseBusiness case elements5.  Offer acceptance rates may be higher… as a result of stronger relationships6.  A narrowcasting approach may improve diversity and international hires7.  It doesn’t cost any more to do it “the right way” with narrowcasting and a segmented approach8.  Because narrowcasting utilizes the mobile platform, it provides 24/7 access 22
  23. 23. Part IVAction steps to consider 23
  24. 24. Action stepFirst, learn the potential problems with narrowcasting  It requires expertise in crafting messages  It consumes a good amount of recruiter time  It has a relatively slow time to fill  A high cost (but high ROI)  It requires intelligence and metrics to identify… where targets “hang out” and their individual job switch criteria  Aggressiveness and “rushing it” can lose prospects 24
  25. 25. Write “call to action” direct messagesKey message elements:  Write from your target audience’s point of view, not your own  Be very clear on what action you want them to take  Make sure the message comes across as relevant immediately, i.e. start out by answering why you are communicating, what you want done, why now, and how to proceed (Easily, quickly)  Let them take control of the message (Support) 25
  26. 26. DM Elements that add value  Priming questions/comments – as a recruiter you hopefully know where/how to find relevant people , your ee’s may not, so give guidance  Link to your story – provides short links to content that can be distributed via multiple channels, i.e.: –  Externally hosted photo albums –  Externally hosted videos –  Blogs –  Presentations 26
  27. 27. Action stepUse market research e-panelsConvene electronic market research panels todetermine: The perception of the employer in the targeted domain Their willingness to work at the organization compared to a market basket of talent competitors The relative importance of each of their job consideration elements (job switch criteria) 27
  28. 28. Action stepWhen targeting an individual, try to learn:  Their job switch criteria  Factors that trigger a job search  Their job search process  Where they read/ hangout on the Internet  Areas where they are an expert  Areas where they are trying to learn/improve  Individuals they admire/would listen to  Their favorite communications channel(s)  Do they write a blog? 28
  29. 29. Action stepLearn the available ways to segment yourpopulation.  By current job title or level  By skill or competency level  By their level of experience  By their education level  By performance level  By their pay level  By location or region  By their personal interests 29
  30. 30. Action stepLearn the available messaging & comm. tools  E-mail or Direct Message  Wall posts  Group posts  Status updates  Topic or firm landing pages  Videos/blogs/podcasts/text 30
  31. 31. 10 additional action steps to consider1.  Learn the rules of online communities2.  Design, pretest and disseminate only “authentic” messages (Based on the perception of the target)3.  Identify the most compelling things your firm can offer to each target segment4. Provide employees with sample profiles and templates and offer to critique their profile (KPMG)5. Ask questions, do a survey/poll to gain attention 31
  32. 32. 10 additional action steps to consider6.  Build business “topic-based” pages or groups7.  Write a blog that your targets can RSS subscribe to (Covering what it’s like to work at your firm)8.  Accept an online profile in lieu of an updated resume (Passives may not have a updated resume)9.  Identify your target’s “influencers” and sell those that are likely to influence their decision10. Encourage them to announce their job acceptance decision in their social groups, to help sway others to also come 32
  33. 33. Part VBenchmark firms in narrowcasting 33
  34. 34. Major firms to learn fromFirms using narrowcasting on social networksErnst & Young U.S. Army TiVoDeloitte Kodak GrouponBest Buy ZapposCIA Yum BrandsGoogle FacebookPepsiCo TargetCostco CiscoFord GEMicrosoft AccentureIBM PWC 34
  35. 35. Did we make you think?Any further questions? 35