Social Media Webinar Alliance Q


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January 2010 presentation on the imperative to adopt social media but HOW to adopt it. Followed by a panel discussion with Bank of America, Starbucks and Hewitt on how they had adopted social media. I have a white paper available if you are interested. 175 attendees

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  • What brings them here? Using any social media now? Which?

    The presentation is to help us begin the discussion.
    Ultimately, we want to understand the ramifications of social media on recruitment and employment generally.
  • Left side: Business climate: globalism, off shoring, outsourcing, interdependence/supply chain management.
    INCREASING the importance of communication and collaboration
    Look at supply chain relationships. There’s a profound need for interconnectedness – the Wal-Mart model – relationships with suppliers are networked, tightly interconnected.

    Right side: Tech changes: blogging, social networks, instant/free information (Google), Google wave, Skype
    FACILITATING connectedness and collaboration

    Either one is enough to drive change, but the convergence of the two is really powerful.
  • We see evidence of globalism everywhere – major magazines. If it hasn’t affected your job yet, it will.
    We want to understand the impacts of these forces and get ahead of them.

  • Everybody talks about the tech as if it’s about the tech. Tech is an enabler, not a solution.

    We see wholesale changes in business processes generally, but recruiting has not evolved,
    Because it hasn’t evolved, it is struggling to take advantage of the technological advances available.
  • The recruiting process has been automated, but fundamentally has not changed.

    What has changed is the environment we’re working in, and new tools are creating opportunities. But without adjusting our approach, we find ourselves unable to take full advantage of these opportunities.

    To illustrate this, we’ll take a look at one element of recruiting - employment branding, we’ll examine changes in the environment, and outline some of the adaptations needed to succeed going forward.

  • Traditionally, Employment Branding has been an exercise in putting together a plan to win awards as excellent places to work, secure mention in news pieces and editorials, be talked about at industry events, and participate in industry events. Two or three in-house people would coordinate the information that was visible through a few restricted media outlets, and the corporation was able to influence how they were perceived.

    People outside the organization didn’t really have a say – at least nothing was published.

    It’s a vertical model – controlled and deployed in-house by in-house specialists.

  • The internet has changed this.

    The new model is horizontal.

    With the emergence of social media, peer-to-peer publishing, and online rating services, everyone has a say. Peer-to-peer content is considered more credible. This has shifted the balance of power away from the corporate employment brand manager. The down side is that the Internet lends itself to people writing emphatically about negative experiences, even if that experience is not common, they are writing about their experience, affecting the brand.

    People controlling your brand are people you’ve never even met.
  • We’ve gone from a vertical model to a horizontal model.

    The locus of control has moved outside the organization.

    2 or 3 in house people cannot control it. Its hard to compete with the hordes on the net.
  • If an effective treatment is desired, a focus on technologies/tools needs to be subordinated to a plan. Plan first. Once the direction is clarified, then examine the available tools to support the effort.
  • THE IMPORTANT ISSUE: Fundamental shift in business, BUT NOT in recruiting: revisit slide parallel evolution in business (FACILITATED BY technology), and the increased importance in relationships in the world, which haven’t been introduced into the recruiting process.
    We’ve touched on supply-chains driving business is more relationship oriented.
    Both tech and biz environment are relationship-critical. Business today is less transactional –especially on the supply side.

    The way business is done, relationships are paramount, but recruiting does not operate that way.

    I would argue that using an ATS has pulled us further from a relationship-orientation. The tools have facilitated so much communication we can’t afford to interface with people because there are simply too many of them and too few of us. This is a real challenge, and our business process simply hasn’t been up to it. Its not the people, its not the tools, it’s the process.
  • Recruiting Situation: Today, if you have 25 applicants for a job, 1 wins and 24 go away unhappy. There is virtually no feedback, minimal human touch. And, the more we can automate and avoid contact with applicants, the better. Even employee referral programs, where we attempt to take advantage of employee’s networks, are little more than “sell us your friends” (not those friends, the good ones) where we pay a fee for a transaction. Many employees refer a friend and are disappointed in how that friend is treated, and don’t refer again. It doesn’t feel good (or natural on a social level), because it’s a business/transactional process.

    Recruiting is fundamentally TRANSACTIONAL process in which we attempt a transaction (hire) with a prospect and move on without them if it doesn’t happen. It is the very same hiring process we had before the Internet, but online now. Despite major changes in the business environment and technological advances, we haven’t changed anything substantive in our recruiting processes.

  • Mismatches between transactional approach and:
    the larger business climate – which is relationship-oriented
    the evolving technology – which increasingly facilitates communication and relationships
    the employment brand (positive) and the recruiting experience (negative)
  • ASIDE: Employment Brand HOMEWORK
    Find how many ____ sucks sites are there?

    Again: 2 or 3 in house people cannot control it in the old model.
    They might as well be putting a message in a bottle and throwing it out to sea

  • Relates to Branding:
    Brand outside is only as strong as the brand inside.
    Product marketers learned long ago that if the experience with a product didn’t match the brand positioning, customers would revolt. HR has not learned this yet, but the shift has occurred, and the years of putting forward a brand identity not tied to reality are ending. You simply can’t offend people (in a transactional process) and “spin” the brand.
    What is the impact on retention – start a relationship with a transactional experience?
  • Retention is a function of sourcing, recruitment, and engagement. Does it make any sense to have a negative model (transactional) on the front-end as the lead-in to retention.
    While we may not be directly responsible for retention, but when talent leaves we get to go find their replacements.
  • Recruiting will change from a transactional approach to a relationship-orientation.
    The Branding effort will be fought on different ground. The battlefield is no longer in-house. Its in cyberspace.

    Recruiting NEEDS to move from a transactional approach to a relationship one in order to avoid conflicting with the brand. They are intertwined.

    The key lies in addressing relationship issues. The opportunity is to develop a (coordinated) game plan, then execute the plan through (new) media.

  • Set technology aside for a moment…as we’ve said, its not about the technology.

    Let’s talk about some of the problems and possibilities in devising a social media plan. Some of you are already engaged in social media – Deluxe.
  • We’ve talked about the conflict between transactional process and branding.

    A transactional process doesn’t lend itself to a relationship-enabling technology. Instead of enabling a relationship, it just increases communication, (which you’re trying to avoid with candidates you don’t want to hire). So there’s a question as to whether your recruiting process is positioned appropriately to leverage social media.

    Keeping up with candidate’s adoption of technology – if you text and twitter they can they relate to you, but must use in a way that relates to them.
  • We naturally overlook the fact that other cultures are more relationship-oriented than we are.

    Many other countries have not developed enough trust in their cultures to afford a transactional environment. You can’t return something to a store, service work does not come with a warranty, and you certainly can’t trust someone outside your family with a cash register.

    Relative to the rest of the world we’re on one extreme end of the spectrum. We take this trust environment for granted, but it is a cultural trait and economic luxury.

    Leave the US and it hits you pretty fast. Do you trust a waiter with your credit card (that’s recent). Now we trust online vendors.
  • Its going to be a lot of work (anything you do is going to be work). Q is whether want to succeed…
    You cannot control access to social media, only guide and promote its use in specific directions – Smartphones, etc.. they’re already doing it.
    You’ll need to become more relationship-oriented to succeed
    You’ll probably have to invent some things specific to your organization – we can’t all learn “best practices” from our neighbors, whose marketing and brands are different

  • Moving Forward:
    Kuhn’s theory of scientific revolution – replacement approach must thoroughly destroy incumbent

    Just because a better one appears doesn’t mean it replaces the old one. For a new one to replace the old one requires the old one to become completely ineffective.
  • Moving Forward:
    A strong brand can prop up current approach for some time – cite Microsoft Sourcing Project. We experienced the power of that brand – even though they were brutally transactional, people are willing to go to work there because everyone knows Msft pays well (part of their employment brand).
    Despite their exceptional brand strength, Msft is moving away from this transactional process to a more relationship-oriented approach.

    Bottom line is we think this conflict with branding and spells the death of the transactional recruiting approach
    The question is are you going to begin or get forced into it later.

  • Wherever you are on the adoption curve (moving now is ahead of the curve - Deluxe) change is coming. Once you understand the issues it becomes a business decision as to how and when to address them. Develop a plan, then consider technology.

    Our stance is that it’s not a question of ‘if’, but when and how to move ahead
  • 2 quick examples we can highlight – neither requires a major commitment or abandoning anything you’re doing today

    If they work, they’ll reduce some of your high-cost activities (headhunters, contract-for-hires, etc.).
    Throwing low cost treatments at expensive problems leaves little downside risk and a lot of upside potential.
  • What is a talent community
  • People invited to bring their friends, facilitator puts host at the center.
    Extends your network exponentially if done at scale.

    The respect issue is the company respecting employee networks as belonging to the employee, not the company. Different vendors have a different take on this in how they support internal social networks. You should be aware of this in selecting technology.

    When combined with blogging expanding your social networks through a Tupperware approach impacts both branding and recruiting
    You can create a small army of people proliferating the brand message you want to send and addressing external/negative messaging? (Retention issue)
  • We suggest you focus on where costs are highest.
    What are you sending out to headhunters all the time? Find an area that you’re struggling with and move from the transactional model to the relationship model
    Multiple hires
    Important or high level

    If the treatment works and costs go down, the new process will displace the old one, because the ROI justifies it.

  • Unresolved questions or concerns?

    Does it make sense to regroup and resume, or meet with each other individually?
  • Social Media Webinar Alliance Q

    1. 1. Social Media Strategy for Talent
    2. 2. Agenda Welcome and Introductions What Brings Us Here Your interest in Social Media? Discussion
    3. 3. Presenters Raghav Singh, SPHR J.P. Winker
    4. 4. Technology Changes Twitter, Blogging, Facebook, Google Wave, Skype Business Environment Economic globalism, off- shoring, interdependence, supply chain mgmt CONNECTEDNESS Collaborative Tools DRIVING FORCES
    5. 5. Connected and Global WHAT DOES THIS MEAN FOR RECRUITING?
    6. 6. Technology in Context  Tech supports your business process (recruiting)  Recruiting process model has not evolved
    7. 7. Where Recruiting Needs to Evolve Employment Branding Recruiting Process
    8. 8. Old Model of Branding In-house control Marketing/Comm./PR Tightly controlled messages through restricted media
    9. 9. New Model  Everyone has a say  Everything lives forever  Negatives are magnified  People most likely to comment on your brand are the haters  Locus of control is in cyberspace
    10. 10. Change in Control
    11. 11. Employment Branding will change To adapt to the new environment To the new tools
    12. 12. Interconnectedness Business Environment Technology Changes Linked-in Twitter, Facebook, Blogs, etc. Supply Chains, Networks, Virtual Teams Relationships
    13. 13. Recruiting Today Is Purely Transactional
    14. 14. Process Mismatches  the larger business climate  the evolving technology  the employment brand (positive) and the recruiting experience (negative)
    15. 15. A Breeding Ground for Negativism Coderific
    16. 16. Brand outside is only as strong as the brand inside. Can’t offend people and “spin” the brand Impact on retention Inherent Conflict
    17. 17. Inherent Conflict 49Percentage of employees claiming they will leave their employer when the economy improves - Deloitte Survey of Employees at Fortune 500 Companies, 2009
    19. 19. Approaching a Social Media Strategy
    20. 20. Advantages and Risks Is Recruiting aligned with Branding? Positioned to leverage technology? Are you keeping up with candidates adoption of technology
    21. 21. The World is Flat More relationship driven Who do you know? In whom do you place your trust?
    22. 22. Obstacles  Its going to be a lot of work  You cannot control access to social media  You’ll need to become more relationship-oriented to succeed  You’ll probably have to invent some things specific to your organization
    23. 23. Moving Forward Kuhn’s Theory Of Scientific Revolution – replacement must thoroughly destroy incumbent The existing approach has to fail thoroughly before its replacement is embraced.
    24. 24. Moving Forward A strong brand can prop up current approach for some time Recruiting process must be in-sync with the brand
    26. 26. What can you do today? Blogging and Talent Communities The Tupperware Model
    27. 27. Talent Communities
    28. 28. The “Tupperware” Model Recruiters as facilitators Respect boundaries Incentives not bribes
    29. 29. Where to start? What jobs do you struggle to fill?
    30. 30. Social Media Strategy for Talent